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 training@nasbm.co.uk

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