Communications and Media

Introduction & Overview

Over the past quinquennium, the Communication and Media Department has played a central role in supporting the mission, witness and public presence of the British Union Conference. Operating within a rapidly changing communication landscape that has been shaped by the COVID-19 pandemic, digital acceleration, heightened public scrutiny and evolving expectations of transparency, the department has sought to communicate with clarity.

The overarching quinquennial emphasis on mission alignment and outward-facing engagement has significantly influenced the department’s priorities. Communication was not treated merely as information-sharing, but as a strategic ministry, connecting churches, institutions, leaders, members and the wider public to the life and values of the Church.

One defining feature of this period was the department’s growing responsibility in crisis preparedness and response. From pandemic-era communication to national media engagement, the department’s work increasingly operated at the intersection of mission, safeguarding, public trust and reputation management.

Departmental Targets

At the start of the quinquennium, the Communication and Media Department set several interrelated goals aligned with the wider mission and strategic direction of the BUC. These included:

• Strengthening internal and external communication across the territory

• Enhancing the quality, reach and credibility of BUC News and digital platforms

• Equipping leaders, ministers and churches through communication and media training

• Improving organisational readiness for crisis communication and media engagement

• Raising the public profile of the Church through positive storytelling and media relations

• Developing multimedia content that supports faith formation, discipleship and engagement

Alongside measurable outputs, the department prioritised values-driven goals such as transparency, collaboration, capacity building and mission-focused storytelling.

Assessment of Targets

Many of the department’s targets were met or exceeded, often under significant operational constraints.

BUC News continued to develop as a trusted communication platform, growing to approximately 6,000 subscribers and serving as a unifying channel across the Union. During periods of rapid change, particularly during the pandemic, it became a primary means of timely communication, information sharing and encouragement.

Training objectives were largely achieved. Regular media, communication and crisis-awareness training was delivered for BUC officers, departmental directors, ministers and regional leaders. These sessions strengthened confidence and consistency in public engagement and internal messaging.

Crisis-communication readiness was significantly strengthened. While no organisation anticipates crises, the department’s emphasis on preparedness proved essential when national media attention arose. Lessons learnt during these experiences informed a renewed approach to crisis communication, including the Executive Committee’s request that existing guidance be developed into a formal adaptable policy for the territory.

Some ambitions, particularly around large-scale national media collaborations, were only partially realised. These limitations provided valuable learning around capacity, resourcing and the need for clearer structural support when pursuing high-impact initiatives.

Achievements

Despite limited staffing and increasing demands, the department recorded several key achievements during the quinquennium.

News, Digital Communication and Public Enquiries

The department consistently gathered and published stories from across the territory, highlighting church life, institutional work and community engagement. Many articles were reproduced by the Adventist News Network and the Adventist Review, extending the reach of UK-based stories internationally. Local press outlets also republished selected features, strengthening community visibility.

The department managed the BUC website and oversaw Info Adventist, which became a key point of contact for public and media enquiries. Queries were handled with care and directed to appropriate recipients, supporting respectful engagement with external audiences.

Training and Capacity Building

Training remained a core emphasis. Communication secretaries, ministers, administrators and directors benefited from sessions on news writing, media engagement, crisis communication and spokesperson readiness. These initiatives helped embed communication awareness across the organisation.

Crisis Communication and Media Response

Annual crisis-communication training contributed to organisational preparedness. When the Church faced national media engagement related to historical safeguarding issues, the department worked closely with officers, legal advisers, safeguarding teams and regional entities to coordinate responses. While demanding, this experience strengthened learning, accountability and future readiness.

Media Production and Storytelling

The department supported and produced a wide range of multimedia content across departments and entities. Notable outputs included:

• A five-part Christmas carol video series viewed more than 12,000 times

• Year-end and milestone productions highlighting institutional anniversaries

• The State of the Union multimedia initiative aligned with strategic priorities

• The Faith Journeys series, sharing personal testimonies to encourage faith

• The launch of the Advent Film Project with the short film Promiscuous

These initiatives reflected a growing emphasis on narrative storytelling, faith engagement and creative expression.

Public Relations and Community Visibility

The department supported public-facing storytelling that enhanced the Church’s reputation. A notable example was media engagement around a Tottenham Lighthouse community initiative, which resulted in national ITV News coverage. Training also equipped churches and ministers to engage local media independently.

Challenges

The quinquennium presented several significant challenges.

The most persistent operational challenge was staffing. The department functioned for the duration of the term without a communication assistant, following a resignation that was not replaced. This limitation affected workload distribution, turnaround times and the ability to pursue additional initiatives.

Public relations at a national level also proved challenging. Although proposals were developed for major media collaborations, including a health-focused documentary, this initiative was discontinued due to insufficient structural and financial support.

Externally, the pandemic and subsequent national media scrutiny placed sustained pressure on the department. These experiences highlighted the importance of preparedness, clarity and a coordinated response, shaping lessons that will inform future work.

Conclusion & Forward Look

As the quinquennium concludes, the Communication and Media Department reflects with gratitude on God’s leading through seasons of challenge, growth and learning. The department remains committed to strengthening communication as a ministry that supports mission, trust and witness.

Looking ahead, key priorities include:

• Further alignment across communication, media and digital entities

• Continued development of multimedia storytelling capacity

• Finalising and embedding an updated crisis communication policy

The department is confident that, with God’s guidance and appropriate support, it is well positioned to continue serving the mission of the Church with integrity, creativity and purpose.

Acknowledgements

The department acknowledges with gratitude the dedicated service of its team and collaborators throughout the quinquennium. Special appreciation is extended to the Media Creative Manager and the Department Secretary for their commitment, professionalism and attention to detail, enabling significant progress despite limited resources. Thanks are also extended to colleagues who provided support in social media engagement, and to regional communication counterparts for their collaboration, shared learning and regular engagement across the territory.