Creating a stronger, better connected University-wide Communications Community

The current vision for the Comms Community is as follows:

To establish an integrated communications profession across the University that meets organisational needs and fosters professional development opportunities for our communications staff.

The activities underpinning this vision are:

1. Clearly defined job families for communications roles
2. Programme in place to support pan-Oxford careers
3. Established communities working together to solve common challenges and develop enhanced ways of working.
4. Formal reporting (direct or matrix) to communications professionals.

The project will cover points 1 to 3 of the vision. 4 will be considered in due course, in particular as the Strategic Review of Professional Services progresses.
 

Several factors highlight the timeliness of this project:

• Community growth: Our community has grown significantly recently, predominantly in departments, and we should check that we are meeting the needs of all members, new and old.
• Your feedback: The Comms Community Steering Group has heard many diverse views on adopting this approach. The current Comms Community reflects some aspects of the definition of a Community of Practice, providing opportunities for training and information sharing. However, there is no formal mechanism for groups to come together to solve common challenges, develop enhanced ways of working or create a documented career path for the profession.
• Alignment with other professions: The rollout of Communities of Practice is a key part of Professional Services Together. They are increasingly being adopted across the University to enhance member engagement and support, as detailed on the University’s dedicated Communities of Practice webpage. 
• Learning from other Universities: Institutions like the University College London have successfully adopted the Communities of Practice approach to enhance communications quality and advance career pathways.

This project focuses on the University-wide Communications Community rather than the divisional and college networks that sit alongside it. Some interconnectivity exists between these groups, and any proposed changes will be assessed to ensure they align and provide mutual benefits.

The working assumption is that moving forward, the University-wide Community will focus more on strategic activities that advance the vision or deliver important community-wide improvement initiatives (e.g., career paths). All communications colleagues will be invited to participate in these activities, which typically focus on a project or sub-profession. This does not diminish the important role of college and divisional networks in sharing local information and coordinating and amplifying divisional and college messages.
 

Moving to the CoP model enhances the existing Comms Community rather than replacing it. Colleagues won’t need to reapply for membership, and all members will be automatically added to any new sub-communities, with the option to unsubscribe if they wish.

New members can still apply by completing the form on the Comms Hub. 

We are looking for colleagues to take this work forward in line with the Communities of Practice approach. There may be some funding available, but this needs to be confirmed.

Sub-communities are specific areas of specialisms within a wider Community of Practice. Creating sub-communities can be beneficial under the following circumstances:

• If the community has specialisms (event management, internal communications, digital communications, etc) that may require more focused discussion, collaboration and differentiated activities.
• Smaller sub-communities can enhance manageability and ensure active participation if a community has many members.
• They might be appropriate for targeted projects or objectives that need dedicated focus and resources.

All colleagues will belong to the Comms Community, with individuals deciding whether to participate in sub-communities. The full range of roles within a Community of Practice or sub-community of practice can be found on the University’s guidance pages.
 

Sub-communities will be driven by the number of colleagues interested in a particular area, ensuring adequate capacity and support. We aim to avoid overstretching the community, teams or individuals. Internal and external exemplars typically have between four to six sub-communities. Good practice suggests that each sub-community should have at least 20 colleagues interested in participating, with two to four colleagues volunteering to lead the group.

Leaders typically create the momentum to initiate the group and define its purpose and focus. They facilitate regular meetings that concentrate on solving challenges and sharing learnings.

There is no standard profile for a leader. While full-time employees might have more time to contribute, this is not always true. Leaders may assume the role to support their day job, share their experience, pursue personal development, or seek career advancement. The key attribute of a sub-community leader is enthusiasm.

Mentoring sessions are available through the University's People and Organisational Development team.

Forty one divisional colleagues came forward to provide their views in phase one. A summary is below:

• Diversity of perspectives: The Comms Community encompasses a wide range of views and core activities. This diversity needs to be considered in the community's development to ensure that varying needs and expectations are addressed.
• Building on existing strengths: Colleagues expressed a positive view of the current community activities and wanted to build on established strengths.
• There is an appetite for change: Several colleagues, especially those new to the University, working in small departments or wanting to stretch themselves, are seeking more opportunities for involvement in community-based initiatives.
• Support for professional growth: All colleagues wanted the community to aid their career progression and provide training. This was the most significant change those interviewed wanted to see. They felt it was more appropriate for a University-wide Community of Practice to advance than a department /college network.
• Practical support: Colleagues also spoke of their need for practical support and camaraderie to help address common communications-related challenges.

The team comprises members of the existing Comms Community Steering Group and colleagues who have proactively come forward and expressed an interest in helping with the formation process. While the project team doesn't have formal decision-making power, it will offer recommendations and disband once the Communications CoP is officially registered and a new Steering Group is in place.

Yes, it is planned for the board members to rotate after a set time.

In the coming months, the team will contact colleagues who have expressed interest in specific priorities, such as career pathways, knowledge sharing, and providing certain colleagues with on-the-job support, and the project will invite new participants.

The transition to a CoP is expected to involve grassroots members actively leading the current events programme. Additionally, existing and new sub-communities are anticipated to host additional events in potentially new formats (coffee mornings, surgeries, etc.) to enhance knowledge sharing and peer support. While an exact date for these changes can't be provided yet, the goal is to start implementing them during the 2024/25 academic year. Until then, the current Steering Group will continue to arrange monthly events, with input from the community and divisional communications leads.