The education / learning environments within which freelance musicians operate are in a state of flux and will most likely remain so for the foreseeable future. The Darren Henley review (Music Education in England, 2011) the National Music Plan, the national education reforms, Big Society and of course Government’s imposed austerity measures have far reaching implications for music leaders wishing to work in the formal and/or non formal arts sectors. This 2 day interactive programme of training will equip music leaders with the necessary business and project management skills necessary to identify, win and sustain new project based opportunities.

1. Barry D’Souza FRSA FCMI MIC MBA
Prince2 Practitioner

2. AGENDA
• House Keeping
• Welcome and Introductions
BUILDING A FRAMEWORK FOR SUCCESS
• Introduction Providing the Context for the Next Two Days.
• Session 1 Identifying Opportunities & Threats
- Responding to Changes in the External Environment
- Taking a Closer Look at the Music Education Sector
• Session 2 The Importance of keeping your stakeholders happy
Pitching to Funders – It’s All About
Delivering Value!
- Defining Aim(s) and Objectives

3. AGENDA
• Session 3 Staying Ahead of the Game
- Once the novelty factor begins to wear thin
- Innovating for success
- The nuts and bolts of your service
MAKING IT HAPPEN & KEEPING IT REAL
• Session 4 Time for a Reality Check – Can You Deliver The Goods??
- Do you have what it takes to pull it off??
-Plugging the gaps as painlessly as possible
Never Rest On Your Laurels
- Review & Improve Review & Improve Review & Improve...........
• Session 5 Now Lets Have A Go!

4. INTRODUCTION

5. Welcome To The
World Of
Des Drummond
Vital Statistics
Profession Freelance Music leader
Age 30 something!
Area of specialism Untuned percussion
Principal sector Education (formal & non-formal )
Secondary sectors Health
Regeneration
Youth Justice
Corporate
Commercial Music
Experience + 5 years
Qualifications N/A
Previous occupation Insurance
CPD Some during the past 5 years

6. Des’ Dilemma
Earns £19,000 per year
Spends £21,000 per year
Deficit £2,000 per year (Opps!)
SOLUTION 1 Des can choose to invest in his practice as a means to
reducing his deficit
SOLUTION 2 Des can choose to reduce costs as a means to reducing
his deficit
SOLUTION 3 Des can choose to do both

7. TIMES ARE HARSH!
Nations across the world are finding
themselves in Des’s position.....
U.K. public finances are in a poor state.
This year, the national deficit rests at £966bn, (63% of GDP) meaning
that spending is significantly more than earnings.
Recent governments have borrowed money to cover deficits, and to
invest in industries in the hope of accelerating growth during “the
good times” and to kick start the economy “during the bad times”
(Solution 1).
Today the focus is primarily on austerity. Big cuts to spending are
taking place to reduce the budget deficit and allow the governments to
start paying back their debts. (Solution 2)

8. SOLUTION 1: “INVEST IN DES”
• Des convinces a mate to lend him some money
• He buys a stock of student instruments
• He sets up a website
• He invests in some marketing materials
• He polishes up on his sales pitch
• He finds it tricky to get meetings with clients but he
perseveres and manages to firm up a few.
RESULT!!
• Des took a gamble and he failed.
• His website and marketing materials did little to generate contacts
• His sales pitch was well off the mark
- Potential clients weren’t interested that he performed at the
O2 arena
- They were a little irritated with his enthusiasm and his
obvious lack of preparation
- They couldn’t see the benefit of hiring him.
- With little cash to spare, they believed Des’ services offered
little value for money
• Des is more in debt than before the start of his campaign and now he
finds it harder to get another loan.........

9. SOLUTION 2: “AUSTERITY DES!”
• Des spends less on food and abstains from treats.
• He cancels his cable contract
• His visits to the pub fall to twice a month
• Whenever possible he walks rather than drives
• He sells some of his instruments on ebay
• He switches off the heating earlier
• He goes to bed earlier to save on electricity.
RESULT
• Des is fed up and miserable
• His deficit has only shrunk by 30% because the cost of living is
getting higher, and his clients have also cut back. Des has little
motivation and energy to “drum” up new business
• Selling his instruments means his work is compromised
• He’s gotten ill three times this year
• He is wondering whether being a musician is worth the hassle.

10. Today we are operating against a backdrop of
global financial austerity.
Therefore the Music Leader’s Survival
Guide© advocates a framework which utilises
strategies and techniques designed to:
- improve efficiency (and therefore reduce
costs)
- maximise effectiveness (through managed
planning and investment.)
(Solution 3)

11. SOLUTION 3: “INVEST IN DES
AND SAVE ON COSTS”
• Des convinces a mate to loan him £500
• He decides to cut out non-essential spending for 3 months
• He invests time in researching potential opportunities
• He does his homework regarding potential clients & competitors
• He buys a small 2nd hand stock of student instruments
• He sets up a free website & sign posts people towards it.
• He undertakes free training in “How To Sell Yourself”
• He polishes up on his admin and project mgt. skills
• He attends his meetings fully prepared.
WHAT A RESULT – DES’ EFFORTS PAY OFF!
• His homework and CPD helped him understand needs & target his pitch
• His website generated more contacts & his knowledge, skills and
experience helped close the deal
- Potential clients were impressed with the offer of a complete package
- They were impressed with his vision and experience
- They could see the benefit of hiring Des – he was credible.
- They believed Des’ services offered value for money
• He not only clears his deficit and his loan, he even begins to see a
profit! Des reinvests this profit into his business.

12. To Survive As A Musician Means
Having To Think Outside Of The
Box..............
MYTH REALITY
The U.K is on the verge of
bankruptcy & there exists no
public funding available for
the arts and culture
Public funding still exists
however it has been
substantially reduced and the
criteria to access it have
changed.
Funding is only available to
“the big boys”, we freelancers
don’t stand a chance...
Those who can demonstrate
quality, efficiency and
effectiveness are likely to be
successful. Value for money is
key.
Track Record is crucial to
success
Learning & Innovation is
crucial to success

13. Total Expenditure £703.4 billion (74% Central 26% local)
£93.3 billion
£123.8 billion
£111 billion

14. Session 1

15. 15
Sociological factors
•Demographics
•Patterns of work
•Household structure
•Patterns of consumption
•Gender roles
Political factors
•Government
•Legislation changes / impact
•Level & nature of public
services.
Adapted from Fahey and Narayanan, 1986
ANALYSIS OF THE MACRO ENVIRONMENT
Economic factors
•Expectations and implications
of low economic growth
•Expectations and implications
of high economic growth.
Technological factors
•Impact on sector
•Impact on organisation
•Impact on clients
•Impact on beneficiaries
•Impact on funders
STEP 1 Look at the external environment
and identify the drivers of change

16. HOT
TIP
No1
Don’t rely on guesswork or hearsay.
Use the internet to access and
interpret reliable information.
AREA NATIONAL LOCAL Websites
Sociological Social issues research
centre
http://www.sirc.org/p
ublik/publik.html
Data.gov.uk “Opening
Up Govt”
http://data.gov.uk/dat
aset/social_trends
West Midlands
Regional Observatory
http://www.wmro.org
/downloads.aspx
Economic Birmingham Economy http://www.birmingh
ameconomy.org.uk/ec
trends.htm
Economic Network http://www.economic
snetwork.ac.uk/links/
data_free
UK Public spending http://www.ukpublics
pending.co.uk

17. AREA NATIONAL LOCAL Websites
Political / Policy National Council For
Voluntary Organisations
(Big Society)
http://www.ncvo-
vol.org.uk/policy-campaigns-
research/-big-society/big-society
Department for Education
(National Music Plan)
https://www.education.gov.uk/p
ublications/standard/publication
Detail/Page1/DFE-00086-2011
They work for you
(info about MPs)
http://www.theyworkforyou.co
m/mps/
Department for Culture
Media & Sport (economic
impact – creative
industries
http://www.culture.gov.uk/what
_we_do/creative_industries/defa
ult.aspx
Arts Council England
(strategic framework)
Youth Music
Federation of Music
Services
http://www.artscouncil.org.uk/m
edia/uploads/achieving_great_ar
t_for_everyone.pdf
www.youthmusic.org.uk
www.thefms.org
Birmingham City
Council (Arts
Service)
http://www.birmingham.gov.uk/
arts

18. How Powerful Are The
Service Providers?
What does the future have
in store ?
How Powerful Are The
Service Buyers?
What does the future have
in store?
Is The Sector Attractive To
New Entrants?
What does the future have
in store ?
How Powerful Are The
Service Consumers?
What does the future have
in store ?
What Is Competition Like
In The Sector?
What does the future have
in store ?
MUSIC EDUCATION
SECTOR IN
BIRMINGHAM
Adapted from Porter, 1980
STEP 2 Look at the competitive
environment and identify the drivers of
change

19. OPPORTUNITIES THREATS
STEP 3 Summarise the opportunities and
threats you have identified

20. Session 2

21. STEP 4 Consider the role and needs of all
your stakeholders:
A stakeholder is a person, group or
organisation which affects or can
be affected by your professional
activities

22. Clients
Funders
Supporters
Potential Critics
YOU THE MUSIC LEADER Beneficiaries
Collaborators
STAKEHOLDER ANALYSIS – WHO ARE
THEY AND WHAT ARE THEIR NEEDS?
Adapted from Paton and Comforth 1991
HOT
TIP
No2
If you don’t know what
their needs are then ask!

23. Minimal Effort
(basic comms. will suffice)
Keep Satisfied
(Their Support is essential)
Key Players
(involve in decision making)
Keep Informed
(Their support is of benefit)
Level Of Interest In Outcomes
Power
LOW
LOW
HIGH
HIGH
Johnson & Scholes 1993
Now place each stakeholder group in order
of importance
HOT
TIP No
3
You can’t
please
everyone all
of the time
but that’s no
excuse to
ignore
someone!

24. STEP 5 Now develop the aims and
objectives of your project based on the
needs (required outcomes) of your principal
stakeholders.
Aims are the changes you hope to
achieve as a result of your work
Objectives are the activities you
undertake and the services you
offer to bring these changes
about

25. Making Sense of Objectives
Objectives must be SMART (specific, measureable, achievable,
realistic and time bound)
They must also deliver value to stakeholders in terms of:
Quality outcomes and experience of the service
Cost delivering value for money
Speed ensuring continuous flow across activities
Dependability with respect to providing what was promised

26. Required Outcomes of
Stakeholder (School)
Aim of project Objectives (how will the aims
be achieved?)
How will Value to the school be
delivered?
RE: A group of 12 disaffected
boys in year 9:
a. Reengage with mainstream
education
b. Improve their behaviour
c. Demonstrate capabilities
associated with team work
To develop the
confidence and
interpersonal skills of
up to 12 young
people currently
disengaged with
mainstream
education.
To facilitate a user
led experience which
encourages positive
attitudes towards
learning and
collaborative
behaviours
Through 10 high quality song
writing sessions each lasting 1hr
delivered out of school hours
during the Spring term.
An initial jamming session will be
delivered to help YP bond as a
group.
Consultation techniques will be
used to surface the challenges YP
face within the school
environment . YP’s “ideal
scenarios” will then form the basis
of song lyrics.
YP will collectively lead on the
development of rhythmic, melodic
and harmonic phrases developing
skills in Music, English , Maths and
ICT along the way
The final product will be performed
in Yr 9 assembly at the end of the
project.
Participants will each receive MP3
and MP4 files of their final
performance.
Quality,
Dependability
Speed
Cost
The complete process will
be videoed for reference.
100% of YP will have
achieved 10 credits
towards ARTS award
Bronze. The project will be
externally evaluated.
Attendance of YP will be
monitored weekly. Any
concerns will be reported
at the time to the client.
Parents/carers/teachers
will be targeted with
questionnaires which
focus on behavioural
changes amongst
participants
An SLA will be provided to
the school detailing roles
and responsibilities with
all agreed deadlines
highlighted. Sign offs will
be required at each stage
The agreed fee will be
benchmarked against the
work of xxxxxxxxxx
delivering similar activities
in similar settings.

27. Session 3

28. 28
Introduction Growth Maturity Decline
Time
SectorSales
The life cycle
curve Result of successful
Innovation
STEP 6 Keep you and your projects fresh –
innovate for continued success

29. In this context “innovation” refers to the process of improving your
practice and your project work in order to continue to deliver value to your
stakeholders.
HOT
TIP No
3
Radical changes can be risky if you’re unsure. Continuous
improvement (step by step) is often a safer bet. Be guided by
the changes in the external environments.
A RECIPE FOR SUCCESS
• Keep scanning those environments and anticipate how changes will be interpreted
• Keep an eye on your main competitors and benchmark your work against theirs.
- If you’re lagging behind then aim to catch up as quickly as possible.
- Alternatively you can differentiate your offer in some other way.
- If you are ahead then remain so by not getting complacent! Assess the
attractiveness of your services and aim to improve them.
• Keep up to date with relevant technological advances and aim to incorporate them
into your practice. Whether we like it or not we live in a technology filled world!
• Don’t forget that innovation should apply to the back office stuff you do – not just
the things that stakeholders see!

30. This is what a service looks like & innovation
can occur at any level

31. Session 4

32. STEP 7 Ensure you have the resources &
capabilities to carry out your master plan.
Be realistic about your RES & CAPS. If you
can’t address any shortfalls adjust your
expectations and service specifications
appropriately. “OH IT’LL BE OK” rarely
works – you will eventually be found out!!
HOT
TIP No
4
Resources are the tangible and
intangible assets needed to deliver
your products & services.
Capabilities refer to the way in
which you combine and use your
resources.
While resources are the sources
of your capabilities, capabilities
are the main sources of your
competitive advantage.

33. TANGIBLE INTANGIBLE HUMAN
Financial Technology Skills / Know how
Physical Reputation & Brand Capacity to
communicate
Culture and Values Capacity to
collaborate
Motivation
RESOURCES – THE INGREDIENTS FOR SUCCESS
CAPABILITIES – COMING UP
WITH THE WINNING MENU!!
• Combine ingredients in unique ways
• Don’t be afraid to experiment at home
• Consider using a competitor’s recipe and then improve on it.
• Keep your winning recipes secret so your work is difficult to imitate (the
intangible and human aspects are the most difficult to copy.)
• Specialise in what you do best and keep on learning and improving

34. A LITTLE BIT ABOUT
BRAND & REPUTATION

35. STRENGTHS WEAKNESSES
STEP 8 Summarise the strengths and
weaknesses you have identified

36. STEP 9 Now Review Your SWOT And
Manage the Risks (Threats & Weaknesses)
HOT
TIP No
4
Each person’s appetite for risk is different. Only you can decide
where you sit within the spectrum. High risk strategies can result in
spectacular wins but.....You also stand the chance of losing
everything. Low risk strategies are rarely “exciting” but losses are
minimised leaving you to fight another day. No risk strategies will
most likely end in failure as you and your work stagnate.
STRENGTHS
OPPORTUNITIES THREATS
WEAKNESSES

37. Potential Threats and Weakness &
Suggested Remedial Actions

38. Risk Factor Arising From Remedial Action Notes
Scarcity of Funding Changes in Macro. Env. Realign Aims + Objectives
to New Opportunities
www.grantfinder.co.uk
Consider setting up an
organisation to access more
sources of funding.
Lack of physical resources Res & Caps Analysis Secure funds to purchase
what is essential.
Develop alliances with
music leaders that have
what you need
Try to purchase through a
supplier you can develop a long
term relationship with.
Consider collaborative
approaches to working
(partnerships?)
Weak intangible resources Res & Caps Analysis Undertake CPD to
maximise use of PC
Undertake free OU CPD to
maximise business impact
Network like mad to build
reputation.
http://www.ecdluk.co.uk/
http://openlearn.open.ac.uk/co
urse/category.php?id=4
Sign up to as many music orgs.
Mailing lists as possible. Most
provide networking opps.
Lack of human resources Res & Caps Analysis Develop realistic aims &
objectives
Develop alliances with
music leaders that have
what you need
Consider collaborative
approaches to working
(partnerships?)

39. Risk Factor Arising From Remedial Action Notes
Changes to legislation Changes in Macro / Sector
Envs.
Keep up to date with
legislation that affects the
sector
.http://www.musiciansunion.or
g.uk/
http://www.charityfacts.org/ch
arity_facts/changes_in.html
www.legislation.gov.uk/
Remember to take out public
liability insurance (MU offers a
great deal)
Changes to top level policy Changes in Macro / Sector
Envs.
Take an educated guess
how this will be
translated down. Test out
your assumptions on
those in the field
Few distinct capabilities Res & Caps analysis Identify a specialism,
undertake training &
practice to become a
specialist. Try to avoid
being “a Jack of All
Trades"
Shifts in the balance of
power
Sector env Re-prioritise stakeholders

40. STEP 10 Keep on Top of Things – Review
Your Practice Regularly
Your objective is to try to ensure that the
contractor’s perception of your service
consistently surpasses his/her expectations.
This requires value to be delivered to all your
stakeholders. If you are able to achieve this
then rest assured you will have achieved your
competitive advantage!

42. Session 5

43. The Final Task Of The Day
Working collaboratively in 2 groups. You will be pitching to
a. A Head Teacher of a comprehensive school in Hodge Hill Birmingham (group A)
a. A Director of a community arts development agency covering The Marches in
Shropshire. (group B)
Your objective is to develop watertight sales pitches that wins you the contracts.
You can assume:
- funds are available to finance the projects
- Neither the head teacher nor the director are music specialists
- You are one of 6 teams being interviewed for the 30 week contract
- You are unknown to both contractors
- At any point during your preparation for this task each group may have one 20 minute
interview with their respective potential contractor.
Preparation time 1 hour 45 minutes
Presentation and time for questions 20 minutes per group.

44. Thank you all for a brilliant 2 days!
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45. STEP 1 Look at the external environment and identify the drivers of change
STEP 2 Look at the competitive environment and identify the drivers of change
STEP 3 Summarise the opportunities and threats you have identified
STEP 4 Consider the role and needs of all your stakeholders:
STEP 5 Now develop the aims and objectives of your project based on the needs (required
.............outcomes) of your principal stakeholders.
STEP 6 Keep you and your projects fresh – innovate for continued success
STEP 7 Ensure you have the resources & capabilities to carry out your master plan.
STEP 8 Summarise the strengths and weaknesses you have identified
STEP 9 Now Review Your SWOT And Manage the Risks (Threats & Weaknesses)
STEP 10 Keep on Top of Things – Review Your Practice Regularly
The 10 Steps To Survival!