Collaborative Communities: Key Takeaways from Our Discussion with Sir David Carter

Collaboration is at the heart of a strong and effective education system. In our recent webinar, “Collaborative Communities,” we had the privilege of speaking with Sir David Carter, former National Schools Commissioner for England. He shared his insights on how schools and trusts can work together to create a culture of shared growth and success. Here are the key takeaways from our discussion.

1. Trusts Must Move Beyond Structures to Purposeful Collaboration

While strong structures and governance are essential, they alone do not build effective school trusts. Sir David emphasised that true collaboration comes from a shared purpose – one that focuses on improving outcomes for children.

To maximise impact, trust leaders must create an environment where schools feel part of a bigger mission rather than just an organisational framework.

2. Building a Culture of Trust and Transparency

Collaboration flourishes when there is trust among schools, leaders, and teachers. Sir David highlighted the importance of open conversations, where schools feel safe to share challenges and best practices. A transparent culture encourages learning from each other rather than competition; there is strength in the common goal.

However, Sir David also warned of the fragility of culture. Trust and collaboration must be nurtured continually, as culture can quickly erode if leaders do not actively reinforce shared values and behaviours. He stressed that a successful culture is not just about words but about the everyday actions and decisions of leaders and teachers.

Trust leaders must ensure that collaboration is embedded in the way people work, making it a lived experience rather than just an aspiration. This means reinforcing positive behaviours, celebrating collective success, and addressing challenges openly and constructively.

3. Leadership That Empowers

Great leaders do not dictate; they empower others. Sir David stressed that successful collaboration starts with leadership that listens, supports, and provides the conditions for schools to thrive. This means investing in professional development, encouraging innovation, and recognising that each school has unique strengths to contribute.

4. Managing Change Effectively

Sir David placed significant emphasis on the importance of change management in building collaborative communities. He highlighted that change should not be imposed but rather guided through clear communication, shared vision, and incremental steps. Trust leaders must recognise that resistance to change is natural and should be addressed through engagement, support, and demonstration of the benefits of transformation over time.

He also stressed the need for consistency in leadership and decision-making to ensure that collaborative efforts remain effective even during periods of transition. Successful change management requires aligning school cultures, maintaining a clear focus on improvement, and ensuring that collaboration remains a long-term priority.

5. The Autonomy Debate

A key discussion point was the balance between autonomy and collaboration within school trusts. Sir David acknowledged that while schools value their independence, complete autonomy can sometimes hinder progress. He argued that the most successful trusts strike a balance – allowing schools the freedom to innovate while maintaining collective accountability and shared goals.

He emphasised that autonomy should not mean isolation and that collaborative networks enable schools to learn from one another, share best practices, and raise standards together. Trust leaders must create a culture where autonomy and collaboration coexist to drive improvement across all schools.

6. Data as a Tool for Improvement, Not Just Accountability

One of the key points in our discussion was the role of data in collaborative school improvement. While accountability is important, Sir David urged trusts to use data primarily as a tool for learning and development. By sharing insights and best practices across schools, trusts can collectively raise standards and improve outcomes.

Sir David outlined five key measurements of success that trust leaders should focus on:

1. Staff Retention – Career development and professional development strategies should use and support staff capacity in and around the trust as a single organisation.
2. Sustainability and Efficiency – Financial health and operational effectiveness are crucial for maintaining a strong and stable trust that can continue to support schools long-term.
3. Trust Identity and Culture – A successful trust has a strong and shared culture that brings schools together around common values and behaviours, working with parents as partners.
4. Innovation and Impact – The best trusts do not just maintain the status quo; they actively seek out ways to innovate and improve, ensuring that every school benefits from collective knowledge and experience; from best-practice to next-practice, what is needed for the future.
5. Pupil Outcomes – The core measure of success remains the academic progress and wellbeing of pupils across the trust. Trusts should explore expanding this to longitudinal studies or alumni tracking to see the journey of success.

By tracking these five measures, trusts can ensure they are making meaningful progress and sustaining a culture of continuous improvement.

7. Sustaining Collaboration Beyond Individuals

For collaboration to be sustainable, it cannot rely on individual relationships alone. Sir David encourages trusts to embed collaborative practices into their culture and systems, ensuring that joint working continues even as leadership changes over time.

He also spoke about the importance of balancing capacity-giving and capacity-taking within collaborative communities. Strong trusts recognise that some schools will contribute more at times, while others may need additional support. However, for collaboration to be sustainable, there must be a reciprocal exchange – schools that receive help should, in time, be in a position to offer support to others.

This mindset ensures that collaboration is not one-sided but instead fosters a culture where schools feel both supported and responsible for the success of others within the trust.

Final Thoughts from the Conversation with Sir David Carter

This conversation reinforced that the most successful school trusts are those that embrace collaboration as a core principle. By working together, building trust, and focusing on shared learning, schools can create a stronger and more resilient education system.

Thank you to everyone who joined the webinar! If you missed it, we encourage you to reflect on these key points and think about how collaboration and effective change management can shape the future of education in your trust.