School business manager project — York LEA
Linda Brook MBE, School Finance Team Leader, City of York Council LEA
In June 2004 we decided to investigate how we could provide a traded SBM service. We appointed a project co-ordinator from within the team. Chris Richardson, a peripatetic bursar who had completed NCSL's Certificate in School Business Management (CSBM) and was already providing additional support to the new head teacher at one of her bursar schools, was appointed. We approached the project with a blank piece of paper and built up a skeleton service plan based on current research, projects and experiences, ie DfES research report 331 and their "Looking for a Bursar" booklet, the North Bristol SBM service, and experience of CSBM course and of years working in schools.
Areas to explore were identified as follows:
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Do schools require this service?
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What is the best way to deliver the service?
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How will we evaluate the pilot
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What will be its strengths, weaknesses, opportunities and threats
Prior to being invited to join the project none of the head teachers was aware of the role of the SBM. One head teacher discussed the project with "a colleague of a cluster school who had the opportunity of being introduced to the service and spoke extremely highly of the benefits". Without this feedback she felt that her perceptions might have been very different and would not appreciate the range of skills available were beyond financial administration.
Head teachers felt that participation in the project would "give them more opportunities to be in the classroom and around school" and "provided support for key aspects of their job which were time consuming, such as applying for bids and researching value for money in purchasing".
Some governors were supportive of the initiative as they thought the SBM would provide "invaluable" support to the head teacher. Others were sceptical initially. It is thought that this could be that they do not fully understand how much of a head teacher's time is spent doing tasks unrelated to children and their learning.
The tasks passed on to the SBM have been related to major building projects, scenarios with financial costings for remodelling the workforce, capital bids. Head teachers are conscious that the SBM's role should not encroach on the school administrator's roll rather there should be collaboration and team spirit.
Head teachers commented that they were pleased to have the opportunity to delegate tasks and know that they can confidently expect a thorough response, particularly the kind of issue where it is very valuable to know which of several options is cheaper or whether it makes good business sense to go down one road rather than another, e.g. analysis of statistics, followed by discussions and advice. A specific example of this is, is it better to pay for maintenance on an ad hoc basis or to employ a "handyman" attached to the school?
Other comments were that:
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"the service has undoubtedly started to impact on my workload which seems to be on the increase this term! Thank you for a very professional service. I can unreservedly recommend it to other schools."
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it "eased my workload by saving time on the phone, something can be dealt with from beginning to end rather than being interrupted. I need to plan specific jobs for specific times so that the best use is made of the time available."
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"I especially appreciate having someone to "chase up" things, e.g. getting contracts completed. The SBM's wider experience of schools means that good ideas and good practice can be disseminated."
As we approach the end of the first term of the pilot project head teachers are starting to feel the benefit of the SBM service. A further summary of the project will be posted on Teachernet and a final report will be available during the Autumn term 2005.
For Linda's case history which includes details of her varied experience and how she has used the CSBM to help develop her current role at York LEA, please click here.
For further information please contact Linda Brook at: linda.brook@york.gov.uk
