1. Facing the future in a rapidly evolving education landscape
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