Oversight and coordination of the central communications channels

so I'm going to be talking about the oversight and

coordination of the central communications channels we currently have.

The compass planner, which we all input into, is the

only way that we can currently see all of our

channels in one place on.

In theory, it's a really useful document for us to

work, too.

The problem is, is we're working in different areas and

have different priorities, So we rarely look at anything else

in that planner in any context.

Most things that put in independently of each other wells,

their husband, someone managing the comes channels.

It's been more than practicalities of it.

Such is checking the comes in box or checking and

sending were Holland daily.

That's no one's fault.

It's just the way it's evolved, partly because there hasn't

been a dedicated person in the great six well, long

enough book of focus and spend time getting it right,

so we all just used the planner as best we

can. What's needed is someone who knows the day today

who has an overarching view of what's happening and what's

coming up so that we have a more joined up

strategic approach to our comes and channels.

So, for example, knowing what content could have an external

angle on liaising with the external team.

We also need to avoid situations like when the stuff

survey headline results were scheduled in Were Harlem.

But they haven't been seen or approved by a soggy

yet, so they couldn't be shared wider at that time.

That being, said Wells, there is the need for one

person to coordinate the channels and have an overarching view

of what's happening.

I do think it's really important that the wider team

are also included and have responsibility for certain things.

Otherwise, we do run the risk of moving further apart

from each other on being a situation where the thought

is that, well, that one person is coordinating everything.

So I don't need to know what's happening outside of

my area.

We don't want to end up.

Working in silos about, though, is the top level issue.

As I see it and need this on before, we

can probably figure out the coordination and oversight we still

need to do work around some of our central channels

and how we work with them as a team.

So we have our I see comes framework now, which

is great, and it's been really helpful in shaping how

we work in our areas.

However, this is our top level guide on what all

still working in slightly different ways rather than having a

team approach.

We've never had proper discussions about how we do things

day today, across the central channels that we have on

this will really be needed.

When things like the new Internet home page of on

GED. We need to have a joined up approach with

someone than having overview of what's going on.

So I'm not gonna go through all of the channels

one by one.

We just don't have time.

So I've picked the one that I think needs immediate

attention. The stuff puts your account so we really under

used this channel.

We don't use it strategically, and it's become a bit

of a notice board for pieces of disconnected information.

We've come such a long way with me or Jalan,

but the week and focus on the fixed sections and

content on It's such a great channel for us on.

I do think the Twitter account could have the same

level of engagement.

We now go over 2000 followers, which is great.

But to my knowledge, we've never actually done any analysis

around who are followers actually are.

We are the staff account, but how many of our

followers are actually staff one of those star followers?

What's the split between academics and professional service is We've

got a lot of academics I know who are very

active on Twitter on the college accounts.

Could we be using our staff account more effectively when

trying to target academics who interacts with us the most

and who are most influential followers?

But how could we use this to our advantage?

These are all things that we need to know.

In order to start using Twitter effectively, the plan campaigns

and really engage our audience rather than just brought costing

information at them.

I also do think we should all be in putting

into creating Twitter content like we currently do, but it

does need that someone to have oversight of it is

there needs to be more thought behind what we're putting

out as a team rather than individually just putting bits

and pieces on.

This is just one example of the many channels we

have However, I do think it's important to take stock

of our channels and how we're currently using them as

overall, there's no point coordinating all of our central channels

if some of those channels simply aren't currently being used

effectively. So why am I talking about measurement close?

I think in order to effectively coordinate, you need to

know about them.

We talk about measurement and we advise people to do

it. But how good are we actually doing it ourselves?

It's all very piecemeal at the moment.

Someone will pull a really interesting start for were Harlem.

I will talk about it briefly in a team meeting,

but that's where ends measurement shouldn't be a one off.

It should be embedded in the culture of our team.

What you need to be measuring everything that we can

not only to help us in our planning but also

justify what we do to senior leadership.

I know that we can't measure everything, but what we

can measure we should be doing on a monthly basis.

Every member of the Internal Comms team should be responsible

for measuring the impact of their projects as they happen

and then coming together once every five or six weeks

to discuss.

I feel that this is something that the great six

can lead on.

We can integrate this into a planning meeting, so go

through our planner as well and use it to help

us plan our content of the channels were using more

strategically where we can.

It will also help the person who has oversight over

the channels as it will help identify gaps when we

might need a new channel or noble that needs improving.

So now that all our ducks in a row, how

do we solve the problem of that one person having

that overarching view of what's happening on the road ahead?

Well, first things first, a quick fix.

But the planet needs a revamp whilst it functions.

Okay, now it tells need improving.

For example, the Twitter column.

So I, for one, am still using sprout social to

schedule tweets.

But I know that no, everyone is again another example

of thistle not working the same day today.

So when the Twitter boxes checked, there's no way to

tell if it's been scheduled for a specific time.

Ah, nde, for example.

I've had a couple of tweets scheduled days before in

Sproul, but they were scheduled for later in the day.

For whatever reason, someone else has also tweeted the same

content. First thing thinking that I hadn't been put out

yet. The college channels Tick box doesn't work very well

either. On definitely needs looking out we're taking it but

then still messaging the college team with the specifics on

to check against pick top again.

This leads back to a discussion with the whole team

about day today, working on making sure everything is aligned.

I think the whole team should be consulted, but the

Great six should lead discussions to come up with a

planet that works for everyone.

The Big East.

So having an overarching you of what's going on in

bigger than host internal homes.

In order to have effective oversight of our central channels,

we need to know what's happening across communications as a

whole as well as the white, A university and externally.

So we tried to have that approach with the external

team, but it never worked because we were brought into

their meeting, which was already established on work from their

partner with primarily their content.

It also didn't give us any insight as to what

was on the horizon in other areas.

So I think that we need to align the teams

more strategically So internal communications.

External Student Calms Socially Digital I know people hate toe,

have more meetings, but I really do feel that setting

for working group once a month to discuss upcoming content

will be extremely beneficial worth.

Well, for the whole of comes no, everything's going toe

ally, especially for us.

We were internal only, but it will enable our teams

to strategize.

For example, Student comes might say it's mental Health Awareness

Week next month on external might have a really good

bit of research that could fit into that.

We could then give an internal spin, promoting well being

pages or training as a group.

We can then agree on what channels to use, so

we have a ball joined up approach, and there's also

much more awareness of what's happening across every area.

Analytics like I mentioned for our team, something that's probably

under used across comes but should also be a feature

of this meeting.

So if each team were tracking, using and sharing relevant

analytics with the group.

It would lead to better strategic decisions around messaging and

what works and what doesn't.

For example, someone from external might say Our analytics told

us that this story about ex wives that is really

popular. We think it has some longevity on with be

of interest to staff in S s A.

We can then push it through the college tunnels.

Part of this meeting, I think, should be a shared

strategic planner so akin to R I.

C planner that each member of the working group can

impotent to.

So we use it to plot content that could have

relevance to other areas of calms, like content for Science

Week on Does a side note This is something that

the FBI column calendar needs to fit into?

It shouldn't be laborious, but ultimately, as well as encouraging

more cross content sharing, it will enable us to have

the oversight that we've been lacking that leads us on

to my Laffitte senior leadership.

So with our university projects such as Theobald staff sessions

or currently the campus reopening information, it's important to know

whether that content we're putting out has been signed off

by senior leadership.

We just don't know that from looking at the planner

in its current form.

So first of all, we really need to add something

into the planner to show whether it's been approved.

But for everything else, sometimes it is its simplest, sending

an email to Jackie to check.

But it's not feasible to be sending Jackie emails for

every bit of content.

And as she's in a lot of meetings, you can't

always be sure of a timely response.

S l g meet fortnightly my head, Ofcom's attempts as

well as Jackie.

So what idea is on the Monday before the meeting?

Drop our head of Commons and email with anything up

coming from the next two weeks that we can see

hasn't been approved in the planner, Um, for them to

take to S L J.

If that isn't already a stunning agenda item for comes

than that could be one much.

This could be raised under.

So the head of Combs Denver pulls back after meeting.

Obviously, this is in an ideal world where we know

what's coming up, and we don't get things last minute.

But in which case it will be a case of

knowing what needs to be checked with Jackie or the

head of calms, but at least this way it will

hopefully streamline the process.

So to round up quickly, as shown, were definitely lacking

someone who could take control of the channels, coordinating them

but also making sure that they're effective.

And we're using them in the best way.

Like I've spoken about, I really do feel that the

Great Sixes immediate focus should be the leading on the

revamping of the planner, looking at all of our available

channels to see if we're using them in the most

effective ways and knowing our day today, ways of working

and making sure that we're all on the same page.

Only then can they effectively have oversight and coordination of

the central communications channels.

Oversight and coordination of the central communications channels

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