0.1 Literature review  (Page 16/19)

Roles and responsibilities of the principal

One of the core duties and responsibilities of the school principal is to manage the school’s finances and apply the necessary controls to maximize the use of funds available and to account for all spending – Occupational Specific Dispensation (2007; 52). Mestry (2004; 129) states that he principal, by virtue of his position, plays a dual role: one who is responsible for the professional management of the school and the other as a member of the school governing body.

Although the school governing body has the ultimate responsibility for the financial management of the school it is normal practice for the school governing body to delegate the daily operational financial management functions to the school principal [Clarke (2008; 288)].

According to the Occupational Specific Dispensation (2007; 52), other tasks of the school principal include, but are not limited to:

• support the school governing body (as a member of the finance committee) in developing the annual budget
• provision of data to support planning, including enrolment, fee exemptions and collection levels
• support fundraising efforts
• store school accounts and other statutory records safely and make the best use of funds for the benefit of learners
• support the school governing body in having the school’s accounts audited annually as prescribed by law

Training of school governing bodies

Clarke (2008; 278) indicates that financial management is an area in which most (school) principals have little or no training or expertise and elected members of the school governing are equally ill-equipped. Mestry (2004; 126) concurs when he states that there are many principals and school governing body members who lack the necessary financial knowledge and skills. Wohlstelter and Mohrman in Marishane and Botha (2004; 96): “… simply transferring power to the school site is not enough to bring about desirable improvements – more supportive efforts by the state are needed”. It is the responsibility of the Head of Department to ensure that principals and other (education) departmental officials render all the necessary assistance to governing bodies in the performance of their functions [Mestry (2004; 129)].

Du Preez and Grobler research findings as cited in Mestry (2006; 35) indicate emphatically that there is a correlation between sound financial management and effective and efficient school governing bodies – it is incumbent for the Head of Department to ensure that school governing bodies are trained continually. Training in financial management is fundamental in preparing and equipping school managers with financial skills. Bush, et al in Mestry (2006; 35) states that every member (of the school governing body) – not just a few – must receive training. The training should enable the school governing body to be responsible and accountable for funds that have been received for the attainment of specific school objectives. It will also equip them to make a contribution towards the improvement of the overall quality of teaching and learning of the school.