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Giving new staff a fresh start and not measuring them by predecessors

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Appointments to key roles in Schools, who understand central priorities, as well as School priorities

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Clear policies/guidelines around processes (e.g. changes to programmes etc.).

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School marketing staff need to be like the little colourful things on the bike spokes. We move as the wheel turns, sometimes closer to central and sometimes closer to our School, but always with the flexibility to move between the two.

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Patterns of negativity towards centre

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Built-in flexibility to accommodate the variance between schools.

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Clear roles and responsibilities

Well-defined objectives

Onboarding documents and handover, acronym cribsheet

Realistic and agreed expectations, well-understood ways of working

Balanced and adequate resources

Regular and consistent training on key skills and technologies to upskill and keep up to date with new skills (accredited/ CPD/ budget)

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Avoiding blame

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Guidelines, with flexibility where possible.

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Expectations, parameters – inconsistency

Unrealistic expectations from centre and Schools

Uneven resources

Unclear roles and responsibilities

Ill-defined objectives

Competing Priorities and deadlines

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Distrust of the centre

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Regular communication both ways

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Understanding of expectations and limitations of each area

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·       Both Schools and Centres need to feel their needs are met

·       stakeholder management and embedding a culture of one team rather than us and them.

·       Framework for good flow of information exchange embedded

·       Easy access to resources - hub and spoke welcome pack

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Trust and transparency to work towards common goals

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Communication in both directions

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Key stakeholders having relationships with Faculty Marketing Manager – boundaries and expectations and performance.

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·       Alignment – clear objectives

·       Targets

·       Clear lines of communication

·       Best practice and knowledge sharing

·       Learning from both micro and macro environment (education and wider marketing industry best practice)

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Toolkits – asset banks

Clear org chart with roles and responsibilities outlined, clear reference point

Clear communication channels between the spokes and hub and spokes

Clear leaders for different aspects – go-to people (tags/badges on org chart for champions/super-user)

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Clear and transparent processes and an understanding of roles

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Specialists in each area (marketing, comms, campaigns etc.)

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Doubling up of work

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Silo Working

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Strong relationship, mutual respect between School and Centre