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Reflecting on the year ahead, we explore insights from our work with schools and trusts to identify the biggest challenges facing the education sector, and how you can take proactive steps to combat them.
The 2024-2025 academic year promises to be a pivotal period for schools and trusts. The introduction of the Employment Rights Bill and Schools Bill under the Labour government marks a significant turning point. These legislative changes, coming into effect by 2026, aim to address staff and pupil wellbeing in a post-Covid world. As schools and trusts adapt, they are set to face a rapidly evolving year as new initiatives pass into legislation and several pressing challenges arise.
1. Funding and budget pressures
Despite the £2.3 billion boost to assist the core Schools Budget, mounting financial pressures are still felt across the sector. Schools and trusts report grappling with escalating operational costs and strain on resources, including rising energy prices, salary increases, recruitment and building maintenance.
For many MATs, though increased in nominal terms, per-pupil funding fails to keep pace with inflation and operational costs. Smaller schools, particularly rural ones, face disproportionate pressures due to lower economies of scale.
Adding to this, schools must contribute to national net-zero and global sustainability targets, often with insufficient funding to upgrade infrastructure to meet energy-efficient standards.
While schools feel the pressure to find funds quickly, taking stock of current costs provides an effective overview for those seeking to scenario plan, or apply for future funding. Conducting a thorough review of outgoing costs not only helps to optimise current budgets, but also plan strategies towards funding applications, grants, and sustainability planning.
2. Staffing and workforce challenges
The education workforce faces unprecedented strain, with over half of the 2,500 cases we advised on last year related to absence management - a reflection of the high levels of stress, burnout and illness experienced due to the pressure of increased workloads.
Increasing SEND support demands, a growing mental health crisis amongst pupils, and difficult teaching conditions have made it harder to attract and retain high-quality teachers.
MATs also report challenges in filling senior leadership roles, with experienced heads leave the profession or retiring early. This often results in less experienced staff taking on leadership roles without adequate support or training.
Given that 85% of trust income is spent on staffing, attracting and retaining top talent is a key aspect of sustainable staffing. Now more than ever, it’s imperative that schools and trusts direct their focus towards meeting staff wellbeing needs. Implementing a strong people strategy that prioritises staff wellbeing presents an attractive job offer to new staff, particularly where opportunities for growth and career development are openly encouraged.
Workforce planning is also another key focus that can help develop long-term strategies to ensure staff have the right skills and experience to meet evolving demands.
3. Policy and governance changes
With the introduction of the Education Rights Bill and the newly launched Schools Bill in 2024, we can expect shifts in policy priorities to begin to take effect, impacting everything from curriculum content to school accountability.
Trusts are now expected to follow the national curriculum by law, meaning that educators will see changes to what is taught in classrooms. This includes preparing pupils for careers in emerging fields like AI and green technology, where curriculum innovation is required to meet modern demand.
Governance also plays a critical role in helping education leaders to adapt to these changes. Providing training to governors and trustees on effective oversight, financial accountability, and risk management ensures advice can be given in measured ways.
It’s key that governors are equipped to support schools and trusts in creating and updating policies that reflect current legislation and best practices, fostering resilience during change. Governors should also be prepared to face Ofsted visits, which can be aided through mock interviews and audits, and provide detailed plans for improvement where required.
4. Meeting parental expectations
The relationship between parent and school has evolved post-pandemic, with a greater demand for transparency and responsiveness, especially regarding pupil wellbeing and academic progress. With rising rates of mental health concerns among pupils today, schools must provide more pastoral support than ever before.
A common reason we see for complaint escalations from parents is poor communication. Training staff to handle parental complaints and establishing a clear complaints procedure can strengthen trust and manage expectations effectively.
The value of external support
Addressing today’s challenges requires innovative thinking, collaboration, and balancing immediate pressures with long-term goals. While 2025 presents uncertainty, it also creates an opportunity for schools and trusts to take charge, and proactively address steps to secure the best possible outcomes for pupils.
External support can provide the specialised knowledge and experience that may not exist in-house, allowing for you to outsource tasks, identify blind spots and gain an impartial perspective to enhance strategic planning.
Through a mix of advisory, operational and strategic support, EPM empowers schools and trusts to tackle challenges head-on, build sustainable strategies, navigate the sector with confidence, and create a high-performing education system.
