Media Training
Amy Leonard
(Director, Denford Associates)
and
Ceri 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 your
community?
Know it, measure it, map it and
mark 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 current
challenges?
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 AstraZeneca
Improving 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 us
We 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 partners
We 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 process
We are committed to working with our collaborators to create tailored
partnerships that are structured to best achieve our mutual goals.
Talk to us
If you would like to begin a discussion about partnering, we look forward to
talking and starting the process
Effective Messaging?
We secured a new supplier for the
Highways Agency - saving £84 million
Effective procurement, better services
The 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 HonFCoT
Freeman 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.
Bulletin is helpful.
programme which
possibilities.’
The News
I am participating in the MSc
in turn provides
networking
 ‘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 Website
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Latest news
Discussion Forum
Training Information
Calendar of Events
Approved Partners
Helpful Links
Document Library
National Awards
NASBM Conferences
http://www.nasbm.co.uk
NASBM Benefits
 Provide immediate advice on changes in national policy
 Fortnightly newsletters - keeping up to date with latest
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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 Awards
 Nationally acclaimed awards
 Raising the profile of support
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staff in schools
10 Award categories
Judged by a National Panel
Awards Ceremony in London
on 6th October 2012
For further information please
email training@nasbm.co.uk
Membership
Costs
The 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 £87.50
Secondary/Local Authority £129.20
Ensuring financial
oversight
Accountability
 Accountability
 Public Accounts Committee Report
 Securing value for money
 Local Authority and EFA responsibility for
financial oversight
 Is there weakness in the system?
 Local Authorities cutting back
 National 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 reduce
 Governors 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 Framework
 There are six separate sections of the competency framework – in no
particular order and of equal weighting
Managing
Self
Providing
Direction
Facilitating Working
Change
with
people
Effective
Use of
resources
Achieving
results
Manage own
resources
Provide
leadership
Plan, lead &
implement
organisational
change
Allocate &
monitor the
progress of
work
Manage finance
Manage projects
Manage
technology
Manage school
processes
Develop
innovation
Develop
productive
relationships
Manage health
& safety
Implement
school service
improvements
Maintain CPD
Develop
personal
networks
Maintain
professional
values & ethics
Plan school
improvement
Ensure
compliance
Manage risk
Foster school
culture
Build capacity
for
organisational
change
Recruit &
support
workforce
planning
Manage staff
performance
Build, develop &
lead teams
Manage
physical
resources
Manage
environmental
impact
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
Identifies own
development
needs & moves
forward by
gaining
professional
qualifications
Proactively
identifies own
needs in
response to
national
initiatives
ensuring met
through
professional
qualifications
Uses research
methods to
inform & extend
professional
development &
qualifications at
a higher degree
level
The Skills Table
Responds to
feedback
Reviews
objectives &
plans in light of
performance
feedback &
development
activities
Actively seeks
feedback and
acts on it,
setting own
PDP
Engages in
dialogue with
other
professionals to
reflect on own
personal &
professional
development
Fraud in Schools
 Does 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 sector
 Lack of an accountability framework?
 Lack of spontaneous checks?
Leasing
 Recent leasing difficulties of some
schools
 Mainly supplier scams
 Finance or Operating lease
 NASBM lease checker – www.nasbm.co.uk
 Lack of understanding of lease
documentation
 Deal or no deal?
Confused@
 School Financial Value Standard
 Governors responsibilities
 Finance competencies matrix,
Governors and school staff
 What are the strengths and
weaknesses of the Governing Body?
 Submission annually to Local Authority
 Auditors to confirm agreement to the
content of the SFVS
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 3
Residual
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.
Buying ICT Goods and Services
 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
Benefits of using the DfE Frameworks
 Suppliers with existing knowledge and experience
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of delivering educational solutions
Evaluated suppliers via an EU compliant
competition process
Suppliers are quality assured
Limited risk exposure to customers
Suppliers have signed up to pre-determined
contractual terms and conditions
Suppliers are subject to contract and
management and reporting
Access to specialist advice and tender templates
via DfE
NASBM/CIPFA
training
 Structures, Governance and standards
 Education Funding streams
 Financial Reporting for Schools and
Academies
 Risk Management
 Economic appraisal and the business case
 Budget Management and Control
 Communication and presentation of
figures
 Fraud awareness
Success
Success is not a destination – it is a
journey
Zig Ziglar