The role of the Bursar has always carried weight – but in today’s climate, that weight is increasing. As our latest research, The Art of the Bursar shows, Bursars across the UK independent school sector are facing mounting pressures, not just in terms of volume but in the breadth and intensity of the demands placed upon them.
Financial stress is perhaps the most visible pressure point, in particular with the introduction of VAT on school fees. For many schools, this single policy change threatens to fundamentally reshape their operating models. But the financial challenge is compounded by a range of other operational and strategic issues. Rising payroll costs, inflationary pressures, and long-term affordability concerns have intensified the need for rigorous financial oversight, modelling and scenario planning.
Yet finance is only the beginning. Bursars must also stay ahead of a rapidly evolving compliance landscape. In our research, compliance and regulation were described as not only one of the fastest-growing areas of responsibility, but also one of the most burdensome. From health and safety and safeguarding, to data protection, charity law, and increasingly complex HR regulation – the Bursar’s portfolio is increasingly regulatory by nature. It’s no surprise that strategic thinking and legal awareness are among the most in-demand skills in the role.
HR, too, has taken centre stage. Around 80% of Bursars now hold responsibility for HR leadership, often without formal training in the discipline. This includes employee relations, recruitment, contractual and legal risk, wellbeing, and increasingly, the design and leadership of organisational culture. These are sensitive, high-stakes issues that demand emotional intelligence, confident communication, and an ability to hold space in difficult conversations.
Adding to the complexity is the parental interface. Bursars frequently handle fee-related queries, complaints, and other emotive or contentious issues, including decisions about bursary awards. These interactions can feel more transactional than in the past, as expectations rise and tolerance for ambiguity diminishes. Bursars find themselves not just as financial managers, but as the first line of engagement with increasingly assertive parent stakeholders.
In our focus groups, many Bursars described the sheer relentlessness of the job. One told us, “It’s not the individual tasks that are hard – it’s the volume, the pace, and the constant shifting of priorities.” Others spoke of firefighting as the default operating mode, with little time left for strategic thinking. This is particularly acute in smaller schools, where limited internal infrastructure means the Bursar carries an extraordinary breadth of responsibility.
The result is a role defined by urgency, complexity, and – at times – isolation. While most Bursars are deeply committed to their schools and draw meaning and purpose from their work, many expressed concern about sustainability. The report notes that high turnover and burnout are very real risks, especially where expectations are misaligned with capacity or support is insufficient.
So what can schools do?
First, they must be realistic about the scope of the role. It’s tempting to add new responsibilities to the Bursar’s remit, especially when internal capacity is limited. But doing so without corresponding adjustments to support, structure, or delegation is not a sustainable model. Schools must review role design carefully – particularly in the wake of new pressures like VAT and compliance growth.
Second, they must prioritise investment in team capacity. This doesn’t always mean adding new posts. It can also mean upskilling existing staff, clarifying responsibilities, and streamlining reporting lines. Delegation is only possible when those being delegated to are equipped to carry the load.
Third, schools should explicitly protect time for strategic work. This might mean formalising ‘non-operational’ days, allocating project ownership differently, or simply making it culturally acceptable for the Bursar to step back from day-to-day demands in order to think. Strategic contribution is one of the greatest assets a Bursar brings to a school – but it cannot happen in the margins.
Finally, support systems matter. Coaching, mentoring, and professional networks all play a role in reducing isolation, building confidence, and enabling sustainable leadership. Our research found that these forms of support are often underused – especially by those who feel pressure to appear entirely self-reliant.
At RSAcademics, we help schools take a long-term view. That means working with leaders and governors to define realistic expectations, structure effective teams, and build resilient, future-proof roles. Because for schools to thrive, their leaders must too.
Facing operational overload? RSAcademics helps schools reassess roles, reset priorities, and build capacity for strategic leadership.