Two heads better than one?

As the remit of headteachers continues to broaden, might there be a better distribution of tasks assigned to them? Tim Edge reports on a new division of labour originating from the United States to help spread the load

In my career as a development director I have been privileged to have worked with some of the most talented headteachers of their generation. One frustration, shared by all, has been the requirement to deal with a plethora of diverse responsibilities, many of which they are neither instinctively drawn to nor trained to fulfil.

Strategic planning, marketing, business planning, alumni relations, fundraising and community relations are all part of the portfolio of the modern headteacher, not to mention the small matter of the day-to-day management of the school.

Running the school both as a first-class educational establishment and a strong business requires a mix of skills seldom found in one person. Is there a fresh approach that might be considered which plays to the strengths and experience of the head while, at the same time, ensures the effective development of the school as a business? The answer, as is so often the case, might be found by studying recent trends from across the Atlantic.

The origins
The concept of a president working alongside a principal sprang originally from faith schools in the United States. In such schools, the principal is entrusted with the day-to-day operation of the school and its curriculum as well as the leadership of the staff. It is the president, however, who is responsible for the formulation and articulation of the school’s strategic direction; short- and long-term planning; marketing; income generation and alumni relations, as well as ensuring fiscal integrity.

The key to the success of this particular system is the chemistry between the two individuals as well as mutual trust and support, and honest and regular communication. Also, there needs to be a clear demarcation between the respective responsibilities to avoid cross-over.

Does it suit us?
Would such a model work in the UK? Some might say that these systems already exist: instead of “president”, insert “bursar” or “chair of governors”. But how many bursars are as comfortable with the marketing function as they are with finance, and how many chairs are appointed on the basis of such a broad spectrum of commercial skills?
Personally, I see few reasons why a president and principal model should not flourish in the UK. I predict that within a decade such a concept will have taken root as more schools recognise the imperative for consistent and sustained excellence of business practice across the whole range of disciplines.

Tim Edge is development director at Charterhouse.