Our schools’ CEOs and heads have many things on their plates – not least of which is improving attainment and progress, retaining and attracting great staff, managing policy changes, staying on top of the risks they face, all while running the rest of their “business”.
These demands arise during a period of structural change in schooling, which makes things more difficult in the short term.
To support them I suggest that, as in business, long-term financial planning should rest on the shoulders of the governing board which has the primary responsibility to ensure that the organisation it governs survives and thrives.
Boards can contribute to the work of school leaders by making sure schools have a sound financial base on which to operate. This gives school leaders the time and space to be able to adapt to and handle shocks so teachers can continue to tackle the huge agenda that is in front of them.
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