As the expectations placed on Bursars continue to grow, an important question is emerging across the independent sector: does the traditional job title still reflect the nature of the role? Increasingly, the answer appears to be no.
In our latest research report, The Art of the Bursar, Bursars described a role that is now deeply strategic, emotionally demanding, and organisationally central. It is a role that spans finance, HR, estates, compliance, IT, operations and governance. It is a leadership role, not simply a management one. And yet, the structures, job titles and even sector-wide expectations surrounding the role have not always kept pace.
Some schools are responding by redefining the role entirely – splitting finance and operations into separate posts, or introducing new roles such as Chief Operating Officer or Director of Compliance. Others are enhancing capacity by creating support roles beneath the Bursar, or by revisiting governance structures to relieve pressure around clerking and regulatory oversight.
These are not vanity changes. They reflect a serious and thoughtful response to a role that, in some cases, has become unsustainable. In smaller schools, where Bursars operate without the benefit of large support teams, the risks are even greater. The same compliance expectations apply, but the capacity to meet them is far more limited. As one Bursar told us, “I’m expected to be a CFO, an HR Director, a Clerk to the Governors, and an operations lead – all in a four-day week.”
When schools rethink the role, they’re not just reducing risk. They’re investing in leadership. By creating the conditions for Bursars to work strategically, sustainably and with impact, they unlock greater organisational clarity, stronger staff culture, and more resilient long-term planning.
Futureproofing the role starts with honest conversation. Heads and Boards must ask: what do we really need from this role? What is possible within our current structure? Where are the pinch points? And what assumptions are we making that need to be revisited?
It also means taking succession planning seriously. Many Bursars in our study were approaching retirement. At the same time, few schools had formal succession plans in place. In a competitive market, with rising expectations and limited capacity, attracting and retaining senior operational leaders will only become more challenging.
Professional development is key. Coaching, mentoring and sector-specific CPD help existing Bursars stay current, confident and connected. But we also need to invest in talent pipelines – helping business managers, finance leads and aspiring operations directors build the skills and cultural fluency to step into the top role.
Governance also plays a role. Where Bursars act as Clerk to the Governors – a dual responsibility held by around two-thirds of respondents – time and clarity must be given to separate the administrative tasks from strategic advisory duties. This is especially vital in ensuring Bursars have the capacity to contribute meaningfully to school strategy.
Finally, language matters. If we want to attract diverse, talented professionals into the sector, we need to be clear about what the role really involves. Job titles, role descriptions and recruitment messaging all need to reflect the strategic, relational and values-driven nature of the work. That doesn’t mean abandoning the title “Bursar” – but it does mean being intentional about what it stands for.
At RSAcademics, we work with schools to rethink leadership roles, design sustainable structures, and plan for succession. Because we believe the strength of a school’s future lies not just in its academic leadership – but in the operational leaders who make the whole system work.
Is it time to reimagine your leadership structure? RSAcademics helps schools evolve roles to build resilience, clarity and strategic strength.