MarComm Functional Review | Waterloo Budget Plan

Implementation
Role alignment
Strategy
Operating model
Change management
FAQs

Marketing and Communications Functional Review implementation

The University of Waterloo is implementing new Marketing and Communications structures as part of its three-year plan for financial sustainability.

Following extensive review, analysis and consultation with faculty and academic support unit leaders, the new structures will be led by University Relations and are designed to strengthen coordination, standardize roles and structures, improve brand and reputation stewardship, reduce duplication, and maintain effective support for faculties and academic support units.

The new approach will create a more focused and sustainable MarComm function. It moves the function from a baseline of 207 roles to less than 165 roles through a mix of already closed roles, open positions and limited targeted redundancies. The new organizational structure will deliver more than $3 million in long-term annual savings while strengthening institutional coordination, brand alignment and service quality.

The implementation also aligns MarComm roles with Waterloo’s broader work on job architecture, strategic talent management and performance management. This includes creating clearer role titles, more consistent job descriptions, stronger alignment between work and reporting relationships, and more visible career pathways across the function.

Why the change is being made

The functional review identified opportunities to strengthen coordination, standardize roles and structures, improve brand and reputation stewardship, reduce duplication and strengthen the way marketing and communications services are delivered across Waterloo.

Over time, marketing and communications roles, processes and service arrangements developed differently across faculties and academic support units. This supported local responsiveness, but it also created inconsistent job titles, varied reporting relationships, duplicated services, fragmented data and uneven access to specialist expertise.

The new organizational structures are intended to address these issues by creating a more unified, strategically aligned and data-informed function.

The new MarComm function is designed to:

strengthen institutional coordination
standardize roles, job descriptions and reporting relationships
improve brand and reputation stewardship
reduce duplication and cost
maintain effective and responsive support for faculties and academic support units
support clearer career pathways for employees
improve access to specialist marketing and communications expertise
focus more effort on strategic, advisory and audience-focused work

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Aligning roles with Waterloo’s job architecture

A significant part of the MarComm implementation involves changes to role titles, job descriptions and reporting relationships.

Most employees in the MarComm function will receive new or revised job titles and job descriptions. Many will also have a change in supervisor as the new structure is implemented. These changes are not only administrative. They are intended to align MarComm roles with Waterloo’s broader work on job architecture, strategic talent management and performance management.

These changes are intended to align MarComm roles with Waterloo’s Job Architecture Framework and broader strategic talent and performance management work. Waterloo’s job architecture organizes roles into clearer job families, career tracks and levels so that work is defined more consistently across the institution.

For MarComm, this means moving away from a model where similar work may have had different titles, levels, reporting lines and expectations in different parts of the University. The new structures create a more consistent professional framework for marketing and communications roles across Waterloo.

This work is intended to help employees and leaders better understand:

what each role is accountable for
how roles relate to one another across the function
what skills and experience are associated with different types of work
how employees can develop and progress within the function over time
how managers and leaders can support more consistent development, performance planning and career conversations

The new structure includes clearer career tracks for management, professional and support roles. These tracks are intended to support more transparent career progression and make it easier to understand how roles connect across faculties, academic support units and University Relations.

Example role titles

The following examples show how marketing and communications roles are being organized into clearer career tracks. These examples are not a complete list of every position in the new MarComm structure, but they show the broad hierarchy of role types that will be used across the function.

Career track	Marketing examples	Communications Examples
Management track	Director, Marketing Manager, Marketing	Director, Communications Manager, Communications
Specialist track	Lead Marketing Specialist Senior Marketing Specialist Marketing Specialist	Lead Communications Specialist Senior Communications Specialist Communications Specialist Communications Associate
Support track	Marketing Coordinator	Communications Coordinator

This structure is intended to provide more consistent job titles, clearer expectations and stronger alignment between role level, scope and accountability.

It also supports a more scalable structure for the University. As vacancies arise or teams evolve, Waterloo will be better positioned to assess roles against a common structure rather than creating one-off titles, isolated reporting relationships or highly localized job descriptions.

These changes will take time to fully embed. The initial implementation establishes the new organizational structure taking effect on August 1, 2026. The next phase will focus on how the function works in practice, including service pathways, prioritization, professional development, communities of practice and performance measures

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University Relations will lead on MarComm strategy

Marketing and Communications will operate as one integrated MarComm function, combining strategic planning, storytelling, brand, campaigns, channels and measurement to advance institutional priorities.

The new organizational structure emphasizes strategic direction from professional teams in University Relations, with many individuals and teams across the University remaining embedded with the teams they support.

Marketing will be led by University Relations across Waterloo. Central marketing services will support faculties and academic support units through institutional, project-based and ongoing support.

Communications strategy will also be led by University Relations, with service delivery from a range of embedded teams. Faculties will retain local communications teams, with communications directors reporting through University Relations and maintaining a physical presence and strong dotted-line relationships with faculty leadership. Communications activity for most academic support units will be delivered by teams who report to University Relations, with individuals co-located with service areas where appropriate.

Events and community relations roles have not been included in this phase of the functional review. These areas may be considered through further consultation and review.

Organizational structures

The new MarComm function is organized through two main branches within University Relations:

Marketing and Brand
Communications and Institutional Relations

These two areas will work together as one integrated MarComm function, with shared planning, coordinated priorities and aligned measures of success.

Marketing and Brand

Marketing and Brand will provide institutional leadership and specialist services in areas such as brand, marketing strategy, recruitment marketing, creative services, digital experience, market research, advertising, campaigns and performance measurement.

Communications and Institutional Relations

Communications and Institutional Relations will provide institutional leadership and specialist services in areas such as strategic communications planning, content, faculty and academic support unit communications partnerships, internal and leadership communications, student communications, media relations, issues management and government relations.

A full set of organizational charts are available for reference. These charts show the organizational structure expected to be in place as of August 1, 2026.

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How the new MarComm function will work

The new MarComm function will use a combination of central specialist services, faculty-based communications teams and centrally managed communicators aligned to specific units or portfolios.

Marketing will provide institutional leadership and specialized expertise in brand, marketing and advertising, recruitment marketing, market research, creative services, digital experience, performance measurement, governance, templates and advisory support.

Communications will provide strategic communications planning, editorial strategy and storytelling, internal and leadership communications, student communications, media relations, issues and crisis communications, and governance, standards and communications protocols.

This way of working is intended to create a more coherent experience for campus partners while preserving local insight and relationships where they are most needed.

Faculty communications teams will continue to support faculty priorities and local communications needs. Academic support units will continue to work with communicators and communications leaders who understand their priorities, audiences and operational context.

The transition will take time. During the coming months, MarComm leaders and team members will work with faculties and academic support units to identify and evaluate the work that needs support, clarify service pathways and ensure the new function is delivering the right services in the right ways.

Service Commitment

The initial Marketing and Communications Service Commitment explains how campus partners can work with the MarComm function.

The Service Commitment describes:

the services provided by Marketing and Communications
how campus partners can access support
how central and embedded teams will work together
how work will be prioritized
how service performance will be assessed
how services and ways of working will continue to evolve through feedback and regular engagement

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Change management for a more robust function

Employees in the MarComm function were briefed at a Town Hall on Thursday, May 28, 2026. Affected employees are receiving information directly about changes to their roles, titles, supervisors or reporting relationships where applicable. Human Resources and leaders across the function are supporting employees and teams through this transition.

Implementing the new MarComm organizational structure is the first stage of change. Most changes are expected to take effect on August 1, 2026. Some transition work may begin before then, but Workday and other systems will not be updated before that date and may take some additional time afterwards to fully reflect the changes.

This structural implementation is the first stage of the change. The next phase will focus on how the new function works, including work intake, prioritization, service pathways, process improvements and performance measures.

The transition will continue through the summer and fall. During this period, functional leaders, Human Resources and MarComm teams will focus on confirming reporting relationships, finalizing job descriptions, clarifying transition steps and supporting employees and leaders through the change.

The next phase will focus on how the new function works in practice. This will include:

confirming reporting relationships and transition steps
finalizing and sharing new job descriptions with affected employees
developing work intake and prioritization processes
clarifying service pathways
supporting teams as they adjust to new roles and ways of working
working with faculties and academic support units to understand ongoing service needs
reducing duplication
monitoring progress through communities of practice and regular engagement with leaders and campus partners
refining the approach based on feedback and operational experience

The implementation timeline is expected to include the following broad milestones:

2026
1. Jun
  1. Final HR transition planning, role confirmation, service planning, job description finalization and process preparation
2. Aug
  1. Expected implementation date for most role, reporting and structural changes
3. Sep
  1. Continuation of process redesign, communities of practice, service refinement and performance measures
2027
1. Jan
  1. Continued stabilization, review and adjustment of services, processes and ways of working

The University recognizes that this is a significant change for employees and for the campus partners who work with MarComm teams. The transition period will require patience, feedback and ongoing collaboration as the new structure is implemented.

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Frequently asked questions

Why is Waterloo changing Marketing and Communications?

Waterloo is changing how Marketing and Communications is organized to support financial sustainability, strengthen coordination, standardize roles and structures, improve brand and reputation stewardship, reduce duplication and maintain effective support for faculties and academic support units.

The new structures are also intended to create a clearer professional structure for marketing and communications roles, with more consistent job descriptions, reporting relationships and career pathways.

How many roles are affected?

The function is moving from a baseline of 207 roles to approximately 165 roles. This reduction is being achieved through already closed roles, open positions and limited targeted redundancies.

Are all employees in the MarComm function changing roles?

No. The degree of change varies by role. Most employees in the function will receive new or revised job titles and job descriptions. Many will also experience changes in supervisor or reporting relationship. Some roles will change more significantly than others.

Employees who are directly affected are receiving information about their individual role, title, job description, supervisor or reporting relationship.

Why are job titles and job descriptions changing?

Job titles and job descriptions are changing to align MarComm roles with Waterloo’s Job Architecture Framework and broader strategic talent and performance management work.

The goal is to create clearer role expectations, more consistent job levels and better-defined career pathways across the function.

When will the new job descriptions be available?

Functional leaders are working with Human Resources to finalize the new job descriptions. They will be made available to affected employees in the coming weeks.

What happens if my USG level goes down?

Employees whose role is moving to a lower USG level will receive information about this directly in their individual letter. The letter explains how the transition applies to their specific role and employment circumstances.

Employees with questions about their individual situation should speak with their manager or HR Partner.

What happens if my USG level goes up?

Employees whose new role reflects an increase in USG will receive information about this directly in their individual letter. Salaries will be reviewed following the May 1 salary increases and once all appointments within the new structure have been finalized. At that time, a review will also be conducted to determine whether any salary adjustments are appropriate.

Employees with questions about their individual situation should speak with their manager or HR Partner.

What happens if my USG level stays the same but my scope is changing?

Some employees may remain at the same USG level while experiencing changes to title, supervisor, reporting relationship or role scope. These changes are part of the broader alignment of job descriptions and reporting relationships across the MarComm function.

Where an employee’s individual role is changing, the details will be addressed in the information provided directly to that employee. Employees with questions about their role scope, salary or transition should speak with their manager or HR Partner.

When do changes take effect?

Most changes are expected to take effect on August 1, 2026. Some transition work may begin before then. Workday and other systems will not be updated before August 1 and may take some time afterwards to fully reflect the changes.

Will faculties still have communications support?

Yes. Faculties will retain local communications teams. Faculty communications directors will report through University Relations and maintain dotted-line relationships with faculty leadership.

In most faculties, communications support for departments and schools is not affected at this stage of the functional review. As implementation continues, there may be future conversations between faculty leadership, communications leaders and University Relations about communications and marketing support needs, service delivery models and alignment with institutional priorities.

Should any future changes affecting roles be contemplated, those discussions would occur through local leadership processes and with appropriate consultation and support.

How will academic support units receive communications support?

Most academic support unit communications support will be delivered through University Relations. Some unit- or portfolio-aligned communicators will provide dedicated or primarily dedicated support while operating within the central communications function.

As the transition begins, individuals will generally remain in the units they currently serve. Communications leaders and team members will work with academic support units over the coming months to identify and evaluate the work that needs support, clarify priorities and ensure the right services are being delivered.

This will be a transition period, and the University appreciates the support and patience of academic support unit leaders and teams as the new approach is implemented.

What if my role is no longer included in the MarComm function but my employment is continuing at the University?

Some employees perform work that has been assessed as no longer forming part of the future-state MarComm function, while their employment will continue at the University. For these employees, managers, with support from Human Resources, will reach out to explain what changes they can expect to their role and responsibilities.

In many cases, employees may continue to support transitional work as the University moves toward and beyond August 1, 2026. There will not be an immediate cutover for all work. The University recognizes that the implications of this change are significant and wide-ranging across campus, and asks for patience as leaders and teams work through the transition.

How will marketing support be accessed?

Marketing support will be provided through University Relations using project-based and ongoing support. Services will include brand, campaigns, creative, digital, research, governance, templates and advisory support.

More information about accessing support is included in the Marketing and Communications Service Commitment.

Are events and community relations included?

No. Events and community relations roles are not included in this phase of the functional review.
As implementation of the new structure continues, there may be future conversations between faculty or unit leadership and University Relations regarding events, community relations, communications and marketing support needs, service delivery models and alignment with institutional priorities.

Should any changes affecting roles be contemplated in the future, those discussions would occur through local leadership processes and with appropriate consultation and support.

Will work locations change?

There will be no immediate change in physical work location for teams without discussion with those teams and their current leadership.

In some cases, new working arrangements or physical work locations may need to be considered as the structure is implemented. Those arrangements will be worked through over the coming months with affected teams, leaders and Human Resources as appropriate.

Who can I contact if I have questions or concerns?

Employees with questions about their individual role, reporting relationship, salary, job description or transition should speak with their current manager or HR Partner.

A listing of Human Resources partners is available on the Human Resources website. Employees may also contact the University of Waterloo Staff Association for advice and support.

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