Leading from the front

New sources of non-fee income are critical for most independent schools in the current economic climate. Tim Edge examines the role of the headteacher in building and promoting a strong development culture

The constructive and active involvement of the head is pivotal to the development office’s effectiveness. Here are five tips for heads seeking to build an enduring and effective development presence within their schools:

1. Demonstrate that development is at the top of your agenda. Whether providing funds for bursaries (this is probably foremost in most heads’ minds at the moment), capital development, or binding the school community closer together, the development office has a significant role to play in the future of the school. Never miss an opportunity to articulate the significance of development work to the evolution and future success of the school. “Development is crucial to our future,” should become your mantra.

2. Help manage expectations. In a popular school, a properly resourced and supported development office, run by an effective development director, should yield significant results over time. As head, you should seek to emphasise the long-term nature of development work, particularly when some governors might be seeking an instant return on their investment. You should also work with the development director and governors to set challenging but realistic development targets, not all of which should be financial.

3. Act as a buffer against cynics. There will always be those, at all levels, who will ask you: “What did development ever do for us?” This will be particularly true in the early stages. You should demonstrate the fortitude to tackle such pernicious attitudes head on, politely but robustly. “Actually, quite a lot,” should be the stock reply. One way to nip potentially negative sentiments in the bud is to ensure that the whole school community is updated regularly on the aims and successes of the development programme.

4. Back the development director, particularly on the big issues. Don’t shy away from making important decisions for the sake of a quiet life in the short-term. If the development and alumni relations offices need to be properly integrated, or if the myriad school databases require centralisation, be bold. Nothing erodes the relationship between the head and the development director faster than faint-hearted decision-making, while trying to please everyone.

5. And, finally, address the “P” factor. The single most important element of success in your development office is likely to be the personality of the development director (note that I have not mentioned “skill set” or “successful track record”). Therefore, recruit wisely and imaginatively. Don’t automatically look for an off-the-shelf development director with schools experience.

Many excellent, empathetic candidates can be lured from other sectors. Are you bold enough to take this seemingly counter-intuitive leap of faith?

Tim Edge is development director at King’s College School, Wimbledon.

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