Quick Guide

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🔴 High-risk cases Escalate your manager/ content owner: Policy ambiguity or exception requests Staff conduct concerns Scams, or suspicious AI-generated calls Significant distress Escalate immediately to AD/DD: Legal, safety, or reputational risk Media or MPs What should i do while escalating? Send a holding reply, if required Keep responses factual and neutral and avoid assurances or commitments Maintain clear records of all correspondence BE CLEAR. BE EMPATHETIC. BE HELPFUL. SEEK GUIDANCE EARLY WHEN UNSURE. EFFECTIVE PUBLIC COMMUNICATION QUICK GUIDE 🟢 Routine enquiry? Direct response; templates may be used where appropriate 🟡 Concerns & complaint? Apply H.E.A.R. STEP 1: HOW SHOULD I RESPOND? 🟠 Complex case that requires fact-finding, consultation, or approval? → Send a Holding Reply → Follow up Holding replies should be used to facilitate action, not postpone it. STEP 2: DO I NEED MORE TIME? STEP 3: DOES IT NEED ESCALATION? Hear → Acknowledge the concern. Empathise → Show understanding. Answer → Provide clear information. Reassure & Next Steps → Explain what will happen next Consult Manager/content owner, if required. How? What is known What is unclear or concerning What is being sought Your recommendation (where possible) Acknowledge the concern or query Indicate the matter is being looked into Manage expectations for next steps INTERNAL RESPONSE GUIDELINES FINAL CHECK ☐ Do I understand the issue? ☐ Have I addressed the concern? ☐ Have I explained next steps? ☐ Do I need a holding reply? ☐ Do I need to escalate? The receiving staff member remains responsible until ownership is formally transferred. Action Guideline Provide response Respond or take action as soon as reasonably possible Holding reply If a substantive response cannot be provided within 3 working days Escalation Immediately upon identifying risk

EFFECTIVE PUBLIC COMMUNICATION A PRACTICAL GUIDE This guide is intended to be: A starting point, not a manual A decision‑support tool, not a script A shared reference to support consistent practice across divisions Front‑facing colleagues are often the first point of contact for students, families, and external stakeholders. This guide supports colleagues in handling public‑facing emails, calls, and messages by providing guidance on how to assess, respond, and escalate enquiries appropriately. This guide is organised into THREE sections, each supporting a key step in responding to public-facing enquiries: Making the Right Assessment Understanding the nature and intent of the message01 02 03 SECTION SECTION SECTION Responding Effectively Using the H.E.A.R. approach and assessing whether a template, personalised reply, or holding response is required Knowing When to Escalate Identifying when to pause, hold, or seek guidance

Type of Message Received Recommended Response Approach Sample Response (More info in Section 2) Escalation? (More info in Section 3) 🟢 Information and Clarification Requests Examples: General enquiry Clarification of procedures Eligibility Application status Direct reply Templates may be helpful for common questions “Thank you for reaching out. The application period runs from 1–15 May, with results released by 15 June. Please feel free to reach out if you need any further clarification.” No, if information is established and straightforward 🟡 Concern and Complaint Examples: Unhappy with outcome Service dissatisfaction Perceived unfairness Repeated follow-up Emotionally charged messages Follow the H.E.A.R structure (Section 2.2) Acknowledge emotions Clearly explain process, what can and cannot be done Avoid defensive or policy‑heavy language Consider escalation “Thank you for sharing your concerns. We understand this outcome may be disappointing. While we’re unable to change the outcome, we’re happy to explain the process further if helpful.” “As previously mentioned, this is not allowed.” Consider escalation if policy interpretation, service standards, or significant distress are involved 🟠 Complex and Investigative Cases Examples: Appeals Alleged errors and disputed records Multi-party cases Gather facts Consult stakeholders Provide a holding reply if required (Section 2.4) “Thank you for writing in. We understand your concern and are currently reviewing the details. We will follow up once we have more information to share.” If manager/ content owner input required 🔴 High-Risk Cases Examples: MP letters Media enquiries Threats and safety concerns Serious allegations Phishing scams AI-generated calls Do not respond substantively without guidance Immediate escalation (Section 3) Yes MAKING THE RIGHT ASSESSMENT The table below outlines recommended response approaches for different types of messages, serving as a guiding framework to support consistent and appropriate responses. 01SECTION

Most people who write in are concerned, worried, or confused — not trying to be difficult. Before drafting a reply, pause and ask: H — Hear Lead with empathy by acknowledging concerns before sharing information or policies. “Thank you for reaching out to us. We understand that this situation can be worrying.” “Thank you for sharing your concerns with us.” “Please note that according to policy…” E — Empathise Adopt a personal, empathetic tone rather than an official one. Avoid using standard phrases mechanically in every response. Expressing empathy ("I'm sorry this has been frustrating") is not the same as admitting fault. Use: “I” / “We” Warm but professional language “I understand why you would want clarity on this.” “We understand this may be concerning…” “TP would like to inform you…” A — Answer / Explain Prioritise simple, clear explanations; policies should inform, not lead. If something cannot be done: Explain why in simple terms Focus on fairness and transparency “To ensure fairness to all students, we follow a standard review process…” “At this stage, we may not be able to…, but…” “As per Section 3.2.1 of institutional guidelines…” R — Reassure & Next Steps Foster psychological safety by moving beyond transactions to relationships. Always close by stating: What will happen next Who to contact That support is available “If you have any further questions, please feel free to reach out — we’ll be happy to assist.” RESPONDING EFFECTIVELY Aim for the reader to feel heard, respected, reassured and clear about what happens next. 2.1 Mindset and Tone 2.2 H.E.A.R Structure “If I were a parent reading this, how would I want to feel after this message?” The H.E.A.R. structure serves as a general framework for drafting responses. It can be adapted to suit the situation, as long as the essential points are covered. 02SECTION

Applying H.E.A.R Beyond Email The H.E.A.R. approach can be used consistently across all communication channels to ensure empathy, clarity, and professionalism when handling concerns and complaints. Here are some channel-specfic tips: Face-to-Face Conversations Pay attention to body language Maintain appropriate eye contact Use open and professional posture Ensure privacy where possible Phone Calls Use tone of voice to convey empathy Avoid talking over the caller Take notes and confirm details clearly

1. Personal or Emotionally Sensitive Requests Require empathy and a personalised response. Personal or family circumstances Appeals on progression, placement, or disciplinary outcomes Messages showing distress, urgency, confusion, or repeated follow‑ups 2. Cases Requiring Careful Handling Involve sensitivity, complexity, or confidentiality Complaints about staff conduct or professionalism Allegations, disputes, or formal grievances Safety, wellbeing, or safeguarding concerns Matters involving confidential or personal data 3. Non‑Routine or Out‑of‑Policy Requests Fall outside standard criteria or processes. Financial aid or scholarship requests outside stated eligibility (e.g. unusual family or financial circumstances) One‑off cases requiring interpretation or judgement (e.g. sudden illness, bereavement, exceptional circumstances) Cross‑school or cross‑division matters with unclear ownership 4. Situations with Elevated Organisational Risk May have wider implications beyond the individual case. Media‑related or external enquiries Escalated or persistent parental complaints Issues likely to be publicly shared or formally escalated Templates support consistency and efficiency, but they are not suitable for every situation. We should consider the context of each message before deciding whether to use a template. 2.3 Templated vs Personalised Responses Templates may be used for low‑risk, routine enquiries where information is clear and standardised. When not to use templates: Templates may still be used as a base, but wording should be adjusted to reflect the specific context and concerns raised (e.g. names, case references, next steps). Requests for published or general information Information available on the TP website Admissions timelines or application processes Links to policies, forms, or services Holding replies (see Section 2.4 Holding Replies) Acknowledging receipt while information is being reviewed Confirming that an enquiry has been received and noted Appropriate uses include: Response Type Suitable For Template Routine, factual enquiries Template + Personalisation Most student enquiries Fully personalised Complaints, appeals, distress cases Manager reviewed High-risk cases

Scenarios Examples Further Checks Required Thank you for your email. We have noted the concerns raised and are currently reviewing the matter. We will provide an update once the necessary checks have been completed. We will follow up once further information is available. More information is Required (When we need specific details) Thank you for writing in. To help us better understand the matter, please provide further details on [specific item]. Once received, we will review the situation further. (When details are unknown) We are reviewing the matter and may require additional information to proceed. If you have any relevant details to share, please feel free to let us know. Another Department involved *After sending holding reply, forward the email to the relevant department. Thank you for your email. Your enquiry has been shared internally for further review. You may be contacted directly should additional information be required as part of the follow‑up. To avoid: “Please contact [Department] directly” “This is not handled by our team” “We have forwarded your email” When to use a holding reply? Full and accurate response cannot be provided within 3 working days Email has been referred to another department for follow‑up A Holding Reply Should: Holding replies acknowledge an enquiry while further review, consultation, or follow-up is underway. They should be used to facilitate action, not postpone it. 2.4 Holding Reply FINAL SELF-CHECK BEFORE RESPONDING ☐ Does this response reflect H.E.A.R? ☐ Have I acknowledge the concern and explained next steps? ☐ Would i be comfortable with this response being escalated or reviewed? Identify the right holding reply: Use we; avoid naming departments unless necessary Avoid language implying delay, fault, or conclusions01 Acknowledge the concern or query02 Indicate the matter is being looked into / assessed03 Manage expectations for next steps (provide follow-up timelines where known)

Escalation enables staff to seek timely support and ensures issues are managed responsibly and consistently across the organisation. When to Escalate? Policy Ambiguity or Exceptional Circumstances Conflicting information across webpages, written guidance, or prior advice provided Disputed or unclear policy interpretation, including comparisons with other cases Situations or documentation types not explicitly defined in current policy frameworks Role Boundary or Authority Limits Matters requiring higher‑level approval (e.g. fee waivers, formal appeals) Requests for exceptions or special consideration outside standard criteria Demands for immediate decisions or overrides beyond authorised scope Requests to overturn or amend outcomes outside established appeal processes 01 02 High Emotional Distress or Escalation Risk Sustained or heightened emotional distress, anger, or agitation Hostile, confrontational, or accusatory language Repeated contacts with increasing urgency or intensity Statements indicating intent to escalate the matter beyond routine channels 1Potential Reputational, Legal, or Compliance Risk Allegations of unfairness, bias, or inconsistent treatment Complaints concerning staff conduct or service standards Cases involving sensitive data, confidentiality, or safeguarding obligations Responses likely to be documented, audited, or formally scrutinized 03 04 External Agencies or High‑Level Stakeholders Enquiries or requests from government or statutory agencies Matters involving MPs’ offices or senior external stakeholders Third‑party representations made on behalf of a student References to legal action or formal external escalation 05 Default Position: Where there is uncertainty or risk, escalate to your manager/content owner. Immediate escalation to AD/DD should be reserved for matters involving legal, safety, reputational, media, regulatory, or other significant risks. KNOWING WHEN TO ESCALATE03SECTION

What this looks like in practice Scenario: A student sends multiple follow‑ups expressing frustration about scholarship termination and mentions writing to their MP. Action: Step 1: Acknowledge receipt and send holding reply “Thank you for your email. We acknowledge your concerns regarding the scholarship decision and understand the impact this may have on you. We are currently reviewing the matter internally to ensure it is handled appropriately. We will update you once there is further information to share.” Step 2: Escalate before responding substantively How Should i Escalate? Your recommendation (where possible) Suggested course of action Draft response What is known Key facts and timeline (e.g. date and nature of correspondence or interaction) Student profile and relevant context What is unclear or concerning Description of areas of policy ambiguity or matters that require judgment Identified escalation indicators (e.g. emotional distress, reputational risk) What is being sought Decision, approval, endorsement Guidance on handling or response01020304 What Should I Do While Escalating? Send a holding reply, if required Keep responses factual and neutral and avoid assurances or commitments Maintain clear records of all correspondence Who owns the response while escalation is happening? The staff member who receives the enquiry remains responsible for ensuring that the sender receives acknowledgement and updates unless ownership has been formally transferred. “Escalation does not mean handing off responsibility without follow-up.” When escalating, provide a clear, concise brief so that guidance can be given efficiently and accurately. Include the following: