Schools have always worked in partnership with parents and carers, recognising that strong relationships underpin trust and support better outcomes for their children. At a time when schools are navigating challenges around attendance, SEND, wellbeing and confidence in public institutions, understanding the experiences and perspectives of families has become even more important. Parent voice can provide valuable insight into the realities of school communities and can inform how schools think and make decisions, rather than being treated as an occasional consultation exercise. Newsletters, consultation evenings, surveys and regular updates all have a role to play in keeping parents informed and involved in their child’s education. Genuine parental collaboration is, however, different. It is encouraging that the government has recognised this in its recent white paper. Parents and carers must be given meaningful opportunities to contribute, giving them confidence that their voice is an integral part of governance and school culture. Our trust recently launched an inclusive dynamic accountability framework. This ensures that stakeholders’ views are considered throughout governance and decision-making processes, rather than simply being consulted after decisions are made. As trusts grow, this becomes even more important to ensure that schools stay deep-rooted within the communities they serve. Maintaining what has been termed “institutional capital” – the trust and relationships which bind families to their schools – is certainly a strategic priority which goes far beyond simply “keeping parents informed”. We recently achieved a “MAT parent-friendly” accreditation from Parentkind. While we are proud of this recognition, the real value lies in what it represents: a commitment to helping parents to raise issues constructively and giving our headteachers and senior leaders the confidence to engage effectively with parents. Our schools have focused on the following engagement principles: Move from consultation to co-construction Parents don’t want to be informed after decisions are made. They want to be confident that their experiences and perspectives helped shape decisions in the first place. This does not mean parents should determine every policy. It means creating meaningful opportunities for dialogue and ensuring that feedback genuinely influences outcomes, for example via parent governors and parent panels. The difference between engagement and tokenism is very clear to see. Build relationships before problems arise The strongest school-family partnerships are built through consistent communication and trust over time, not just in moments of crisis. When difficult conversations arise, schools are far more able to engage constructively if that foundation has already been established. AI has added additional challenges, with parents able to submit highly detailed queries and complaints, which are more time-consuming for schools to manage. This reinforces the importance of strong, established relationships that keep conversations focused on solutions. Families need to know where they stand, and honest communication from school leaders – sharing successes as well as challenges – helps to build credibility and trust. Every family starts from a different place We see every day how important relationships with families are to successful pupil engagement. Many families, particularly in our special and alternative provisions, have experienced significant challenges and have had difficult relationships with education. Others are navigating complex social, financial or health circumstances that can have an impact on wellbeing. These families need to feel supported, not judged. Our schools work hard to demonstrate patience and understanding, particularly when circumstances for families are difficult. This consistency and fairness can transform relationships between parents and their schools, which of course benefits pupils and their own relationships. The most powerful thing a school can do is refuse to give up on a child or family when others already have, or have done in the past. Create trusted points of contact We know that large organisations with many staff can sometimes feel intimidating to parents. One of the most effective approaches we have found in our schools is ensuring families have a trusted member of staff who understands their circumstances and can act as a consistent point of contact. These relationships become especially important when multiple agencies are involved. Schools are often uniquely positioned to help families navigate complex systems and advocate on their behalf. This relational approach is particularly important for our most vulnerable pupils and families. Parent voice as part of governance Parent engagement must be seen as a trust leadership priority. In the past, responsibility has tended to rest with individual schools, or even with individuals within schools. Sustainable and genuine engagement requires structures, accountability and governance processes that ensure parent perspectives are routinely considered. Our inclusive dynamic accountability framework moves parent voice from occasional consultation into the fabric of organisational decision-making. Quality of systems and structures will always be important but future success will be determined by the strength of the relationships we build with the communities we serve. When schools genuinely listen, families feel valued and trust can grow. It is only then that outcomes can improve for the children and young people who matter most.