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NASBM

NASBM. Facing the future in a rapidly evolving education landscape. The pace of change. Unprecedented pace of change Different and more complex challenges Numerous policy changes, volatile economic conditions, less certainty, more accountability

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NASBM

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  1. NASBM Facing the future in a rapidly evolving education landscape

  2. The pace of change • Unprecedented pace of change • Different and more complex challenges • Numerous policy changes, volatile economic conditions, less certainty, more accountability • Q. Ask yourselves where do the skills and capacity now lay in your institution?

  3. A new landscape • New education landscape requires new approach • Complex operations that require more dynamic, highly skilled and commercial focused managers • New skills don’t necessarily rest with teachers and Heads but with management professionals • We are not just about saving Head teachers time

  4. Building credibility for the School Business Management profession

  5. The History • Pre 1990 independent sector only • Post GM more autonomy and requirement for specialist to support back office functions • 1996 creation of the National Bursars Association • 2002 Cutting the Burden initiative push to get skilled mangers to run back office functions • 2004 National College develop a suite of courses. • New Labour introduced Academy programme - large budgets introduction of FD’s. • Coalition introduced the " converter academy" programme - increase in demand for specialist expertise.

  6. The Future • Reduction in LA and Governments ability to provide direct support • A greater imperative to collaborate • The growth of Academy Changes • Ability to respond effectively to reductions in funding • The need to be commercially focused • An acceptance that things will be done differently and that change is part of life in the education sector

  7. SBM influence at school level

  8. SBM Influence on wider matters

  9. Barriers to influence We need to take responsibility for our own profile and power to influence. Dettert and Burris 2013 warn of fear of speaking up Q. What are the barriers to speaking up? Why are we afraid? Q. Do we have the information we need? We must overcome this Lui, Zhu and Yang (2013) distinguish between speaking out (generally to peers) and speaking up to our superiors.

  10. Teaching and Learning is at the core of our purpose we must engage Education White Paper - The Importance of Teacher Funding Reform - Next Steps to A fairer funding system Alison Wolf - Post 16 Provision The James Review - Capital Planning in Education David Hargreaves - System Leadership

  11. The Importance of Stakeholder Relationships

  12. Effective Organisations Demonstrate • Strong leadership and governance • Operational effectiveness • Effective project management and implementation of change • Effective stakeholders engagement • Commercial viability

  13. Managing the Change Programme • SMART objectives • Measurable outputs • Tangible outcomes • Clear delivery milestones • Designing the change plan • Defining and analysing the component parts • Identifying activities and dependencies • Preparing estimates • Preparing the schedule • Analysing the risks • Ensuring a framework for monitoring and recording

  14. Summary • The profession has come a long way in the last decade • The profile, quality and role of the SBM is much greater now than ever before • However we still operate in the shadows of our educator counterparts • Schools can not operate without us and increasingly not only do school not have the capacity but they do not have the skills or knowledge to cope without us • We have a great deal more to offer – we must put our heads above the parapet and become true system leaders

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