At RSAcademics, we have long observed the evolving nature of the Bursar role. What was once viewed predominantly as a financial stewardship position has now grown into something far broader and more influential – something that is now critical to a school’s strategic and cultural leadership.
Our most recent research, produced in partnership with the Independent Schools’ Bursars Association (ISBA), represents the most detailed analysis of the Bursar role to date. Based on more than 300 survey responses and in-depth interviews and focus groups, it paints a clear picture of a profession undergoing significant transformation.
Bursars are no longer solely financial leads. Over 80% of those surveyed report being directly involved in strategic planning. Many also oversee HR, estates, operations, compliance, IT, and often governance. The sheer breadth of responsibility is remarkable, especially when you consider the growing external pressures schools are facing – rising costs, increased regulation, workforce challenges, and a more demanding parent body.
The report finds that legal and regulatory knowledge is one of the fastest-growing areas of need, alongside a steep rise in demand for strategic thinking. Interestingly, personal resilience and emotional strength were identified as both the most important and the most rapidly increasing traits required for the role. It’s not hard to see why: Bursars must balance daily operational pressures with the long-term direction of the school – all while supporting staff, influencing Boards, and navigating stakeholder relationships.
What’s clear from the research is that Bursars are not only coping with this complexity, they are stepping into strategic leadership roles with confidence. Many are helping to drive innovation, lead digital transformation, and reshape the way their schools manage resources and risk. This shift isn’t accidental. It reflects the calibre of professionals drawn to the role and the increasing expectations placed upon it.
Importantly, this isn’t a uniform shift. The role varies significantly by school size and structure. For example, 22% of the respondents work in schools with fewer than 250 pupils, and 8% in schools with under 150. In these settings, Bursars often shoulder wide-ranging responsibilities without the internal support structures available in larger schools. This makes clarity of role, support from senior leadership, and appropriate governance all the more essential.
We also found that in many schools, the Bursar plays a bridging role – connecting academic and support staff, facilitating shared purpose, and fostering mutual respect. This form of ‘cultural integration’ is subtle but powerful. When done well, it enhances not just operations but community cohesion. When done poorly – or not at all – it can perpetuate the habit of working in silos.
The report highlights the importance of the Bursar-Head-Governor leadership triangle (or square, if including the Finance Committee Chair). Where alignment and trust exist, schools benefit from cohesive decision-making.
The report shows that it has never been more important for schools to be intentional in how they support and enable Bursars. That includes clear governance structures, realistic role design, investment in professional development, and onboarding that addresses not just systems and policies, but culture and relationships.
It also requires a mindset shift. This isn’t just about operational effectiveness – it’s about strategic advantage.
Looking to appoint a Bursar, COO or CFO? RSAcademics helps schools recruit and support senior professionals who make a lasting impact. Contact us