portive of my development with this course another barrier is lack of funding for the role especially in Primary schools. However based on Geoff Southworth’s SBM A quiet revolution “Most secondary schools enjoy 90% access to a School Business Manager” (Southworth, 2010:6) there’s scope to increase the number of SBMs, if schools can tackle barriers such as affordability, LA resistant’s and lack of understanding for the role. NASBM and other associations are leading the way to increasing the profile of the role through the development of training programs such as DSBM, ADSBM and SBD the benefits of SBMs became more evident by financial savings and increased income, but much promotion is needed so schools reap the benefits of appointing an SBM, collaborations between schools and local communities by sharing expertise could be a way forward as outside school environment the perception of the role is still a mystery. March 2016 the Chancellor announced all schools would be required to become academies by 2022, the proposal caused an uproar, so in May 2016 the government changed their position, then announced they would not force all schools to become academies, but introduce new legislation to enable the DfE to convert maintained schools to academies in ‘under-performing or unviable local authorities’. (BBC News, 2016), Academisation means SBMs are facing increasingly complicated and diverse duties, which would require greater management of premises and procurement of services for schools. Using relevant IT software can relieve pressure save time and increase accuracy however the scope of the role would be far greater. 3.3 Analyse key factors & trends impacting on a school: See Appendix 2: Political: Brexit is causing a lot of uncertainty with our European students and teachers; Brexit could cause a significant reduction in students from across Europe and reduce the diversity in schools also increase in staffing problems due to the lack of teachers from European countries filling in posts, teachers who bring new cultures and approaches to our schools and community. With so much turmoil in the government school policies like the national funding formula has been pushed back. Economic: The rise in the minimum wage enables families to have more disposal income, therefore working extra hours or a second job may not be necessary which enables parents to devote more time to their children’s schooling and activities. Social: Schools are adopting specific behaviours to improve outcomes for disadvantaged pupils, implementing community centered strategies for parent involvement, monitoring of progress and providing individual learning support; schools have systems in place for early identification and intervention. Pupil premium awarded