P O S I T I O N D E S C R I P T I O N
1. DIVISION/
DEPARTMENT
MARKETING &
COMMUNICATIONS
2. LOCATION CAMBERWELL OFFICE
3. REPORTS TO CHIEF EXECUTIVE 4. SUPERVISOR
5. REVIEW DATES Revised: April 2013 Scheduled Review: April
2015
6. PRIMARY OBJECTIVE OF DIVISION
The primary objective of the Marketing and
Communications Division is to position Baptcare
as a preferred provider of Aged Care and Family
and Community Services in a contestable
market.
7. PRIMARY OBJECTIVE OF POSITION
Advise the CEO and Executive Leadership
Team on strategic marketing strategies that
position Baptcare as a preferred provider in a
contestable market.
Provide leadership in the marketing and
communication of Baptcare services to the
broader community and drive cultural
change within the team to ensure a
community engagement and client focus
8. PERSON SPECIFICATION
QUALIFICATIONS
Essential
Post graduate qualification in
marketing
Desirable
Tertiary degree in a business related
discipline
Accreditation as a Certified Practicing
Marketer (CPM) through the Australian Marketing Institute
(or international equivalent)
ATTRIBUTES, APTITUDES
AND COMPETENCIES
Essential
Proven ability to establish and
implement strategic marketing plans in a competitive, direct
service market place
Highly developed strategic marketing
campaign planning skills with proven ability to successfully
implement campaigns such as employee branding to raise the
public profile of Baptcare
Demonstrated commitment to providing a
high level of customer service consistent with
organisational values and objectives. Proven ability to form
strong working relationships with
internal stakeholders, particularly Corporate Development,
Aged Care Operations and Family
and Community Services to provide strategic input in the
packaging, communication and
marketing of Baptcare services
Understanding of market research
design and implementation and ability to uncover key
customer insights
Proven ability to establish and oversee
the implementation of fund raising strategies and
campaigns
Advanced relationship development
skills amongst external stakeholders and donors and the
ability to develop and implement community engagement
strategies
Highly developed public relations and
presentation skills including the ability to develop and
maintain positive relationships with the media
Working knowledge of the
potential of technological channels such as social media for the
marketing and communication of Baptcare services
Proven ability to establish Division
plans and to lead the Marketing and Communications team
through transformational change
Proven ability to establish performance
plans and to manage and provide informal feedback and
formal performance reviews to ensure both team and
individual objectives are achieved
Demonstrated ability to achieve goals
within set timeframes and within budget
Advanced written and oral communication
skills including attention to detail
Demonstrated ability to take initiative
and to be innovative G E N E R A L M A N A G E R , M A R K E T I N G & C O
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Policy development and implementation
skills
Project-management skills
Demonstrated commitment to ensuring the
health and well being of staff, volunteers and
contractors
Understanding of and sympathy with the
Christian ethos of Baptcare
9. EXPERIENCE
Essential
Extensive marketing experience in a
high-volume medium to large enterprise environment
involved in direct service provision
Experience in designing, implementing
and evaluating simultaneous complex and interconnected
marketing campaigns
Experience managing a media relations
program
Senior management experience in a
changing industry and organisation
Desirable
Experience in designing and managing a
Total Development Fundraising Program
Senior management experience in
a large, diversified human services organisation
10. ORGANISATIONAL ENVIRONMENT
BAPTCARE VISION AND
MISSION
Vision: “…caring communities for all...”
Mission: “…excellence in Christian care for
individuals, families and the community…”
BAPTCARE VALUES
Respect
Justice
Commitment
Integrity
Accountability
Co-operation
11. JOB SPECIFICATION
POSITION PURPOSE AND
CONGRUENCE
Key Result
Area
Accountability
Indicators
1. Strategy &
leadership
Baptcare is appropriately
positioned relative to
organisational mission and
environmental conditions through
proactive identification of new
strategic opportunities for
organisational transformation
Demonstrated contribution to
Executive Team in relation to:
Strategic analysis and formulation
Risk analysis and formulation
Operational management response
Demonstrated teamwork within the
Executive Team, including
development of constructive,
collaborative relationships
2. Operational
management
M&C team provides appropriate
advice, guidance and support in
the areas of marketing, public
relations (media & events) and
fundraising to line managers,
other General Managers and
Chief Executive within resource
targets and constraints (including
both proactive and reactive
activity).
Demonstrated internal customer
satisfaction with team service delivery,
including customer service culture,
continuous improvement and service
accountability
All promotional materials delivered to
a
high quality standard (alignment with
the Style Guide and funding body
requirements with no content errors)
Marketing campaigns designed as
required that meet business objectives
Budgetary targets met
KPI’s met G E N E R A L M A N A G E R ,
M A R K E T I N G & C O M M U N I C A T I O N S
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3. Financial
management
Effective financial management of
the M&C Division
Variance to budget
4. Team
leadership
Effectively lead and coach the
M&C team in a collegiate manner
Ensure Baptcare’s corporate goals
are met
Lead the development and
implementation of M&C’s divisional
plan
M&C team is cohesive, engaged and
focused on delivery of strategic goals
Internal customer satisfaction
Corporate and M&C Divisional goals
are met
Annual reviews are undertaken
5. Integrated
marketing
strategy
management
Maintain and refresh the integrated
marketing strategy annually to
meet the marketing requirements
of the business
Design individual campaign plans
and oversee implementation
Regularly monitor and evaluate the
results of each campaign within
the strategy including delivery of
metrics reports to the Executive
and Board
Strategy document up to date
Campaigns implemented on time and
within budget
Results reported to the Executive Team
and Board and corrective action taken
where required
Community brand awareness enhanced
and individual campaign targets
achieved
6. Public relations
management
Deliver promotional events as
required for new and existing
programs
Manage the media relations
program
Media crises effectively managed to
minimise reputational damage
Positive media coverage achieved
aligning with business need or strategic
objectives
Events delivered professionally in a
manner than enhances relationships
with external stakeholders
7. Fundraising
management
Oversee implementation of the
fundraising program including
bequests, trusts, sponsorship,
events, online, donor acquisition,
appeals, regular giving and local
fundraising campaigns.
Ensure compliance with the
relevant legislation and
Fundraising Institute of Australia
member Code of Conduct
Annual fundraising targets met
Fully compliant with the Fundraising
Institute of Australia Code of Conduct,
the Fundraising Appeals Act and the
Australian Charities and Not-for-Profit
Commission guidelines
Cost ratio targets met
8. Customer
engagement
Lead the design and
implementation of the Customer
Engagement Framework across
the business
Collect and trend customer data
from across the business for use in
strategic planning and new
program/site design
Customer Engagement Framework in
place across Baptcare with data
collected, analysed, trended and
reported to management and Executive
Team
9. Sales and
customer
service
With the CEO, lead the
development of a culture of
external customer service across
the business
Educate the business on effective
intake and follow up of customer
enquiries to ensure maximum
‘conversion’ of prospects to
customers
Ensure Baptcare is easy to access
for prospective customers
Easy access for prospective customers
available across the business with
customer enquiries promptly and
appropriately addressed
Sales pipeline managed, evaluated and
enhanced as required
10. Policy
development
Relevant and effective M&C
policies across Baptcare
All policies developed, implemented,
aligned and reviewed within agreed
timeframes
11. Continuous
improvement
Maintains continuous personal
and professional development
through: attendance at
professional development
sessions, industry discussion
groups and management courses
Demonstrated application of
contemporary, best practice technical,
managerial and leadership skills and
knowledge to Baptcare formal and
informal systems G E N E R A L M A N A G E R , M A R K E T I
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12. Networking and
collaboration
Strongly position Baptcare M&C
within Baptcare, other comparable
NFP’s, government and peak
bodies
Attendance at, contribution to and
recognition from discussion groups,
conferences, professional forums etc
13. Ethical decision
making
Baptcare mission & values inform
all decisions
Demonstrate decisions are based on
Baptcare mission and values
12. POSITION IMPACT
REPORTING RELATIONSHIPS:
The General Manager Marketing and Communications reports to
the Chief Executive. Seven other
positions report to the Chief Executive being:
General Manager Aged Care Operations
General Manager Family & Community
Services
General Manager Corporate Services
General Manager Mission Development
General Manager Human Resources
General Manager of Corporate
Development
Personal Assistant to the Chief
Executive
The General Manager Marketing and Communications has five
direct reports, being:
Marketing and Public Relations Manager
(1.0)
Fundraising Coordinator (1.0)
Bequest Officer (0.6)
Design and Online Communications
Officer (0.8)
Marketing & Fundraising
Administration Assistant (0.5)
The General Manager Marketing and Communications has three
indirect reports, being:
Senior Marketing and Communications
Coordinator (1.0)
Marketing Coordinator (1.0)
Marketing Officer FACS Vic (0.5)
DECISION-MAKING
CONTEXTS
(Note: all decision making contexts are informed by Baptcare
policies and delegations in force as
varied from time to time)
Decisions made by
incumbent with her/his team without referral to supervisor
Includes decisions in relation to:
Implementation and interpretation of
approved policies
Management of the M&C division
Coordination and assessment of
marketing, public relations and fundraising programs
Policy development with no major
budgeting or cultural implications
Recruitment and selection in the
division
Performance review of team members
Management of approved budgets and
responsibility for discretionary expenditure within
delegations
Decisions made by
incumbent after consultation with supervisor
Includes GM M&C decisions, and CEO and Executive Team
decisions in relation to:
Policy development with major budget
implications or cultural implications across areas of
responsibilities
Identified major opportunities for
growth and development of marketing and communications
services
Decisions that are
referred to the supervisor:
Includes final decision making in relation to:
Overall strategic directions and
position of Baptcare in relation to key performance areas in M&C
Salary levels and bonus payments
to direct reports G E N E R A L M A N A G E R , M A R K E T I N G & C O M M
U N I C A T I O N S
P O S I T I O N D E S C R I P T I O N
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KEY COMMUNICATIONS
Contact Team/Group
(Internal)
Purpose & Frequency
Baptcare Board To present strategic
updates on M&C goals, results and proposed
activities (as required)
Executive Team To monitor and
contribute to Baptcare’s strategic direction and for
information sharing (monthly and as required)
Chief Executive To provide
expert advice and seek guidance (as required)
Divisional General
Managers
To provide M&C advice and support in relation to
divisions (as
required)
M&C team To conduct team meetings
for planning, decision making,
achievement of goals, development of the team and
information
sharing (at least monthly, or as required)
To meet with direct reports for a regular review (at least
monthly, or
as required)
Program and site staff To build
positive relationships, gain insight into Baptcare’s internal
brand and communicate key announcements (as required)
Contact Team/ Group/
Organisation (External)
Purpose & Frequency
Baptist churches and
schools
To network, build positive relationships and seek donations
where
appropriate (as required)
Baptist Union of Victoria To network,
build positive relationships, run joint campaigns within
the Baptist community and ensure alignment in communications
to
the Baptist community (monthly)
Trusts & foundations To build
positive relationships, understand the requirements of the
trust and seek funding (monthly or as required)
Corporate supporters To build positive
relationships and seek funding (as required)
Government
representatives
To build positive relationships and plan joint publicity
initiatives (as
required)
Donors (current and
prospective)
To build positive relationships and seek donations (monthly
or as
required)
Customers and their
families (current and
prospective)
To conduct market research, better understand customer needs
and
promote the organisation (as required)
The general public
(primarily at events,
expos etc)
To conduct market research, better understand customer needs
and
promote the organisation (as required)
Selected external
consultants
To engage consultants for specific projects as required
Peak bodies To establish and nurture
relationships with peak marketing and
fundraising bodies and contribute to or lead industry forums
Similar organisations To
establish and nurture relationships with selected organisations for
benchmarking and networking
G E N E R A L M A N A
G E R , M A R K E T I N G & C O M M U N I C A T I O N S
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DECLARATION
My position description has been explained in detail and I
understand and accept the responsibilities
and authority as outlined.
Name:…………………….………………. Baptcare Representative:………….…………………….
Please Print Please
Print
Signature:………………………..……..…… Signature:…………………………………………………….
Date: ….../……../……. Date: ….../……../……
APPENDIX 1 –
ORGANISATIONAL CHART
