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Media Training
Amy Leonard(Director, Denford Associates)
andCeri Evans
(Director, Gelert Associates)
First Principles
High Level Narrative• Your story; who you are, what you are trying to achieve
Core and Key Messages• Core Messages: stand the test of time, touchstones to return to• Key Messages: topic specific• Develop a Core Script for all key personnel
Spokesperson• One consistent voice: the go-to person
Advocates• Local supporters • Helps balance “you would say that, wouldn’t you...?”
Golden Rules
1. Be available - always take the call
2. Never say “no comment”
3. Respond quickly – no hanging charges
4. Don’t lie, exaggerate or get drawn into a subject you don’t know
5. Don’t believe those who say it doesn’t matter – press coverage is not just tomorrow’s chip paper (JGI!)
Communication and Engagement
Paul Allen
Communication and Engagement
Community
Engagement Tools
Communication
Common Errors
Sharing
5
What is a Community?
What or who makes up yourcommunity?
Know it, measure it, map it andmark it
RSA Connected Communities
6
Horses for Courses
Make no assumptions
“You can’t handle the truth!”
Buddy up
Focus and impact
7
Feedback and Challenge
A vacuum will be filled
Timely and accurate
8
Where did it all go wrong?
What common errors do we
make?
9
Real Life Examples
What are your currentchallenges?
10
Effective messaging
Fiona Bulmer
Developing effective messages
• Targeting
• Timing
• Tone
Who is your audience?
• Parents
• Students
• Local authority▫Officers▫Councillors
• Media
• Residents
• The opposition
Getting the content right
• Decide what you want to say
• Tailor to the audience
• Tell them what you want them to do ▫Register▫Support ▫Respond to a consultation
• Keep it simple
• Repetition, repetition, repetition
• Proofread
Delivering messages
• Adapt the message to the channel
• Always have material to give people
• Old fashioned communications still work▫Letters▫Leaflets
• And remember nobody watches videos
Effective messaging?
Effective messaging?
Effective messaging?Welcome to partnering with AstraZenecaImproving health is one of the toughest challenges facing society today. As a global pure-play biopharmaceutical company, AstraZeneca has a key contribution to make by providing innovative medicines for some of the world’s most serious diseases.
Why partnering is important to usWe cannot meet all the challenges alone. Driven by our philosophy that health connects us all, we believe that by forming synergistic partnerships, we will be more successful in delivering the medicines that people really need and value.
What we offer partnersWe bring a broad range of skills and resources to every partnership including:leading discovery, development, and commercialisation capabilities that are global in nature and coupled with local experience and knowledge.
Our partnering processWe are committed to working with our collaborators to create tailored partnerships that are structured to best achieve our mutual goals.
Talk to usIf you would like to begin a discussion about partnering, we look forward to talking and starting the process
We secured a new supplier for the Highways Agency - saving £84 million
Effective Messaging?
Effective procurement, better servicesThe UK’s National Traffic Information Service (NTIS) provides travel information to over 10 million road users and helps the Highways Agency reduce congestion. In 2010, the ten-year contract for the provision of this information was nearing expiry and the Highways Agency wanted to secure a better service and reduce costs. [ The context ]
They asked [ ] to help them procure the new service. We started by developing a tailored procurement strategy, including benchmarking and evaluation of suppliers. We facilitated their engagement with the full range of potential suppliers and then helped them to restructure the contract to accommodate budget reductions. We also ensured they gained the skills to run future procurements themselves. [What you offer]
As a result of our work, the new contract delivered savings of 50% amounting to £84 million over its seven-year life. In addition, the new service is providing improved information that is helping to reduce congestion. [The result]
To find out more about how we can improve your procurement process, contact……. [What we want you to do]
William Simmonds FRSA HonFCoTFreeman Company of Educators
What is NASBM?The National Association of School Business Management is the UK’s leading association working exclusively on behalf of the school business management profession.
The Association was established to support the training, qualification and professional regulation of the role of school business managers.
The Association offers the profession an influential voice in national educational policy and continually strives to raise the profile of school business management.
What our members say: ‘The NASBM provide a good base for supporting school
business managers and the organisation helps me to keep abreast of developments. I cannot think of any additional specific support that would deliver better value for money.’
‘I find the conferences to be really useful. The News Bulletin is helpful. I am participating in the MSc programme which in turn provides networking possibilities.’
‘I find NASBM extremely useful already. Their courses are good and give SBM’s across the country the chance to meet and share issues. Their News Bulletins are very informative.’
Online Support – NASBM WebsiteLatest newsDiscussion ForumTraining InformationCalendar of EventsApproved PartnersHelpful LinksDocument LibraryNational AwardsNASBM Conferenceshttp://www.nasbm.co.u
k
NASBM Benefits
Provide immediate advice on changes in national policy Fortnightly newsletters - keeping up to date with latest
issues Consultation on national initiatives Sharing of best practice Advice on CPD, training & development initiatives Extensive support on individual school issues Excellent online resources Provide links to approved partners/companies Access to SBM’s across the country for advise and
networking Provide Free legal advice to members
National Support Staff AwardsNationally acclaimed
awards Raising the profile of
support staff in schools10 Award categoriesJudged by a National Panel Awards Ceremony in
London on 6th October 2012
For further information please email [email protected]
Membership CostsThe cost of standard membership per annum is:£105 for Primary/Special £155 for Secondary/Local Authority
In most cases the membership is paid for by the school.
If you join within 7 days of this meeting and Quote NASBM1210 on your membership form Primary/Special £87.50Secondary/Local Authority £129.20
Ensuring financial oversight
AccountabilityAccountability Public Accounts Committee ReportSecuring value for moneyLocal Authority and EFA responsibility for
financial oversightIs there weakness in the system?Local Authorities cutting backNational Audit Office survey – reduced
internal audit coverage of schools
Whose responsibility is it?It is not mine!The School Business Manager will become
paramount as budgets reduce. The SBM should be an integral part of the
Leadership Team, as budgets reduceGovernors should expect the SBM to raise
more money through sponsorship and available grants
Governors should encourage collaboration in purchasing with other schools
The New Competency FrameworkThere are six separate sections of the competency
framework – in no particular order and of equal weightingManaging Self
Providing Direction
Facilitating Change
Working with people
Effective Use of resources
Achieving results
Manage own resources
Maintain CPD
Develop personal networks
Maintain professional values & ethics
Provide leadership
Plan school improvement
Ensure compliance
Manage riskFoster school culture
Plan, lead & implement organisational change
Develop innovation
Build capacity for organisational change
Allocate & monitor the progress of work
Develop productive relationships
Recruit & support workforce planning
Manage staff performance
Build, develop & lead teams
Manage finance
Manage technology
Manage health & safety
Manage physical resources
Manage environmental impact
Manage projects
Manage school processes
Implement school service improvements
Develop & strengthen community services
Improve school performance
Is able to SA SBM ASBM ESBM
Maintain CPD
Keeps self up to date with pertinent information & local initiatives
Responds to feedback
Identifies own development needs & moves forward by gaining professional qualifications
Reviews objectives & plans in light of performance feedback & development activities
Proactively identifies own needs in response to national initiatives ensuring met through professional qualifications
Actively seeks feedback and acts on it, setting own PDP
Uses research methods to inform & extend professional development & qualifications at a higher degree level
Engages in dialogue with other professionals to reflect on own personal & professional development
Fraud in SchoolsDoes it occur?Why and how does this happen?Governing Bodies lack of financial expertise?25% of Local Authorities thought so, more so
in the Primary sectorLack of an accountability framework?Lack of spontaneous checks?
LeasingRecent leasing difficulties of some schoolsMainly supplier scamsFinance or Operating leaseNASBM lease checker – www.nasbm.co.ukLack of understanding of lease documentationDeal or no deal?
School Financial Value StandardGovernors responsibilitiesFinance competencies matrix,
Governors and school staffWhat are the strengths and
weaknesses of the Governing Body?Submission annually to Local AuthorityAuditors to confirm agreement to the
content of the SFVS
Confused@
Types of Lease From an accounting point of view there are only 2 forms of lease:
• Finance Lease
Form of borrowing – 100% of capital repaid +interest
Usually funded over the equipment’s whole life
• Operating Lease
Less than 100% of capital repaid, usually between 85% & 89.9% +interest
Must be funded over a maximum of the equipment’s prime life (not whole)
Operating Lease
Rentals paid by the school = less than all the cost of the equipment
Capital received by lessor under lease
Less than cost of equipment paid
Year 1 Year 2 Year 3Residual
Value
Return the equipment
or continue to use
For a lease to qualify as an Operating Lease the term of the lease cannot be for longer than the PRIME life of the equipment.
If a lease term is for the WHOLE life of the asset it will be a finance lease.
ICT Services Framework – specifically designed to help schools, single Academies, school consortia, Academy Trusts and Free schools to purchase ICT equipment and services
Information Management & Learning Services Framework – a new framework. It is owned and managed by GPS, but has been developed using key educational input from DfE including NASBM Member School Business Managers
Buying ICT Goods and Services
Suppliers with existing knowledge and experience of delivering educational solutions
Evaluated suppliers via an EU compliant competition process
Suppliers are quality assuredLimited risk exposure to customersSuppliers have signed up to pre-determined
contractual terms and conditionsSuppliers are subject to contract and
management and reportingAccess to specialist advice and tender templates
via DfE
Benefits of using the DfE Frameworks
Structures, Governance and standardsEducation Funding streamsFinancial Reporting for Schools and
AcademiesRisk ManagementEconomic appraisal and the business caseBudget Management and ControlCommunication and presentation of
figuresFraud awareness
NASBM/CIPFA training
Success is not a destination – it is a journey
Zig Ziglar
Success