PRCA - Agency CMS booklet

1. PRCA
Communications
Management
Standard (CMS)
for Agencies

2. PRCA Contents
Communications Introduction 4
Management The Communications Management Standard 6
Standard (CMS) 1 Leadership & Communication 8
for Agencies 2 Business Planning 10
3 Business Improvement 12
4 Financial Management & Systems 16
5 Campaign Management 18
6 Client Satisfaction 20
7 New Business 22
8 People Management 24
Redfin 28
A Guide To The Audit Process 30
Frequently Asked Questions 32
PRCA CMS FOR AGENCIES 3

3. Introduction Communications Management Standard “ MS has now
C Business Planning
The consultancy must prove that its business plan is a realistic, long-term
(CMS) is the mark of communications been adopted by programme based on a clear view of its direction and potential. It must define
business goals that are specific, measurable, achievable, realistic and time-framed.
professionalism worldwide. 15 international The plan must be used systematically by management to run the business.
Created by the PRCA in 1997, it is based on ISO 9001 and Investors In People,
PR professional
Business Improvement
with criteria specifically tailored to the needs of public relations consultancies. bodies...” CMS demands a programme of continuous business improvement,
with evidence of long-term goals and the steps the consultancy is
Independently audited on a regular basis by Redfin Management
taking to achieve them. The standard’s key values are trust, excellence,
LLP (Redfin), CMS is the accepted kitemark of PR excellence and
professionalism, growth, development, enthusiasm, commitment and
professionalism. It helps to enhance the efficiency and profitability of PR
ownership. All of these affect the quality of the consultancy’s service to clients
consultancies, while also assuring both clients and employees that audited
and must measurably be enhanced over a three-to-five year timescale.
firms are properly run, and are accountable.
Financial Systems
Consultancies that wish to be part of The PRCA’s ‘Find A PR Agency’
The consultancy’s systems are evaluated on financial forecasting and
(FAPRA), or ‘Find A PA Agency’ (FAPAA) service need to have passed a
management of financial fundamentals. Checks and balances must be in
CMS Audit within the last two years, in order to benefit from the wide range
place, enabling the consultancy to withstand periods of low or negative
of new business opportunities managed by the PRCA. CMS has now been
economic growth. Key financial information is scrutinised by the senior team
adopted by 15 international PR professional bodies.
to ensure that the consultancy can and does invest in its future.
CMS covers eight key business areas:
Campaign Management
The consultancy must demonstrate systems for planning and managing
Leadership Communication
programmes against agreed targets as well as for measuring and evaluating
The auditors look for evidence that the consultancy is well-managed.
results -where possible- in terms of ROI.
Responsibilities of the senior team must be defined clearly, and
communicated effectively to all employees. The competencies required within
Client Satisfaction
the senior team should have been identified and appraised formally. Effective
Client Satisfaction must be tracked on a consistent and continuous basis to
leadership requires good communications inside and outside the consultancy.
ensure that consultancies continue to exceed client expectations.
Evidence of a communication strategy will therefore be sought.
4 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 5

4. The PRCA Public
Affairs Register:
900 professionals registered
“Ensure that New Business
There must be proof that the consultancy conducts negotiations with new 100 organisations registered
consultancies clients and offers service agreements which reflect the high standards
1200 clients named
expected by the professional Codes of the PRCA, and complies with
continue to current best practise in the public relations profession.
exceed client Agencies
People Management
expectations....” The consultancy must have a clearly defined and universally understood In-house teams
system of appraisal, training and career development for all employees. Freelancers
Evidence must be given that high standards and an appropriate level of
investment are in place at every stage from recruitment onwards.
Accurate
To attain the standard, consultancies must score at least 75% overall.
A detailed breakdown of the scoring under each section will be provided Transparent
with this briefing document, this will assist in the preparation for the audit. Up-to-date
Following the audit, Redfin will submit a detailed report to the consultancy,
including a full breakdown of their performance in each of the eight areas
against the detailed breakdown of the scoring. The re-assessment period
for CMS is every two years. You need a pretty good
excuse not to be on it!
CMS International
PRCA CMS International has been added in order to audit PR consultancies
for their international capacity. Other elements will also be looked at from an
international aspect e.g. risks, external communication, client satisfaction, To join contact:
people management. To qualify for the CMS international certification, PRCA francis.ingham@prca.org.uk
members need to score 75% in this element. The scope of international T: 020 7233 6026
activities and participating offices will be included in the PRCA member’s www.prca.org.uk
CMS international certificate upon successful completion of the audit.
MAKE THE RIGHT CHOICE
6 PRCA CMS FOR AGENCIES

5. 1
Leadership and 1.1 1.2 1.3 should be communicated,
“All management
Have the management structure What leadership skills do you Is there a system to ensure as well as timescales for its
Communication and responsibilities been look for within your Senior effective communication to communication. External responsibilities
defined and communicated Team. (up to 10 points) internal and external parties?
in a way that the wider team will (up to 10 points)
stakeholders will typically
include: shareholders, the
should be
understand. (up to 10 points) The consultancy should be media, the local community, defined...”
able to list the key behavioural The consultancy should have clients, new business agencies,
All management responsibilities competencies/skills required defined and implemented government agencies, non-
should be defined and for each of the senior team a strategy to cover its government agencies, trade
communicated throughout the roles, and show where they communication to internal and associations, professional
consultancy so that the whole are included within the job external stakeholders. bodies and educational
team understands them. description. They should also be establishments. Internal
A communication strategy is
able to demonstrate the senior stakeholders will
Communication can be defined in Wikipedia as follows:
team’s use of the competencies/ be all staff employed within
achieved through the use of ‘’a communication strategy is a
skills via the individual’s the consultancy.
organograms, management plan that details how information
annual appraisal and personal
structure diagrams, job and role and issues are presented in The communication strategy
development plan.
descriptions etc., and should order for people to understand should document the above
demonstrate the appropriate and respond to them. It is along with the appropriate
1
division of responsibility a selection of appropriate authorisation levels for different
between individual members of communication objectives by levels of communication.
the management team. which information relating to an
The consultancy will need
organisation is communicated
The consultancy should be to demonstrate that the
both externally and internally.’’
able to demonstrate that this communication strategy is
has been communicated and The strategy should include understood and is being
understood by the whole team. the types of issues and followed by the consultancy.
This could be achieved by news information that
carrying out an employee survey.
8 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 9

6. 2
Business 2.1 • ew and existing market
N 2.2 2.4 2.5
Does the consultancy have a opportunities Does the business plan define Is the consultancy’s Is the business plan reviewed
Planning business plan? (up to 10 points) • inancial goals and objectives
F clear goals and objectives? performance compared to regularly for adequacy?
(e.g. target fee income, (up to 10 points) the business plan’s goals and (up to 10 points)
The consultancy must profitability etc.) objectives? (up to 10 points)
demonstrate a business plan • usiness goals and
B The plan should define It is up to the consultancy to
that sets out the short-term and objectives (e.g. ranking in business goals and objectives It is important that the determine the frequency of the
long-term goals and objectives the marketplace, sector and that are SMART: consultancy’s performance business plan reviews, but they
for the consultancy. This specialist offerings etc.) is monitored and compared should be sufficient to cover
• Specific
plan must be the engine that • ny major improvement
A against the goals and objectives the period of the business plan,
• Measurable
drives the search for continual projects established in the business plan. i.e. an annual plan should be
• Achievable
improvement. The business plan • dentification of future
I Depending on the specific goals reviewed quarterly or at least six
• Realistic
is normally produced annually resource requirements as and objectives, this comparison monthly, and long-term goals
• Time-framed
and is developed alongside and well as associated training, can be carried out monthly, (three to five years) should be
reviewed against the consultancy’s recruitment, IT etc. quarterly or annually. reviewed annually.
statement of visions, values and
2.3 To help achieve the plan, At review, it may be necessary
long term improvement activities.
To what extent is the business any deviations in goals and to change the business plan
See section 3.1.
plan communicated to all levels of objectives between current due to external influences (e.g.
2
The business plan will typically the consultancy? (up to 10 points) performance and desired changing market circumstances)
include the following: performance should be or internal influences (e.g.
It may not be appropriate to reviewed, and corrective action change in business direction,
• Summary of market trends
communicate the entire business should be taken where possible. loss of key personnel or loss or
• inancial status of the
F
plan to all employees, but at the Minutes should be prepared gain of clients). The consultancy
consultancy
very least, the consultancy must recording deviations from should produce evidence of
• n analysis of strengths,
A
be able to demonstrate that the the plan, the reasons for the such review processes in the
weaknesses, threats and
key goals and objectives have deviations, and any action taken. minutes of the review meetings.
opportunities
been communicated throughout
the consultancy.
10 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 11

7. 3
Business 3.1 This statement should ideally • resentation of improvement
P other consultancies, in consultancy or within a group
Does the consultancy have a be developed with employee ideas at team meetings/team order to position the company of consultancies.
Improvement clear vision and set of values involvement and signed development workshops consultancy against the rest
• ompetitive – against
C
shaping its purpose and long- by senior management. It • Best practice workshops of the industry e.g. the PRCA
competitors, e.g. other
term goals? (up to 10 points) needs to be underpinned by • ontinuous improvement
C Benchmarking Survey.
consultancies or sector
strategies and policies that groups
• rocess – identifying best
P specialists.
The vision and key values for address proactive, long-term
practice processes, and
the consultancy will typically improvement consistent with the • eneric – against companies
G
comparing the consultancy’s
be expressed as a simple consultancy’s business plan. 3.3 in other industries, e.g.
processes against them, e.g.
statement of the overall Does the consultancy carry out management consultants,
PRCA Best Practice Papers,
aims and objectives of the benchmarking as a means to brand or change consultancies.
or the latest HR industry data
consultancy. They should 3.2 business improvement?
on graduate recruitment.
directly link with the long- term To what extent does the (up to 10 points)
goals of the consultancy. consultancy involve staff at all • trategic – identifying
S 3.4
levels in business improvement Benchmarking is defined in the strategic policies Is there a system to manage
The consultancy’s vision
activities. (up to 10 points) Wikipedia as: of competitors, and major improvement projects?
statement is an important
comparing the consultancy’s (up to 10 points)
component of its brand ‘’the process of comparing
The consultancy should involve strategies against them,
definition and may refer something or someone with
staff in improvement initiatives,
3
i.e. benchmarking your Examples of major improvement
to the following elements: best practice.’’
in order to foster their ownership acquisition or growth strategy projects would include: IT or
client satisfaction, people
and commitment. The consultancy should define against key competitors. capital investment, developing
management, performance, key
clearly what it will compare, and new markets, and the launch of
values, and quality of service. Examples of business With regard to “Whom to
whom to compare against. a new service.
improvement activities are: compare against”, there
Key values may be expressed
On “What to Compare” there are are the following types of The project’s system should
as trust, excellence, • Suggestion schemes
three types of benchmarking: benchmarking: include:
professionalism, growth, • Away days
development, enthusiasm, • Competitions • erformance – comparing
P • Internal – against different • ign off for the preparation
S
commitment and ownership. • Recognition schemes performance levels against teams and division within a of a project plan
12 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 13

8. 3 Business Improvement continued
Make the
right choice
• A project plan to include:
• Defined responsibilities
information is communicated
up and down the consultancy’s
“Trust, We know that PRCA training
is the very best. We offer the best
• Establishment of procedures structure. Key business excellence, courses by the best trainers.
•
to fulfil plans
Defined approval stages
information includes:
professionalism,
throughout the project
• usiness improvement
B
activities
growth, So why don’t you check out what
• Milestones and deliverables we have to offer? What have you
• inal review and sign off of
F
• Review of business plans development, got to lose?
• Management accounts
the plan
• eview of campaign
R enthusiasm,
• Implementation plan Full Day
management activities commitment and PRCA Member £305+VAT
Projects implemented must be • eview of client satisfaction
R
consistent with those included performance ownership...” Non Member £370+VAT
within the business plan. • Service delivery performance
• ecruitment, development
R Half Day
and retention of personnel. PRCA Member £170+VAT
3.5 Non Member £215+VAT
The system should identify
Is there a system for collecting,
clearly what meetings are Online Training
reviewing and utilising key
held, and detail their scope, PRCA Member £95+VAT
information to increase
frequency, agenda and
management control and Non Member £120+VAT
attendance. It should ensure
maximise business efficiency?
that the information is of
(up to 10 points)
appropriate quality, on time
and communicated to the T: 020 7233 6026
Management should identify
necessary personnel. training@prca.org.uk
and manage all key business
information, and define the
www.prca.org.uk/training
system to ensure that necessary
14 PRCA CMS FOR AGENCIES

9. 4
Financial 4.1 4.2 4.3 4.4 4.5
Does the consultancy prepare Does the consultancy have a Does the consultancy have Does the consultancy have Does the consultancy have an
Management adequate monthly management consistent and effective process effective client billing and effective systems and processes effective system for control of
and Systems accounts? (up to 10 points) for calculating fees for client credit controls systems? to manage staff time and to capital? (up to 10 points)
work? (up to 10 points) (up to 10 points) report on utilisation and over/
The consultancy should produce under client servicing? It is recommended that every
regular relevant financial The consultancy should The consultancy should (up to 10 points) consultancy maintains a cash
management information, demonstrate that there is a demonstrate that is has effective balance equal to at least 3
for example: profit and loss standard process for preparing systems to ensure accurate The consultancy should months of the monthly overhead
accounts, balance sheets, client fee proposals. This should and regular client invoicing demonstrate systems and cost. Although this is not
debtors, key ratios/indicators include details of how estimates takes place, and that there processes that provide a requirement of CMS, the
and benchmarking. This are made of expected time on is a process to chase client appropriate control over the consultancy should be able
information should compare the client work, which may include payment within the consultancy management of staff resources demonstrate systems for control
actual results with the business for example discussing the work payment terms. The consultancy on client and non-client work. of capital such as: cash flow
plan, to track performance involved in advance with the should make available relevant Plus, that there is a process for controls, investment decisions,
against the business goals (as proposed team or reviewing information, for example: billing regular review and sharing over/ equity management, and
included in 2.4 above), as well past time records on similar and credit control procedures, under-servicing information within currency controls.
as including monthly forecasts work. Proposals should either examples of notes on the consultancy so that action
of fees by client and profitability be prepared by the senior team, outstanding debts, client credit can be taken where appropriate.
4
for the following 3-6 months. or signed off by them prior to evaluations, aged debtor lists
them being sent to the client. and, if applicable, evidence of
provision for bad debts.
16 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 17

10. 5
Campaign 5.1 5.2 5.3 selection, approval and of the campaign plan, so that
Does the consultancy have an Does the consultancy have Does the consultancy have monitoring to ensure adequate clients’ requirements are met,
Management effective system for capturing an effective planning system effective information control? and consistent of service. An and that the consultancy’s
client requirements? to ensure delivery to client (up to 10 points) effective system may include reputation is maintained or
(up to 10 points) expectation? (up to 10 points) the following: enhanced. The consultancy
The consultancy should should identify and agree with
• rocesses for evaluation,
P
From receipt of the client’s The consultancy must have effective systems for the client the most appropriate
approval and review (to
brief (whether an existing client demonstrate use of planning the identification of critical forms of performance evaluation
include credit checking,
or a new business enquiry), activities such as: information, for example: such as setting the key
professional indemnity
the consultancy should have electronic and manual filing, performance indicators, critical
• Pre-campaign research insurance etc.)
systems in place to capture handling, back-up, retrieval, success factors, milestones and
• Campaign planning • Approved lists of suppliers
client requirements covering: disposal and security. Critical deliverables. (See 5.1)
• llocation and availability
A • Performance monitoring
information will include:
• easons for the client
R of appropriate resources: • vidence of partnering and
E
email/ paper correspondence, Where performance falls short
changing consultancy time, competent personnel, building relationships with
approvals, photography, logos, of expectations, appropriate
• Client’s objectives and budget preferred suppliers.
proposals, plans, complaints, corrective action should be
• ritical success factors – the
C • Development of strategy
reports and invoices. identified and taken. Significant
key activities necessary to • ommunications processes:
C
failures should be investigated
ensure a successful campaign points of contact, feedback 5.5
fully to identify the root cause,
5
• Key performance indicators on progress and meetings. Does the consultancy monitor
5.4 and system improvement
• Milestones and deliverables campaign performance and
Does the consultancy ensure activities initiated to prevent
• Client approval processes take appropriate actions?
the consistent delivery of re-occurrence. Evidence
(up to 10 points)
services by suppliers? of campaign performance
(up to 10 points) monitoring will include: status
The consultancy should
reports, minutes of internal
demonstrate regular campaign
The consultancy must meetings, and minutes of
performance measurement to
demonstrate that its suppliers client meetings.
ensure effective implementation
go through a process of
18 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 19

11. 6
Client 6.1 The system should indicate • nderstanding the client’s
U consultancy, and action points
“Ensure that
Does the consultancy have the frequency of the review expectation agreed with staff as appropriate.
Satisfaction a system to measure client activities, the forms of • eeting the client’s
M It is important that results of the client’s
satisfaction? (up to 10 points) measurement being used and
it should set key performance
expectation
• Communication with the client
the surveys are communicated
back to clients, and individual
perception
The consultancy should indicators for client satisfaction. • Market knowledge feedback may be appropriate of the
have a system for measuring • Creativity with particular clients.
client satisfaction, which
The consultancy must
• Strategic thinking consultancy’s
document the outputs from its
encompasses all clients. This
client review system.
• Team work service
system should be appropriate • Timeliness of delivery 6.4
to the size of consultancy and • Quality of service delivery Does the consultancy matches their
the complexities of the client
6.2
• lient’s overall perception of
C periodically compare client expectation...”
relationships. the service provided satisfaction across accounts?
Does the client satisfaction
(up to 10 points)
The system will typically include measurement address all
some of the following activities: elements of the service?
6.3 The consultancy should conduct
(up to 10 points)
• Regular review meetings Is the client satisfaction regular management reviews
• egular informal meeting
R measurement implemented of overall client satisfaction
In order to ensure that the client’s
or lunches effectively? (up to 10 points) performance through the
6
perception of the consultancy’s
• ormal annual or six
F consultancy. This should be
service matches their
monthly reviews The consultancy must at least every six months
expectation, it is important for
• erception surveys/
P demonstrate that client and include trend analysis
the consultancy to understand
questionnaires satisfaction is measured against of satisfaction levels across
all aspects that will impact on
• Complaints systems the performance targets set in accounts and account teams.
client satisfaction. The client
• eviews from other account
R 6.1 above, and that actions are It should also address how
review system should measure
directors within the consultancy taken as a result. Results must effective the system is in
the consultancy’s performance
be communicated throughout the monitoring client satisfaction.
service levels on the following:
20 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 21

12. 7
New Business 7.1 The strategy may also include 7.2
“ he consultancy must be able to
T
Does the consultancy have a plan for different sectors. Does the consultancy have
a strategy for business This will be required when an effective system for the demonstrate an effective process
development, to achieve its management of its enquiries
goals and objectives?
target market sectors requiring
different development strategies and sales? (up to 10 points)
for the handling and management
(up to 10 points) have been identified, e.g. where of all enquiries, proposals,
a consultancy has identified that The consultancy must be able
The business development it would like to move into to demonstrate an effective credentials meetings, pitches,
strategy must be derived a new sector or specialist process for the handling and contracts and sales....”
from the goals and objectives service offering. management of all enquiries,
outlined in the consultancy’s proposals, credentials meetings,
business plan. The strategy will pitches, contracts and sales. An
include the following: effective system will include:
• arketing plans (to include
M • ogging, handling, follow-up
L
how leads will be generated and closing of all enquiries
as well as how additional and proposals
work could be obtained from • ssue and signing of the PRCA
I
existing clients) standard consultancy contract
7
• efined responsibilities
D to all new clients
with targets • nalysis of successful and lost
A
• usiness cases, i.e. analysis
B credential meetings and pitches
of the market or sector • riefings to new business
B
opportunities agencies and intermediaries
• Performance monitoring • anagement of prospect
M
• ommunication of the
C relationships including database
strategy to the full team maintenance and periodic review
of lost pitches and accounts.
22 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 23

13. 8
People 8.1 8.2 • Human resources The consultancy will on what training is required to
Are the processes for selection Is a general induction conducted • Health and safety determine the frequency of meet business needs, rather
Management of prospective employees for new employees in their first • Pension and finance issues formal appraisals, but must than what individuals would like
determined according to the week of employment – if so, • P
RCA Professional Charter demonstrate the occurrence of to be trained in.
needs of the position? is it signed when completed and Codes of Conduct appraisals, review of follow-up
A training needs analysis will
(up to 10 points) by the employee, and are exit • RCA Communications
P action and that it feeds into the
include a review of tasks and
interviews conducted when staff Management Standard consultancy’s recognition and
job descriptions and a review of
The consultancy should leave. (up to 10 points) reward systems for retention of
Where exit interviews are carried existing competencies to assess
demonstrate that its recruitment key staff.
out, they should be conducted what technical and behavioural
is determined on the needs The content of the induction
by a person that is independent training is required.
of the position. This can be will vary depending on the
of their line manager.
shown through the use of: position of the new employee 8.4 The consultancy should
job descriptions, role profiles, and may include introduction Does the consultancy conduct demonstrate that personal
competence analysis, capability to the following: training needs’ analysis, and development plans for individual
8.3
analysis, consultancy values and are personal development plans staff match the consultancy’s
• onsultancy background,
C Does the consultancy have a
training and development plans. prepared based on the training training needs analysis. Effective
values and credentials formal appraisal system?
needs? (up to 10 points) personal development plans will
The employee selection • he make-up of the
T (up to 10 points)
contain SMART objectives and
methods used by the team, with individual line
The consultancy should
8
targets for employee training
consultancy may include: management and reporting The consultancy should
demonstrate that it conducts a and development.
structures demonstrate that it has a formal
• Review of qualifications needs analysis to identify the
• Relevant clients appraisal system which is The consultancy should give
• Relevant experience training necessary for specific
• nternal systems and
I designed to review performance evidence through records of
• sychometric/personality
P roles within the consultancy. The
processes against the personal objectives training delivery for both internal
profiling training needs’ analysis should
• Client handling system and targets of each member and external training activities.
• esting of PR and other
T be sufficient to implement the
• riteria and methods for
C of staff. These objectives and
relevant skills business plan at company, team
campaign planning, research targets will include both business
• Structured interviews and individual levels. It will focus
and evaluation and personal development.
24 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 25

14. 8 People Management continued Over the past few years, one PR membership body
has taken the NLA to court. Won the Government
contract and established PR apprenticeships.
Referred around £1m a month in new business
to members. Produced a balanced budget every
year. Introduced modular qualifications. Provided
8.5 8.6 for the individual, a structured interactive training webinars globally. Established
Is training performed in Is best practice followed training plan, as well as exit an Access Commission on diversity in the industry.
accordance with personal for flexible working of staff interviews on leaving. The
development plans and are and employing interns? consultancy’s website should
Published the first PR Census with PR Week. Put
the training courses consistent (up to 10 points) include all internship and on hundreds of completely free member events.
across the consultancy? graduate recruitment policies. Introduced the designatory letters MPRCA denoting
(up to 10 points) Following the recommendations
Interns should also be
adherence to a Code of Conduct. Maintained an
of the PRCA Access independent and accurate Public Affairs Register.
paid at least the National
The consultancy should Commission, consultancies
demonstrate through its training are expected to adhere to
Minimum Wage. Partnered with 12 leading universities. Has trebled
records that there is evidence certain best practice principles in size. Has led our industry.
of the training provided, and for flexible working and
that it is in line with personal employing Interns. That organisation is the PRCA.
development plans. The auditor
The consultancy should be
will ask for verification of
training activities through written
able to demonstrate that best And now you can join us if you’re a consultancy.
practice is being followed in Join us if you’re an in-house team. Or join us if
proof of attendance, provided
these areas, by ensuring there
by training providers.
are flexible working policies in
you’re an individual.
The consultancy should place for staff to request: part-
demonstrate that there is time work, working from home, Make the right choice. Join the PRCA.
consistency of training across and flexibility around paternity
the business, especially in and maternity leave.
client-facing and people- To join contact:
For interns, the consultancy will
management areas. francis.ingham@prca.org.uk
be required to demonstrate that
T: 020 7233 6026
there is full line management
www.prca.org.uk
26 PRCA CMS FOR AGENCIES MAKE THE RIGHT CHOICE

15. Redfin
Management Redfin Management LLP (Redfin) is a PRCA Three Point
business that specialises in advising Quality Promise
PR agencies and a range of other
marketing communications agencies The PRCA three point training Full Day
quality promise: PRCA Member £305+VAT
in business management. Non Member £370+VAT
1 he average feedback score given by
T
Redfin is proud to be involved with the PRCA, and to play an active role in delegates on the course will be publicly Half Day
both the auditing of PRCA members, and in the future development of the displayed on the new PRCA training PRCA Member £170+VAT
Communications Management Standard. website within 24 hours of completion Non Member £215+VAT
2 f any PRCA trainer scores below 8/10
I Online
All Redfin’s auditors have worked within PR agencies, so understand how twice in a year, the trainer’s PRCA PRCA Member £95+VAT
they work and the issues they face. Their background covers a variety of approved status will be reviewed Non Member £120+VAT
disciplines including business management; account handling, finance
and HR. Heather Scales is available to discuss any questions you may 3 e promise to give you a free webinar
W
Get connected
have regarding the Communications Management Standard, she can be course if you are not satisfied by the
@PRCAtraining, join
contacted on the following: learning outcomes of the training*
our growing community
and #haveyoursay
Heather Scales: Get connected at our new and
www.prca.org.uk/
T 0207 060 0242 improved PRCA Training portal
getconnected
heather.scales@redfin.co.uk www.prca.org.uk/pr-training
T: 020 7233 6026 | training@prca.org.uk
* ased on the course not meeting the description
B
on the new PRCA website and training brochure.
Applies at time of publication.
28 PRCA CMS FOR AGENCIES MAKE THE RIGHT CHOICE

16. A Guide To The We suggest that you first go through “Rate your The purpose of the meeting is to explain how the audit will be carried out
and reported, and to answer any questions there might be. You can invite
Audit Process the CMS document and the detail consultancy as few or as many people as you want to this meeting.
scoring template associated with it. against the It is useful to provide the auditor with a room or desk that they can return
This will allow you to rate your consultancy against the criteria. If you are
criteria...” to during the audit, to write notes or plan the next interviews.
satisfied that your company will meet the criteria, and the pass rate 75%
Typically, the day will start with the senior management looking at Business
overall, then please contact Heather Scales on either 0207 060 0242 or
Planning, Financial Management Systems, Leadership, Business,
heather.scales@redfin.co.uk , who will provide you with a quotation and
Improvement, People Management etc. The remainder of the time is spent
book a convenient date for the audit.
sampling the accounts and clients selected, and sitting with the people and
teams involved, usually at their desks as most of the information will be held
Preliminary Gap Analysis (optional)
on their computers.
You can if you wish, opt for a preliminary assessment/gap analysis. This can
range from a few hours to a whole day visit by a Redfin auditor to discuss all
It would be useful to have ready some of your standard documentation at
the elements of the Standard, assess your state of readiness, discuss areas
the start of the audit, for example if applicable:
of interpretation, and generally answer any questions you may have about
the process. This may assist you in your final preparations. It is an optional • The business plan
service at additional cost, and Redfin can provide a quotation on request. • Mission and values statement
• Business strategy documents not included within the business plan
Once you have agreed with the PRCA that you are ready for your first audit, or • M
anagement accounts and other regular management information
that a renewal audit is due, Redfin will contact your nominated representative including aged debtors and aged creditors
and agree a mutually convenient date for the visit. Redfin will agree the date • O
rganogram or list of management, and staff structures and responsibilities
and time for the audit and all of the details will normally be confirmed in writing • Internal process or ‘ways of working’ documents
(including, when appropriate, details of any fees due). The number of audit days • Staff handbook
will depend on the size and turnover of the consultancy. • New joiner induction pack
• E
vidence of regular management and staff meetings, forum and communication
On the day/first day of the audit, the auditor will arrive at the agreed time • L
ist of current staff, with joining dates and leaving dates over the last 6 months
and there will be an opening meeting of approximately 15 minutes duration. • Client list and associated account teams
30 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 31

17. Frequently
Asked Q: Q: Q: fully inclusive of all attributable Q:
How can we best prepare What help and advice can we How do we arrange an audit expenses. Most audits last for Do we need to prepare a folder/
Questions for the Communications get during the preparation when we think we are ready? half or one day’s duration, but portfolio of evidence?
Management Standard audit? phase? larger or multi-site consultancies
A: will require more time. A:
A: A: Contact Heather Scales at Redfin As mentioned above it would be
There is no “off the shelf” solution Redfin are more than happy on 0207 060 0242 or heather. useful if much of the standard
to this question. Consultancies to provide assistance and scales@redfin.co.uk and ask Q: list of information is available
adopt different approaches, answer questions or queries for a quotation. A quote will be When will we know the outcome? at the start of the audit. The
though in our experience, it during the preparation phase. provided based on the size of auditor will also search and
is more effective if someone You can contact Heather the consultancy (by turnover A: ask for the information during
owns the project to achieve the Scales on 0207 060 0242 or and number of office sites) and The auditor will write up the the audit however, bearing in
Standard and drive it through. heather.scales@redfin.co.uk at ask you for an indication of report shortly after the audit, mind the question template, it
Some consultancies appoint any time and she will provide timescales. Please note that lead and advise the outcome of the would be useful to have to hand
“section champions” to take assistance. Alternatively, you times can sometimes be between audit within 5 days. information that you feel may
specific sections and review the can opt for a pre-assessment/ 4-6 weeks. be relevant to the audit. For
question template to look at how gap analysis. clients/accounts, the auditor
the consultancy meets the CMS Q: will sit with the account team
criteria. Others have business Q: What is a typical audit and view documents/electronic
Q
improvement initiatives and How much will it cost? programme for the day? information as necessary.
teams looking at this, or organise
an away day to brainstorm it. A A: A:
lot of what is required will already Redfin and PRCA have agreed You will be contacted prior to the
be happening, but may not be as a scale of charges depending audit and a schedule for the day
evident or formalised as it might on the size of the consultancy. and timescale for the visit agreed.
be, so the task is often not as All quoted prices are subject to Your Redfin auditor will agree
daunting as it first appears. VAT at the prevailing rate, but detail of the audit programme in
the opening meeting.
32 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 33

18. Frequently Asked Questions continued
Q:
How detailed is the financial
Q:
Who needs to be involved?
“t is more
I
section of the audit? effective if
A:
A: Senior management, people
someone owns
The Redfin auditor is both with specific responsibilities for the project
trained in the requirements of certain sections (e.g. Financial,
CMS and has good experience HR, New Business etc.) and to achieve
of working in PR Agencies. They those people involved in the the Standard
are expected to ask questions management of the client
and review the evidence accounts selected. Other people and drive it
presented with a degree of may well be interviewed during through...”
financial competency. However the audit but it is unlikely that all
the auditor is not necessarily a employees will be involved.
fully trained accountant and is
therefore expected to use their
judgment to decide whether the
evidence presented appears
to meet the requirements. The
finance section of the CMS
should not be compared to the
requirements of a statutory audit
or due-diligence review.
34 PRCA CMS FOR AGENCIES

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