Education and/or Experience:
High School Diploma or Greater

Certificates, Licenses, Registrations: None required
Requirements of the position:
• Professional appearance
• Future oriented and optimistic
• Problem Solve
• Team Player
• Outgoing personality
• Results oriented/ able to close a sale
• Ability to make presentations to individuals and groups
• Sales skills
• Excellent communication skills
• Ability to work within the facility’s marketing budget

LANGUAGE SKILLS: Ability to write and understand reports, business correspondence and policy and procedure manuals. He/she has the ability to effectively present information and responds to questions from groups of executives, managers, clients, customers, and the public.

REASONING ABILITY: Ability to define and solve problems, collect data, establish facts, and draw valid conclusions. Ability to interpret an extensive variety of technical instructions in statistical or diagram form and deal with several abstract and concrete variables.

ESSENTIAL FUNCTIONS AND RESPONSIBILITIES:
Skills & knowledge to be developed with position – within 45 days of start date.
• Sales Skills
• Develop a "script outline" for making sales calls
• Cold call to potential referral sources-close the call/follow up plan
• 10 calls/day or 50 call/weekly
• Develop weekly sales call schedule (in person)-
Call to an established hospital discharge planner
Telephone call to a former referral source who stopped referring
Product, Service and Benefit Knowledge
Must understand and be able to explain products, services and benefits offered by facility to referral sources, potential residents family members and other inquirers
• Skills for Assessing Residents for Admission
Be able to review a potential resident’s chart and explain to a licensed nurse some of the reasons the facility would or would not be able to admit the potential resident.
• Nursing home regulations
• Read and familiarize self with State and Federal Regulations
• Read and understand last 2 facility surveys and be able to explain to the Administrator how you would explain the survey process and the last survey results to both a potential resident family and also to the referral source.
• Medicaid Guidelines
Be able to explain basics of Medicaid to the Administrator or Business Office Staff on eligibility requirements, where to apply for Medicaid, and financial requirements for a person to be and remain eligible for Medicaid.
• Medicare Guidelines
Be able to complete Secondary Payer Screen, basics of Medicare eligibility and benefits to either the Administrator or Business Office Manager.
• Be able to understand skilled criteria and Medicare admission criteria.
Duties of Position – Developed ongoing per time frame indicated
• Annual Marketing/ Sales Plan
To be able to show Administrator and regional vice president a written marketing plan that outlines at least the following areas:
A listing of current referring hospitals and potential hospitals to target in marketing plan.
A listing of current competition and our comparison (strength/weaknesses) to them.
Plans for at least quarterly community special events for the next 3 quarters.
A Plan for increasing Medicare and private pay census over the next 6-9 months.
A Plan for either maintaining the census or increasing the census over the next 6-9 months.
Tentative plans for a specialty program within the facility

• Family Contacts for Satisfaction
• The marketing staff should maintain a log of satisfaction contacts and calls with resident families. The goal should be at least 2-3 contacts per week regarding adjustment and satisfaction.
• Hospital Assessments
• The admissions staff should be responsive to calls from hospitals regarding potential admissions and respond to these calls in person within 2 hours. A formal response back to the hospital regarding admission (yes/no/need more time) by 5:00 p.m.
• Press Releases/Advertising
At least once per month a press release will be sent to the local newspaper regarding an upcoming activity or special event. A copy of the release should be maintained at the facility in a marketing notebook. All press releases /advertising must be approved by corporate Admissions Director
• Referral Special Events at Referral Location or at Facility
• At least quarterly, a referral special event should be provided to a referral group that would include a meal/refreshment and a brief tour presentation. These special events should include the Administrator and Director of Nursing.
• Development of policies and procedures pertaining to inquiries, tours, admissions
• The marketing staff should outline steps for handling inquiries, tours, and admissions when they are not in the facility. These should include the following:
Inquiry completion of inquiry form.
Tour — written tour script/outline ad training for back up tour guides. (tour packets on hand and available evenings/ week ends)
Admissions — instructions and flow of the admission paperwork.
• The admissions director will be responsible and responsive to providing inquiry information, tours, and admissions to the facility. If they are not available appropriate back up staff have been trained to "cover" when they are not in the facility.
• Handling Family Concerns and Complaints
• The admissions staff and the Administrator have reviewed the appropriate procedure for handling satisfaction and make every effort possible to be helpful to any family or resident who has a concern by listening and then directing the family to the appropriate staff member for resolution of their concerns.
• Handling Referral Concerns and Complaints
• The marketing staff and the Administrator have reviewed the appropriate steps when dealing with an upset referral source. When issues of satisfaction come up they are communicated immediately to the Administrator and an attempt is made within 24 hours to address their concerns.
• Conducting Facility Marketing/Sales Meetings and Maintaining Notes
• The admission director is responsible for at least a monthly marketing meeting and the taking of notes and action plans,
• External Marketing and Sales Calls
• The admission director is responsible for external marketing and sales calls. Time out of the facility will need to be coordinated with the Administrator. The minimum time outside the facility is 32 hours per week.
• Providing Staff Training in Areas of Inquiries, Tours, Admissions, and Sales Calls
• The admission director provides training in the following areas on a quarterly basis with back up staff as determined with the Administrator. These training sessions should be no more than I/2 hour in duration on a quarterly basis. Example: 1st Qtr. — Tours Styles, 2’1 QTR. — Handling Inquiries, 3rd Qtr. — Completing Admission Process/Paperwork, 4th QTR. — Making A Marketing Call/Presentation.
• Membership and Participation in Appropriate Community Clubs and Associations
The admission director should be an active member in at least one community club or association specific to our resident population. Such groups include but are not limited to Alzheimer’s, Arthritis, Cancer, Heart Association, blind, Deaf, Community Information networks, Chamber of Commerce, Continuity of Care, Senior Citizens Centers, etc.
• Facility Special Events
The marketing team should plan on at least one community invited special event each quarter. This can be a scheduled resident activity that is open to the community and not just for resident families.
• Assisting With Facility. Newsletter
The admission director should work with other staff to develop a facility newsletter that is printed every other month if not more often. The marketing admissions director should provide both articles and suggestions on ways to use the newsletter as a communication tool with potential decision makers and referrals sources. A copy of the current newsletter must be sent to the corporate office
Developing and Maintaining Facility Mailing List
The admission director is responsible for developing and maintaining a facility mailing list with the goal of at least 3 times the number of beds. i.e., 50 bed facility will have a goal of 150 names; a 100 bed facility will have a goal of 300 names.
Staying Current on Community Trends Including Changes in Hospitals and Other Facilities The admission director should be familiar with the market place including news and trends in the health care area. These trends include news on competitors, on the referring hospitals, and on individuals in the community who are influencing our business.
Conducting Competitor Surveys As Needed
Upon hire and at least annually there after and more often if possible, a tour of the top 3 competitors should be made and the marketing admissions director should remain current on census, rates and charges, and trends of the competition as needed.

Resident Rights: Promotes residents’ rights, assists residents to make informed decisions, treats residents with dignity and respect, reports suspected abuse or neglect and supports independent expression, choice and decision-making.

Leadership: Demonstrates willingness to try new tasks; generates new ideas for change; evaluates and recognizes priorities, selects effective team members, challenges others to learn, keeps current and integrates new information, communicates and models organization values, fosters high performance and recognizes the need for and provides adequate resources.

Quality Improvement: Applies quality improvement principles, tools, and techniques; assists in data collections; identifies processes for improvement in daily work; educates new staff in team process.

Environment of care: Demonstrates understanding of fire and emergency procedures, participates in fire and disaster drills, demonstrates understanding of safety and security procedures, applies safety and security precautions, demonstrates understanding of hazardous material plan and demonstrates proper use of equipment.

Infection Control: Applies hand washing principles during daily work; demonstrates understanding of isolation precautions; maintains personal hygiene; complies with OSHA standards in the work place and demonstrates understanding of cross contamination.

Information Management: Promotes confidentiality of resident information, logs onto the system using own password, logs off the system when leaving the work station and reports suspected violation of security/confidentiality issues.

INTERPERSONAL SKILLS: Demonstrates active listening techniques, gains support through effective relationships, treats others with dignity and respect, seeks feedback, sets clear standards for performance, evaluates job performance and provides effective feedback, establishes systems to measure effectiveness, efficiency and service and creates and maintains reporting mechanisms.

CONTINUING EDUCATION: Attends inservice and education programs; attends continuing education required for maintenance of professional certification or licensure or standard of work performance.

PHYSICAL DEMANDS: The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. While performing the duties of this job, the employee is frequently required to stand and walk. The employee is occasionally required to sit; use hands or fingers; reach with hands and arms; and talk or hear. Frequent local travel is required. Frequent use of cell phone, phone and computer will be required.

WORK ENVIRONMENT: The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. While performing the duties of this job, the employee is occasionally exposed to blood or other body fluids, fumes or airborne particles and toxic or caustic chemicals. The noise level in the environment is usually moderate.

Education and/or Experience: High School Diploma or Greater

Certificates, Licenses, Registrations: None required
Requirements of the position:
• Professional appearance
• Future oriented and optimistic
• Problem Solve
• Team Player
• Outgoing personality
• Results oriented/ able to close a sale
• Ability to make presentations to individuals and groups
• Sales skills
• Excellent communication skills
• Ability to work within the facility’s marketing budget

LANGUAGE SKILLS: Ability to write and understand reports, business correspondence and policy and procedure manuals. He/she has the ability to effectively present information and responds to questions from groups of executives, managers, clients, customers, and the public.

REASONING ABILITY: Ability to define and solve problems, collect data, establish facts, and draw valid conclusions. Ability to interpret an extensive variety of technical instructions in statistical or diagram form and deal with several abstract and concrete variables.

ESSENTIAL FUNCTIONS AND RESPONSIBILITIES:
Skills & knowledge to be developed with position – within 45 days of start date.
• Sales Skills
• Develop a "script outline" for making sales calls
• Cold call to potential referral sources-close the call/follow up plan
• 10 calls/day or 50 call/weekly
• Develop weekly sales call schedule (in person)-
Call to an established hospital discharge planner
Telephone call to a former referral source who stopped referring
Product, Service and Benefit Knowledge
Must understand and be able to explain products, services and benefits offered by facility to referral sources, potential residents family members and other inquirers
• Skills for Assessing Residents for Admission
Be able to review a potential resident’s chart and explain to a licensed nurse some of the reasons the facility would or would not be able to admit the potential resident.
• Nursing home regulations
• Read and familiarize self with State and Federal Regulations
• Read and understand last 2 facility surveys and be able to explain to the Administrator how you would explain the survey process and the last survey results to both a potential resident family and also to the referral source.
• Medicaid Guidelines
Be able to explain basics of Medicaid to the Administrator or Business Office Staff on eligibility requirements, where to apply for Medicaid, and financial requirements for a person to be and remain eligible for Medicaid.
• Medicare Guidelines
Be able to complete Secondary Payer Screen, basics of Medicare eligibility and benefits to either the Administrator or Business Office Manager.
• Be able to understand skilled criteria and Medicare admission criteria.
Duties of Position – Developed ongoing per time frame indicated
• Annual Marketing/ Sales Plan
To be able to show Administrator and regional vice president a written marketing plan that outlines at least the following areas:
A listing of current referring hospitals and potential hospitals to target in marketing plan.
A listing of current competition and our comparison (strength/weaknesses) to them.
Plans for at least quarterly community special events for the next 3 quarters.
A Plan for increasing Medicare and private pay census over the next 6-9 months.
A Plan for either maintaining the census or increasing the census over the next 6-9 months.
Tentative plans for a specialty program within the facility

• Family Contacts for Satisfaction
• The marketing staff should maintain a log of satisfaction contacts and calls with resident families. The goal should be at least 2-3 contacts per week regarding adjustment and satisfaction.
• Hospital Assessments
• The admissions staff should be responsive to calls from hospitals regarding potential admissions and respond to these calls in person within 2 hours. A formal response back to the hospital regarding admission (yes/no/need more time) by 5:00 p.m.
• Press Releases/Advertising
At least once per month a press release will be sent to the local newspaper regarding an upcoming activity or special event. A copy of the release should be maintained at the facility in a marketing notebook. All press releases /advertising must be approved by corporate Admissions Director
• Referral Special Events at Referral Location or at Facility
• At least quarterly, a referral special event should be provided to a referral group that would include a meal/refreshment and a brief tour presentation. These special events should include the Administrator and Director of Nursing.
• Development of policies and procedures pertaining to inquiries, tours, admissions
• The marketing staff should outline steps for handling inquiries, tours, and admissions when they are not in the facility. These should include the following:
Inquiry completion of inquiry form.
Tour — written tour script/outline ad training for back up tour guides. (tour packets on hand and available evenings/ week ends)
Admissions — instructions and flow of the admission paperwork.
• The admissions director will be responsible and responsive to providing inquiry information, tours, and admissions to the facility. If they are not available appropriate back up staff have been trained to "cover" when they are not in the facility.
• Handling Family Concerns and Complaints
• The admissions staff and the Administrator have reviewed the appropriate procedure for handling satisfaction and make every effort possible to be helpful to any family or resident who has a concern by listening and then directing the family to the appropriate staff member for resolution of their concerns.
• Handling Referral Concerns and Complaints
• The marketing staff and the Administrator have reviewed the appropriate steps when dealing with an upset referral source. When issues of satisfaction come up they are communicated immediately to the Administrator and an attempt is made within 24 hours to address their concerns.
• Conducting Facility Marketing/Sales Meetings and Maintaining Notes
• The admission director is responsible for at least a monthly marketing meeting and the taking of notes and action plans,
• External Marketing and Sales Calls
• The admission director is responsible for external marketing and sales calls. Time out of the facility will need to be coordinated with the Administrator. The minimum time outside the facility is 32 hours per week.
• Providing Staff Training in Areas of Inquiries, Tours, Admissions, and Sales Calls
• The admission director provides training in the following areas on a quarterly basis with back up staff as determined with the Administrator. These training sessions should be no more than I/2 hour in duration on a quarterly basis. Example: 1st Qtr. — Tours Styles, 2’1 QTR. — Handling Inquiries, 3rd Qtr. — Completing Admission Process/Paperwork, 4th QTR. — Making A Marketing Call/Presentation.
• Membership and Participation in Appropriate Community Clubs and Associations
The admission director should be an active member in at least one community club or association specific to our resident population. Such groups include but are not limited to Alzheimer’s, Arthritis, Cancer, Heart Association, blind, Deaf, Community Information networks, Chamber of Commerce, Continuity of Care, Senior Citizens Centers, etc.
• Facility Special Events
The marketing team should plan on at least one community invited special event each quarter. This can be a scheduled resident activity that is open to the community and not just for resident families.
• Assisting With Facility. Newsletter
The admission director should work with other staff to develop a facility newsletter that is printed every other month if not more often. The marketing admissions director should provide both articles and suggestions on ways to use the newsletter as a communication tool with potential decision makers and referrals sources. A copy of the current newsletter must be sent to the corporate office
Developing and Maintaining Facility Mailing List
The admission director is responsible for developing and maintaining a facility mailing list with the goal of at least 3 times the number of beds. i.e., 50 bed facility will have a goal of 150 names; a 100 bed facility will have a goal of 300 names.
Staying Current on Community Trends Including Changes in Hospitals and Other Facilities The admission director should be familiar with the market place including news and trends in the health care area. These trends include news on competitors, on the referring hospitals, and on individuals in the community who are influencing our business.
Conducting Competitor Surveys As Needed
Upon hire and at least annually there after and more often if possible, a tour of the top 3 competitors should be made and the marketing admissions director should remain current on census, rates and charges, and trends of the competition as needed.

Resident Rights: Promotes residents’ rights, assists residents to make informed decisions, treats residents with dignity and respect, reports suspected abuse or neglect and supports independent expression, choice and decision-making.

Leadership: Demonstrates willingness to try new tasks; generates new ideas for change; evaluates and recognizes priorities, selects effective team members, challenges others to learn, keeps current and integrates new information, communicates and models organization values, fosters high performance and recognizes the need for and provides adequate resources.

Quality Improvement: Applies quality improvement principles, tools, and techniques; assists in data collections; identifies processes for improvement in daily work; educates new staff in team process.

Environment of care: Demonstrates understanding of fire and emergency procedures, participates in fire and disaster drills, demonstrates understanding of safety and security procedures, applies safety and security precautions, demonstrates understanding of hazardous material plan and demonstrates proper use of equipment.

Infection Control: Applies hand washing principles during daily work; demonstrates understanding of isolation precautions; maintains personal hygiene; complies with OSHA standards in the work place and demonstrates understanding of cross contamination.

Information Management: Promotes confidentiality of resident information, logs onto the system using own password, logs off the system when leaving the work station and reports suspected violation of security/confidentiality issues.

INTERPERSONAL SKILLS: Demonstrates active listening techniques, gains support through effective relationships, treats others with dignity and respect, seeks feedback, sets clear standards for performance, evaluates job performance and provides effective feedback, establishes systems to measure effectiveness, efficiency and service and creates and maintains reporting mechanisms.

CONTINUING EDUCATION: Attends inservice and education programs; attends continuing education required for maintenance of professional certification or licensure or standard of work performance.

PHYSICAL DEMANDS: The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. While performing the duties of this job, the employee is frequently required to stand and walk. The employee is occasionally required to sit; use hands or fingers; reach with hands and arms; and talk or hear. Frequent local travel is required. Frequent use of cell phone, phone and computer will be required.

Minimum Qualifications:
• Freedom from illegal use of drugs
• Freedom from use and effects of drugs and alcohol in the workplace
• Anyone found guilty by a court of law of abusing, neglecting or mistreating individuals in a health care related setting are ineligible for employment in the position

Contact: Covenant Dove
Email: spaden@covenantdove.com

Please send resume and cover letter