It’s hard to believe that a year has passed since I joined the London School of Economics and Political Science (LSE), leading on the communications and knowledge exchange for the Care Policy and Evaluation Centre (CPEC). CPEC is one of the largest research centres at LSE, with a diverse array of research projects across social care, mental health, and other health issues. Untangling the complex challenges of a social care sector in crisis, it was clear from the onset that our research inherently ‘makes an impact’, which has made my job much easier.
It has been great working on ways to elevate this, including developing a new communications and impact strategy for the Centre; working with a designer to develop sector-specific illustrations; informing knowledge exchange activities for the 80+ projects housed within it; and supporting the communications and impact activities for our networks, including the upcoming 2024 International Long-term care policy Network (ILPN) conference, and the exciting Global Observatory of Long-Term Care (GOLTC), which is facilitating knowledge exchange globally. From all of this, I wanted to share a few insights I’ve picked up along the way — not necessarily grand revelations, but small truths that have helped me navigate the often-unpredictable world of research communications.
1. The Power of Partnerships and Cross-Promotion
One of the most significant learnings from the past year is the importance of building partnerships and leveraging cross-promotion. Most of the research we do at CPEC is in collaboration with public advisors, partner institutions, and policy and practice professionals. Working with them in to help promote outputs and events helps amplify their contributions. Furthermore, it’s been great to also meet with other communications professionals from across LSE to see how we can make the most of our synergies – and in essence, exponentially increase the reach of what we share.
Two great examples stand out to me upon reflection – one was a documentary premiere for ‘Holding Onto Hope: Can better mental health help young people climb out of poverty?’ produced by the CHANCES-6 project. Not only were we able to co-host the event with the LSE International Inequalities Institute which improved its reach and engagement, but we also were able to collaborate with the partner university in Brazil, Universidade Presbiteriana Mackenzie, and ensure that the young people featured in the documentary joined the premiere via Zoom for a live panel discussion. Another win has been collaborating closely with other communications colleagues working in the health and care space at LSE, including the Global Health Initiative, the Department of Health Policy, and LSE Health. By developing a working group and making connections across our channels, we increase the reach of our research and bolster each other’s successes.
2. Coordination is key
In a role that involves overseeing a comprehensive communications strategy, I’ve learned that coordination is key. With so many moving parts across different projects — social media, media relations, events, and online content — ensuring that all elements are aligned and working towards a common goal is essential. This extends beyond the communications team. It’s about working closely with researchers, project leads, and external partners to ensure that the messaging is consistent and impactful. This has been critical as we wrap up the five-year ESRC-funded Supporting Adult Social Care Innovation (SASCI) project: as a member of the team, I have worked closely with colleagues to clearly understand our target audiences, and design relevant knowledge exchange activities around that, including case studies from study sites.
3. Make processes and systems as clear as possible
Researchers and academics are known for being extremely busy, and often stretched across multiple projects. This means that time for working on communications activities is scarce, even when it has been built into project plans. To make things as efficient as possible, I’ve realised that it is important to clearly agree on the processes and systems needed for outputs and activities. Having a clear agreed system in place to produce briefing notes, plan events, and coordinate infographics means creating realistic timelines with review time built in. I’ve found that doing this upfront with research colleagues help developed a shared understanding of contingencies, and makes sure that everyone is on the same page.
4. Flexibility: Expect the unexpected
Having said all of that, I also know that between funder requirements, a changing political landscape, and unavoidable bureaucracies, things do not always go according to plan in the world of research communications. This is one of the most difficult things I’ve had to learn: being able to adapt when obstacles arise, and things can no longer go according to plan. As recent studies show, this is an essential skill in the twenty-first century workplace.
While the buzzword-ridden world of “agile” project management can seem a bit performative, at its core is a really valuable lesson: the ability to pivot when things change, and reprioritise resources. Something that really helps me do this is always having a clear understanding of the objectives of a communications plan, and a clear idea of who we are trying to engage with – this is often the first question I ask when engaging with a project or planning outputs.
5. The “Good Enough” Principle
Finally, bearing in mind the context of unpredictability, busy days, and competing priorities, I’ve also learnt that sometimes it is okay to accept things as “good enough”. This doesn’t mean settling for mediocrity, but rather recognising when a piece of work is sufficient to achieve its intended impact. It’s about balancing quality with efficiency and understanding that in the fast-paced world of research communications, getting the message out there is sometimes more important than polishing it to perfection, or focusing on minute details which won’t be as relevant to the audiences engaging with the content. This approach has allowed us to be more agile, meet deadlines more effectively, and deliver timely communications that resonate with our audience.
The Road Ahead
As I mark my first year at CPEC, I’m both reflective and excited about what’s next. Moving forward, I am eager to continue building on these foundations, exploring new ways to communicate the incredibly meaningful impact of CPEC’s research, and further developing our relationships with partners and stakeholders. The past year has been a journey of growth and discovery, and I look forward to many more milestones to come. Thanks to everyone at CPEC and our external partners for your support and collaboration over the past year. Here’s to another year of impactful communications and meaningful connections!