Heather Bishop Email and Phone Number

Founder of Always Caring Solihull Limited www.alwayscaring4you.co.uk .Delivering home care to older people in our local community. We deliver quality care and support with pride and passion . We have achieved a good CQC rating and work in partnership with county councils. We have developed a team of wonderful caring staff, who all want to and do make a difference to the people we support.

My role is working closely with the Managing Directors of their domiciliary care businesses (Franchise) to achieve outstanding results within the domiciliary care market.As a Regional Development Manager, I work with a range of different clients, including small businesses to well established Care Franchises. My role is to help the businesses grow, keep the business financially stable and ensure that the Franchises deliver exceptional quality of care. My role also ensures that care teams are able to work in the best possible environment for them to be successful and deliver the best possible outcomes for the business.

Sucessfully led on the commissioning of 80 bed residentail and dementia care home. My role was multi-disciplined to enable me to commission 80 beds residential and dementia care home and having operational responsibility for the management of the home. I had overall operational responsibility to recruit and train a quality staff team. I had operational responsibility to ensure the home was compliant within quality standards of care delivered to meet internal and external quality requirements. I was responsible to ensure the home was financially viable, setting the budget and ensuring the home grows within the budget framework. Marketing the home was another aspect of my responsibilities understanding the local market / competition and to build and grow the home within the local community amd key stakeholders.

As senior manager I led a large team with operational management responsibility for 13 integrated housing and care services for older people and had responsibilty for a mobilising a reablement unit. I lead on the delivery of 5000 plus care hours a week of personal care needs to support and ensure residents can live as independently. I have strong business acumen and have experience of managing and leading organisational change. I lead on strategic priorities, operational care and housing management. I led managers empowering and supporting them to lead an operational service of registered managers and the wider team of 400 staff in my service. I ensured the services were commercially and financially viable and the changing needs of funding was maximised. Stakeholder relationships / partnerships were essential to ensure all revenue links were preserved. I had responsibilities to grow the business and to move the culture of the team to think and behave commercially to meet the changing environment of care. Reputation and quality of service delivery was paramount and passionate about quality services leading my team in creating an open and honest culture. I look at best practice in the industry and always celebrate our success to motive the team and as important learn from the things we don’t do so well. I keep up to date with all current and pending legislation and ensue my team fully understand the impact of these to the business.

I led a team of multi-disciplined managers to manage 6000 units of rented accommodation and 6 residential dementia care homes across a large geographical region. My key responsibilities were the strategic, financial and operational management of the region whilst delivering high quality services within corporate objectives. Responsible to ensure the services were fully compliant with all relevant regulation and legislation this is across all services, extra care, residential care homes, housing and leasehold locations.My strategy was to grow the services within the local communities by seeking all opportunities, deliver services to the highest standards, by listening to our customers, working with stakeholders, keeping abreast with best practice to ensure we meet local and national priorities and more importantly improve the quality of life for our customers. Successfully managed care homes within key performance indicators of 30% Gross profit with staffing costs not exceeding 55% of the gross income. Successfully led staff through external inspection audits for CQC for compliance. Exceeded KPI targets, such as complaint management responses within 14 days, staff sickness and turnover reduced.Led a team of Business Development Managers to support the business to ensure services meet local market priorities, leading on business appraisals, recommending investments in line with the asset management strategy and managing the business external relationships with our key stakeholders. I was also responsible for the national Supporting people strategy, leading my team in the management of 134 Supporting People contracts.

Led a team of managers responsible for rented, shared ownership and leasehold properties. My key role was the strategic and financial management of these properties, having responsibility for a budget in excess of one million per year. I was responsible for the service charges within all schemes and had to ensure services were delivered within strict financial regulations. Responsible for developing and implementing service level agreements. Worked in partnership with key stakeholders internal and external to ensure customers received quality services that met their changing need and a customer focused service was delivered.

Led a large team of managers to deliver housing management services across 1300 units, providing a specialist service to vulnerable people.Key achievements• Achievement of directorate targets, and all budgets within target• Restructured the emergency out of hour’s warden service to provide cost savings to the council. Senior Housing Officer -Nuneaton and Bedworth Council From 1st April 1997 to 31st March 2000Led a team from an area office offering housing services to general needs and supported services , dealing with full generic estate management duties, dealing with rents, voids, nuisance, tenancy management and enforcement, leasehold issues, illegal occupation, estate improvement and resident involvement.

Responsible for the day to day housing management of 1000 properties general needs and supported housing. Key achievements• Increase in rent collection to 97% following the development of a rent arrears action planHousing Assistant -Tamworth Borough CouncilFrom 2nd December 1984 to 18th February 1990 Responsible for the allocations, rent arrears, homelessness for general needs and supported housing. Key achievements• Maintained targets and delivered excellent customer services.