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Management is challenging, especially when you don’t have a lot of money to work with.
Outside of work, I’m a governor (unpaid) of a primary school in north London. The school has more than five hundred young pupils.
Three years ago it was a three-form-entry school. That means three new infant classes started every September.
Now it’s a two-form-entry school, and that’s because demographics, not academic performance, have changed (results are still excellent).
Across the country, primary school rolls are getting smaller, and that’s a big problem for school management teams.
Schools are paid a set fee per pupil by the Government (not private schools).
With fewer pupils, income is plummeting, but the overheads required to run a school that could accommodate many more children remain.
We began assessing various financial models and potential solutions soon after demographic data highlighted the UK’s dramatic decline in birth rates.
The financial projections we put together highlighted substantial and unsustainable losses would result if the current model stayed the same.
A deficit reduction plan that includes a new staff structure has recently been approved by the local authority.
The plan recognises the importance of marketing to maintain the smaller school roll.
As mentioned earlier, income is based mainly on a per-pupil payment arrangement.
If the revised September entry numbers are not achieved, the financial plan will be affected negatively.
In addition to teaching, safeguarding, and other core educational responsibilities, financial management and marketing are agenda items for Governor meetings.
Management is challenging whether you work in the private or public sector.
That’s what makes it worthwhile and something to be embraced.
Recently, I read findings from a survey on LinkedIn that highlighted many employees don’t want to get promoted to become managers
That’s disappointing. Here’s to changing that view.
Very best,
David O’Beirne