We’re Hiring: Communications and Marketing Director

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SecondStreet.org is expanding and is hiring a new Communications & Marketing Director.

Interested candidates are encouraged to forward their resumes to Colin Craig ‒ colin@secondstreet.org.

Overall Job Description and Purpose:

The SecondStreet.org (SSO) Communications & Marketing Director is the senior manager responsible for the organization’s external awareness, visibility, and brand identity. The position leads the development and execution of integrated communications and marketing strategies that advance SecondStreet’s research, public-policy recommendations, and stories by expanding audience reach, strengthening subscriber engagement, and increasing impact
through earned media, digital platforms, targeted outreach, and digital subscriber and donor communications, including online and email-based appeals.

Reporting:

This position reports to SecondStreet.org’s president.   

Major Duties:

  • Work with the president to develop the organization’s communications plan and execute communications strategies that meet or exceed targets set in SecondStreet.org’s strategic plan. The Communications & Marketing Director coordinates the release of public policy briefs and ensures supporting content is available (e.g. videos, infographic videos, infographics, subscriber emails, etc.)
  • Responsible for the creation and production of external communications materials. This includes design, language, posting and distribution of varied and integrated communications materials both online and offline: news releases, website, videos, social media, brochures, etc. Ensures that all are of good quality and that all represent a consistent brand for SecondStreet.org.
  • Work with the president on executing ad buys maximizing use of contracted target audience findings and strategies. Leverage list and donor building goals.
  • Assist in editing content for the president and colleagues (e.g. provide a second set of eyes on policy briefs, videos, etc.). The Communications & Marketing Director is responsible for maximizing the use of contracted best language practices. 
  • Work with the president to pursue earned media attention: writing news releases and editing columns, policy briefs, etc. Serve as first point of media contact. Screen media queries for the president, storytellers and provide information on background as requested. 
  • The Communications Director works to develop relationships with media to increase exposure – coverage of SSO content and SSO reaction to issues.
  • Work with SSO contractors to manage SSO’s social media channels, regularly posting content to Facebook, Twitter, Instagram, LinkedIn, and YouTube. Content will include SSO-developed material (videos, infographics, columns, reports, etc.) as well as news stories and content from like-minded organizations. Work with and instruct third-party graphic design artists to develop infographics.
  • Regularly update the organization’s website.
  • Assist with and represent SSO publicly at events, conferences, and related networking/promotional opportunities. Provide input (and author as requested) distributed content and promotional material.
  • Work with staff to track and analyze data related to communications tasks and discuss ways to improve both measurements and outcomes. 
  • Identify trends and insights to optimize and influence future work. Work with the president and Outreach Director to brainstorm, pilot and measure new approaches.  
  • Be prepared to contribute to regular staff meetings and plans including the organization’s strategic plan. 
  • Look for and attend networking related and professional development events.  
  • Other duties as assigned. 

Working Conditions:

  • The Director of Communications & Marketing is a full-time salaried position operating remotely. In-house support is minimal. 
  • Although flexibility with hours may be granted, the Communications & Marketing Director keeps regular office hours and will sometimes be expected to work overtime to meet deadlines and commitments.
  • Travel is occasional.
  • All work-related expenses and travel will be reimbursed including networking related and professional development expenses. All expenses must be cleared by the president. Expenses must be itemized and submitted to the Executive Secretary at least once a month.  
  • SecondStreet.org will cover the cost of basic home office expenses including internet and cell phone.  
  • Keep up with news and current events related to public policy. 
  • Be self-motivated and prepared to work independently as peer interaction is limited.

Performance Measurement and Reporting:

The Communications & Marketing Director’s performance will be evaluated based on the responsibilities outlined in this job description and his/her contributions towards the organization’s targets as noted in the three-year Strategic Plan alongside the annual Communications and Marketing Plan. A performance review will take place after the director’s third month with the organization and annually thereafter.

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Prevention – reduce demand in the first place

If Canadians lived healthier lives, we could reduce demand for emergency services, orthopaedic surgeries, primary care and more. 

For instance, if you visit the Canadian Cancer Society’s website, you’ll read that “about four in ten” cancer cases are preventable. The Heart and Stroke Foundation notes that “almost 80 percent of premature heart disease and stroke can be prevented through healthy behaviours.” A similar number of Diabetes cases are also preventable. 

Many joint replacements and visits to ERs and walk-in clinics could also be avoided through healthy living. 

To be sure, not all health problems can be avoided through healthy living – everyday the system treats Canadians with genetic conditions, helps those injured in unavoidable accidents and more.  

But there is an opportunity to reduce pressure on the health care system through Canadians shifting to healthier lifestyles – better diets, more exercise, etc. 

To learn more, watch our Health Reform Now documentary (scroll up) or see this column. 

Partner with non-profits and for-profit clinics

European countries will partner with anyone who can help patients. 

It doesn’t matter if it’s a non-profit, a government entity or a private clinic. What matters is that patients receive quality treatment, in a timely manner and for a competitive price.  

In Canada, governments often delivery services using government-run hospitals instead of seeing if non-profit or private clinics could deliver the services more effectively. 

When governments have partnered with non-profit and private clinics, the results have often been quite good – Saskatchewan, Ontario and British Columbia are just a few examples of where partnerships have worked well. 

Canada should pursue more of these partnerships to reduce wait times and increase the volume of services provided to patients.  

To learn more, watch our Health Reform Now documentary (scroll up) or see the links above. 

Make cross border care more accessible

In Canada, citizens pay high taxes each year and we’re promised universal health care services in return. The problem is, wait times are often extremely long in our health system – sometimes patients have to wait years to see a specialist or receive surgery. 

If patients don’t want to wait long periods, they often have to reach into their own pocket and pay for treatment outside the province or country. 

Throughout the European Union, we also find universal health care systems. But a key difference is that EU patients have the right to go to other EU countries, pay for surgery and then be reimbursed by their home government. Reimbursements cover up to what the patient’s home government would have spent to provide the treatment locally. 

If Canada copied this approach, a patient waiting a year to get their hip operation could instead receive treatment next week in one of thousands of surgical clinics throughout the developed world. 

Governments benefit too as the patient is now back on their feet and avoiding complications that sometimes come with long wait times – meaning the government doesn’t have to treat those complications on top of the initial health problem. 

To learn more, watch our Health Reform Now documentary (scroll up) or this shorter video. 

Legalize access to non-government providers

Canada is the only country in the world that puts up barriers, or outright bans patients from paying for health services locally. 

For instance, a patient in Toronto cannot pay for a hip operation at a private clinic in Toronto. Their only option is to wait for the government to eventually provide treatment or leave the province and pay elsewhere. 

Countries with better-performing universal health care systems do not have such bans. They allow patients a choice – use the public system or pay privately for treatment. Sweden, France, Australia and more – they all allow choice. 

Why? One reason is that allowing choice means some patients will decide to pay privately. This takes pressure off the public system. For instance, in Sweden, 87% of patients use the public system, but 13% purchase private health insurance. 

Ultimately, more choice improves access for patients. 

To learn more, watch our Health Reform Now documentary (scroll up) or watch this short clip on this topic. 

Shift to funding services for patients, not bureaucracies

In Canada, most hospitals receive a cheque from the government each year and are then asked to do their best to help patients. This approach is known as “block funding”. 

Under this model, a patient walking in the door represents a drain on the hospital’s budget. Over the course of a year, hospital administrators have to make sure the budget stretches out so services are rationed. This is why you might have to wait until next year or the year after for a hip operation, knee operation, etc. 

In better-performing universal health systems, they take the opposite approach – hospitals receive money from the government each time they help a patient. If a hospital completes a knee operation, it might receive, say, $10,000. If it completes a knee operation on another patient, it receives another $10,000. 

This model incentivizes hospitals to help more patients – to help more patients with knee operations, cataract surgery, etc. This approach also incentivizes hospitals to spend money on expenses that help patients (e.g. more doctors, nurses, equipment, etc.) rather than using the money on expenses that don’t help patients (e.g. more admin staff). 

To learn more about this policy option, please watch our Health Reform Now documentary (scroll up) or see this post by MEI.