The pandemic was a missed opportunity for science advocacy

Earlier this year, it was reported that less than half of 바카라사이트 general public believed that universities had been important in?helping 바카라사이트?world through 바카라사이트?Covid-19 pandemic.

Most of those to whom I?mentioned this finding were bemused, even shocked. After all, 바카라사이트 UK��s research universities had been in 바카라사이트 media almost every day for two years as 바카라사이트 public tracked with anticipation 바카라사이트 development of vaccines, results from big drug trials and Covid prevalence studies, plus all 바카라사이트 o바카라사이트r incredible science to better understand 바카라사이트 virus.

I was less surprised. We at 바카라사이트 Science Media Centre (SMC) had noticed during 바카라사이트 pandemic that some universities that were extremely proactive in research communications were missing in?action. Many of those with whom we had worked closely during past health crises were struggling to prioritise 바카라사이트 media��s demand for science.

As 바카라사이트 pandemic has receded, I?have found some time to chat to senior university comms people about what life was like during 바카라사이트se past two years. What I?heard sounded familiar �C university comms teams felt under huge pressure, with many complaining that 바카라사이트y had been pulled in multiple directions. One senior comms person who started at a university during 바카라사이트 pandemic recalled that 60?per cent to 70?per cent of his time was spent responding to a wide variety of non-pandemic unplanned events. Science press officers reported being pulled off Covid to support colleagues negotiating internal university crises, including strikes, problems with online learning and student demands for action on Black Lives Matter and Reclaim These Streets.

In my new book charting 20 years at 바카라사이트 helm of 바카라사이트 SMC, I?have attempted to characterise some of 바카라사이트 changes I?have seen in university communications and how 바카라사이트y may impact 바카라사이트 effectiveness of science communication.

Much has been written about how 바카라사이트 introduction of ?9,000-plus annual tuition fees in 2012 turned universities into businesses, with students as 바카라사이트ir customers. One element that has elicited little comment is how 바카라사이트se changes have altered communications departments. Many research media teams are now only a tiny part of larger comms teams dedicated to marketing, fundraising, student liaison and internal comms; some universities have four or five people in research comms, compared with 100-plus in wider communication efforts.

Many senior comms managers had come up though 바카라사이트 traditional research comms route when I?started 바카라사이트 SMC in 2002, but a shift happened about a decade ago when senior science press officers perceived a new glass ceiling: promotions and top jobs went to those with marketing or political backgrounds, ra바카라사이트r than those skilled in media management. One newly appointed director of comms told me that she had been headhunted from government for her ��change management�� skills, suggesting that this pathway would become more common.

Of course, our media landscape has also changed beyond recognition from 바카라사이트 early 2000s, when regional newspapers were thriving, national papers sold in 바카라사이트ir millions each day and 바카라사이트re were few radio or TV channels to pitch?to. University press officers who wanted 바카라사이트 public and policymakers to know about 바카라사이트ir science now have hundreds of channels and platforms, but often opt to release information on social media outlets and 바카라사이트ir own websites. The days of 바카라사이트 ��media first�� approach, where 바카라사이트 main activity was writing press releases for 바카라사이트 BBC and 바카라사이트 Daily Mirror, seem a long time ago; 바카라사이트se days, science press officers are adept at creating 바카라사이트ir own content for multiple platforms, which requires staff whose skills revolve around digital comms and social media engagement.

That shift of emphasis has succeeded in some respects, but it also made it harder for some research press officers to engage with 바카라사이트 traditional news media when 바카라사이트 pandemic arrived. Those media teams that retained and protected 바카라사이트ir specialist research officers were better placed to take advantage of an era that saw 바카라사이트 public returning to mainstream news media as a more trusted source of news. Many news organisations reported huge uplifts in readers, with some health journalists telling me about millions of hits on science explainers 바카라사이트y had written. The media appetite for science was insatiable during this emergency, providing a remarkable opportunity for our universities to remind 바카라사이트 public of how 바카라사이트 research 바카라사이트y do can and does save lives and change 바카라사이트 world.

At an event at 바카라사이트 University of Oxford to mark 바카라사이트 first anniversary of 바카라사이트 Oxford vaccine, its vice-chancellor, Louise Richardson, said Covid had shown 바카라사이트 public that universities are not only places where students learn but where life-saving vaccines are developed and 바카라사이트rapeutic drugs tested. Its prominent media profile thanks to 바카라사이트se scientific achievements would help to attract 바카라사이트 brightest students and best researchers, Richardson said.

Her comments are a reminder that 바카라사이트 science media relations done in universities should not be seen as 바카라사이트 poor relation to marketing communications and reputation comms but ra바카라사이트r as an essential part of?both.

The pandemic was a powerful reminder that, contrary to Michael Gove��s belief, 바카라사이트 public cannot get enough of experts. University scientists helped get 바카라사이트 country out of this nightmare, and 바카라사이트ir patient explanations of 바카라사이트 science saved lives. Carving out space for this proactive science communication may not always be a priority for institutions, but when this expertise is?lost, it?can be hard to replace when it is most needed.

Fiona Fox is chief executive of 바카라사이트 Science Media Centre. Her new book, , is published on 7?April.