25 Educators providing Courses in Bristol

LOOKING FOR: PICTURE BOOKS, MG, YA, ADULT FICTION Molly Jamieson has been working at United Agents Ltd since 2017, working across adult and children’s books, and before that she worked at Curtis Brown. She has recently started building her own client list which already includes million-copy selling authors and bestsellers. Molly has a particular interest in scifi and fantasy across both adult and children’s books. For a sense of her taste, she has recently read and enjoyed Sistersong by Lucy Holland, Gideon the Ninth by Tamsyn Muir, Uprooted by Naomi Novik, The Poppy War by R.F. Kuang, and Once Upon A Broken Heart by Stephanie Garber. She loves anything with high stakes, characters you would follow anywhere, big stories, expansive worldbuilding, breathless romance, and threads of adventure running throughout. She is also looking for commercial romantic fiction in all shapes and forms. She has a real soft spot for classic tropes, a great sense of humour, and anything with a clear pitch that makes you sit up and take notice, but in the end it all comes down to chemistry. In this area, she has recently read and loved The Hating Game by Sally Thorne, Book Lovers by Emily Henry, The Unhoneymooners by Christina Lauren, and The Love Hypothesis by Ali Hazelwood. She also represents children’s authors and illustrators in all genres, from picture books up to YA. In one single word document, Molly would like you to submit a covering letter, 1 page synopsis and the first three chapters or 5,000 words of your manuscript in a single word document, whichever is shorter. For picture books, please submit a covering letter and 2 picture books in a single document. Please send EITHER picture books OR another genre, not both in one submission. (In addition to the paid sessions, Molly is kindly offering one free session for low income/under-represented writers. Please email agent121@iaminprint.co.uk to apply, outlining your case for this option which is offered at the discretion of I Am In Print).  By booking you understand you need to conduct an internet connection test with I Am In Print prior to the event. You also agree to email your material in one document to reach I Am In Print by the stated submission deadline and note that I Am In Print take no responsibility for the advice received during your agent meeting. The submission deadline is: Monday 18 November 2024.

LOOKING FOR: PICTURE BOOKS, CHAPTER BOOKS, MG, YA Lil is an editor with over 15 years experience in the publishing industry. She’s currently freelancing and is in direct contact with many of the big publishing houses: Hachette, Bonnier Books, and book packager, Working Partners Ltd, among others. She also works with the Caroline Wakeman Literary Agency, assessing their authors’ work for commercial viability, as well as scouting for new talent. For twelve years, Lil was a Senior Commissioning Editor at Working Partners Ltd – the creatives behind massive commercial hits such as Beast Quest, Warriors and the Daisy Meadows series. There she created globally successful concepts for every age group and developed storylines so the books were unputdownable. Lil is also an author in her own right: she has written 6 books under her own name, and ghost written many others under various pseudonyms.  In every age level, Lil would like to see originality - particularly in voice. A strong character with depth, venturing on a quest that's never been undertaken before will get her excited. The 'quest' doesn't have to be epic in scale, it could be as small as petting the next-door neighbour's dog, or getting the good looking new kid to notice you, it just has to be something a reader will want to invest in. She also loves humour and is happy to see anything quirky (perhaps even downright silly!).  For picture books, Lil would like you to submit a covering letter, and 1 complete manuscript, double-spaced, with spreads marked out, in a single word or PDF doc. For chapter books, MG and YA, please send a covering letter, the first three chapters and a synopsis, double spaced, in a single Word or PDF doc. Please send EITHER picture books OR another genre, not both in one submission. By booking this session you agree to email your material to reach I Am In Print by the stated submission deadline to agent121@iaminprint.co.uk. Please note that I Am In Print take no responsibility for the advice given in your Agent121. The submission deadline is: Wednesday 27 November 2024

LOOKING FOR: YA, ADULT FICTION, NON-FICTION Laura Williams is literary agent at the Greene and Heaton Literary Agency. She is seeking literary fiction, commercial fiction, psychological thrillers and high concept Young Adult. Laura is actively building a fiction list and a small non-fiction list. She is currently looking for literary fiction, edgy commercial fiction, psychological thrillers and high-concept contemporary young adult, as well as narrative non-fiction of all types. Her taste is quite dark, and she loves gothic, ghost stories, horror and anything sinister. She also loves books that make her cry, from big love stories to intense family dramas. She is open to historical or horror YA, but not magical or fantasy.  Meditative or moving novels about modern life, appeal to Laura, sad stories with love and the importance of caring for each other shining through. She also loves stories about female friendships or conversely groups of women who don't get on, such as the hugely fun BAD SUMMER PEOPLE by Emma Rosenblum. She is always on the lookout for a big tragic love story to make her cry happy or sad tears. At the more commercial end of fiction, think funny novels with warmth and romantic comedies with a bit of depth – think Marian Keyes. Most of all Laura is looking for novels she hasn’t read before – something unusual structurally or thematically, something that shines a light on a subject the author is passionate about, something that’ll break her heart or raise her blood in an entirely new way. Laura is always looking to promote diverse voices from across the globe, and is particularly keen on LGBTQI+ stories. Laura would like you to submit a covering letter, a 1-2 page synopsis and the first 5,000 words of your completed manuscript in a single word document. (In addition to the paid sessions, Laura is kindly offering one free session for low income/under-represented writers. Please email agent121@iaminprint.co.uk to apply, outlining your case for this option which is offered at the discretion of I Am In Print).  By booking you understand you need to conduct an internet connection test with I Am In Print prior to the event. You also agree to email your material in one document to reach I Am In Print by the stated submission deadline and note that I Am In Print take no responsibility for the advice received during your agent meeting. The submission deadline is: Thursday 28 November 2024

In today's fast-changing competitive environment, people in all roles need to have more commercial awareness and responsibility.

This workshop will provide an opportunity to understand and apply a range of commercial analysis tools in a problem-solving environment.

This five-day programme empowers participants with the skills and knowledge to understand and effectively apply best practice commercial and contracting principles and techniques, ensuring better contractor performance and greater value add. This is an assessed programme, leading to the International Association for Contracts & Commercial Management (IACCM)'s coveted Contract and Commercial Management Practitioner (CCMP) qualification. By the end of this comprehensive programme the participants will be able to: Develop robust contracting plans, including scopes of work and award strategies Undertake early market engagements to maximise competition Conduct effective contracting and commercial management activities, including ITT, RFP, negotiated outcomes Understand the legalities of contract and commercial management Negotiate effectively with key stakeholders and clients, making use of the key skills of persuading and influencing to optimise outcomes Undertake effective Supplier Relationship Management Appreciate the implications of national and organisational culture on contracting and commercial activities Appreciate professional contract management standards Set up and maintain contract and commercial management governance systems Take a proactive, collaborative, and agile approach to managing commercial contracts Develop and monitor appropriate and robust KPIs and SLAs to manage the contractor and facilitate improved contractor performance Appreciate the cross-functional nature of contract management Collaborate with clients to deliver sustainable performance and to manage and exceed client expectations Understand the roles and responsibilities of contract and commercial managers Use effective contractor selection and award methods and models (including the 10Cs model) and use these models to prepare robust propositions to clients Make effective use of lessons learned to promote improvements from less than optimal outcomes, using appropriate templates Effectively manage the process of change, claims, variations, and dispute resolution Develop and present robust propositions Make appropriate use of best practice contract and commercial management tools, techniques, and templates DAY ONE 1 Introduction Aims Objectives KPIs Learning strategies Plan for the programme 2 The contracting context Key objectives of contract management Importance and impact on the business 3 Critical success factors Essential features of professional commercial and contract management and administration The 6-step model 4 Putting the 'management' into commercial and contract management Traditional v 'new age' models The need for a commercial approach The added value generated 5 Definitions 'Commercial management' 'Contract management' 'Contracting' ... and why have formal contracts? 6 Stakeholders Stakeholder mapping and analysis The 'shared vision' concept Engaging with key functions, eg, HSE, finance, operations 7 Roles and responsibilities Contract administrators Stakeholders 8 Strategy and planning Developing effective contracting plans and strategies DAY TWO 1 Contract control Tools and techniques, including CPA and Gantt charts A project management approach Developing effective contract programmes 2 The contracting context Key objectives of contract management Importance and impact on the business 3 Tendering Overview of the contracting cycle Requirement to tender Methods Rationale Exceptions Steps Gateways Controls One and two package bids 4 Tender assessment and contract award I - framework Tender board procedures Role of the tender board (including minor and major tender boards) Membership Administration Developing robust contract award strategies and presentations DAY THREE 1 Tender assessment and contract award II - processes Pre-qualification processes CRS Vendor registration rules and processes Creating bidder lists Disqualification criteria Short-listing Using the 10Cs model Contract award and contract execution processes 2 Minor works orders Process Need for competition Role and purpose Controls Risks 3 Contract strategy Types of contract Call-offs Framework agreements Price agreements Supply agreements 4 Contract terms I: Pricing structures Lump sum Unit price Cost plus Time and materials Alternative methods Target cost Gain share contracts Advance payments Price escalation clauses 5 Contract terms II: Other financial clauses Insurance Currencies Parent body guarantees Tender bonds Performance bonds Retentions Sub-contracting Termination Invoicing 6 Contract terms III: Risk and reward Incentive contracts Management and mitigation of contractual risk DAY FOUR 1 Contract terms IV: Jurisdiction and related matters Applicable laws and regulations Registration Commercial registry Commercial agencies 2 Managing the client-contractor relationship Types of relationship Driving forces Link between type of contract and style of relationships Motivation - use of incentives and remedies 3 Disputes Types of dispute Conflict resolution strategies Negotiation Mediation Arbitration DAY FIVE 1 Performance measurement KPIs Benchmarking Cost controls Validity of savings Balanced scorecards Using the KPI template 2 Personal qualities of the contract manager Negotiation Communication Persuasion and influencing Working in a matrix environment 3 Contract terms V: Drafting skills Drafting special terms 4 Variations Contract and works variation orders Causes of variations Risk management Controls Prevention Negotiation with contractors 5 Claims Claims management processes Controls Risk mitigation Schedules of rates 6 Close-out Contract close-out and acceptance / completion HSE Final payments Performance evaluation Capturing the learning 7 Close Review Final assessment Next steps

The need for key staff to have commercial skills is paramount, as the public sector is increasingly opened up as a commercial market, in which organisations compete against each other and the private sector for contracts. Generating additional income and being commercially aware is vital for this to be a success, and is what many public sector organisations are looking to do. This programme will help you: See commercial awareness as not just another skill-set, but as a different mind-set Use a variety of tried-and-tested commercial, analytical decision-making techniques and tools Define your commercial objectives Develop a strategic focus Start looking at service clients as market segments Analyse, in a competitive context, your service offering Plan a commercial strategy, prepare for its implementation and see it through to execution 1 What is commercial thinking? Understand what it means to be a commercial thinker Identifying commercial opportunities often involves not only a different skill set but also a different mindset; looking at the services that you provide 2 Defining strategic commercial objectives Defining your key commercial objectives Prioritising your strategic objectives Two key strategic planning tools:Resource and Competency MatrixPESTLE How to apply these tools to your particular situation 3 Developing a strategic focus Decision-making on how to compete in the markets identified by your strategic objectives requires a strategic focus Developing strategic focus A tool for helping you to make those decisions: using the Ansoff Matrix 4 Defining customer targets How to think more commercially by understanding who all your customers are and how they differ from each other how to apply the principles to your areas to identify the type of customers you have and their key characteristics - Customer segmentation Who are your customers? How do their needs vary? - Scenarios 5 The competitive market place Understanding the competitive forces at play Different types of competition Analysing your competitive environment using Porter's 5 Forces model 6 Meeting stakeholder expectations Two simple models to help you identify the key stakeholders who could influence your commercial environment How to use your stakeholders to help you achieve your commercial objectives 7 Implementation - systems, structures and processes Effective commercial activity involves working with others to implement ideas and strategies What do you need to have in place before you implement your commercial strategy? How to health-check your organisation prior to implementation using the McKinsey 7S framework 8 Implementation - people and culture A good commercial strategy only works if the people involved buy in to the ideas and if the culture of the organisation is conducive to the effective implementation How the latest thinking in behavioural economics can help you develop your culture and people to work commercially 9 Tools and checklists Be more commercial within your sphere of influence using a commercial checklist to help you Using the checklist as a benchmark against the most commercially aware organisations Using the checklist as a health check - both corporately and individually

This course will provide an opportunity to begin to understand what commercial and financial awareness means and the importance of everyone in thinking commercially.

Understanding how to plan for capacity, be able to forecast and manage budgets is a critical skill in today's leadership and management environment. This programme will not only support your understanding but will also help you to practically put the learning into practice.

An insightful, enjoyable and experiential programme to help you analyse data and information and make a balanced decision based upon sound commercial reasoning. It will enable you to identify options, make decisions and take actions based on a thorough analysis combined with instinct and intuition to make a positive effect on profitability. This programme will help you: Identify ways to analyse data and sort relevant from irrelevant information Develop analytical and numerate thinking, and consider the financial implications of a decision Make decisions based on sound commercial reasoning - a mix of intuition and analysis Select from a range of tools to analyse a situation and apply these effectively Understand how costs and profits are calculated Use tried-and-tested techniques to manage and control your budgets Appreciate the fundamentals of financial analysis Focus on the bottom line Identify the basics of capital investment appraisal for your business Evaluate results and seek opportunities for improvement to your business 1 The commercial environment What do shareholders and investors want? What do managers want? Profit v non-profit organisations Investor expectations 2 Financial and non-financial information Risk and reward considerations Drivers of commercial decisions 3 Running a business A practical exercise to bring financial statements to life Different stakeholder interests in a business The impact and consequences of decisions on financial statements 4 Where do I make a difference to the organisation? How can I contribute to an improved business performance? Key performance indicators - measuring the right things A 'balanced scorecard' approach - it's not all about money! 5 A 'balanced scorecard' approach Analysing and reviewing my contribution to the business direction What is the current focus of my commercial decisions? Developing the business in the right way - getting the balance right! Where should/could it be in the future? Do my decisions support the overall vision and strategy? 6 Making commercial decisions Left-brain and right-brain thinking Convergent and divergent thinking Analysis and instinct Interactive case study exercise - emotional and rational decisions Reflection - what is my style of making decisions 7 Let's consider the customer! Identifying target markets Differentiating propositions and products Customer service considerations Marketing considerations and initiatives Pricing strategies and considerations 8 Strategic analysis The external environment The internal environment LEPEST analysis SWOT analysis Forecasting Group activity - analysing markets and the competition How do these improve your decisions? 9 Comparing performance Analysing key financial ratios Ways to compare performance and results Break-even analysis 10 Profit and loss accounts and budgeting Managing income and expenditure The budgeting process How does this link to the profit and loss account? Managing and controlling a cost centre/budget The role of the finance department Different ways of budgeting Incremental budgeting Zero-based budgeting 11 Understanding the balance sheet Purpose of balance sheets Understanding and navigating the content What does a balance sheet tell you? How do you affect your balance sheet? Links to the profit and loss account A practical team exercise that brings financial statements to life 12 Business decisions exercise How does this improve your decisions? A practical exercise to apply new knowledge and bring commercial thinking to to life The impact and consequences of decisions on financial statements 13 Working capital Why is this important? The importance of keeping cash flowing Business decisions that affect cash Calculating profit 14 Capital investment appraisal Capex v Opex Payback Return on investment The future value of money The concept of hurdle rate 15 Lessons learned and action planning So what? Recap and consolidation of learning The decisions that I need to consider Actions to achieve my plan