Melanie Hoskins

• Currently Registered Manager of 67 bed luxury private pay nursing home on Worcestersire/Warickshire/Gloucestershire border. Part of original commissioning team, started as Customer Relations Manager in July 2019 promoting and marketing the home, developing relationships with stakeholders and played a key role in implementing partnerships with CCG, CCQ and local GP, nursing and social services teams. was responsible for managing all enquiries from point of enquiry to admission including all fee negotiation and contract handling.
• I also supported the Commissioning Manager in the recruitment of all teams within the home, setting up induction systems, rota's and appraisal structures.
• I developed a solid 3 year business plan and have consistently exceeded targets on occupancy, carehome.co.uk, average weekly fee, staff retention and achieved overall GOOD first CQC inspection. I was promoted to Interim Manager in October 2021 and Manager in November 2021.

• As part of the commissioning team at Cavendish Park which opened in September 2019, I have been responsible for raising awareness of the home, engaging the community, enquiry generation, sales conversions, working to budgeted occupancy growth and achieving AWF
• Within 6 months of opening, the home reached almost 50% occupancy, at one point being 8 residents above budgeted growth
• I achieved budgeted AWF by March 2020 and achieved and have maintained a Carehome.co.uk score of 10, and a top 20 score for the West Midlands
• We were also shortlisted for a national award for community engagement and in March this year, the home home won the prestigious Pinders Award
• I have an excellent relationship with relatives, stakeholders and external teams and with all departments within the home.

Until the end of the financial year, as part of a 4 strong sales team, I was given 14 homes to support on enquiries and occupancy
Through determining barriers to sales, including identifying and escalating operational issues, upskilling, coaching and mentoring of Administration and
Reception staff, increasing stakeholders and managing average weekly fee, I made a significant impact on enquiry and conversion rate, increasing occupancy, despite a high number of deaths
At the end of the financial year, the Sales Team was restructured and I was promoted to Area Customer
Relationship Manager
I then supported 7 developments and I recruited and line managed 6 Customer Relationship Advisors within those developments
Together with a colleague who was also a CRM, we developed an induction strategy and process to ensure that the CRA's inclusion into the home was successful
I personally carried out all of the induction and training to the CRA's within my homes
I reported directly to the Sales and Marketing Director and had significant involvement with developing sales strategy, setting targets, reporting and liaising with the Senior Operations Director.

• I was responsible for developing and actioning all local marketing plans for multiple sites, managing events that promote the homes and bring about positive public awareness
• I handled all of the enquiries that came to my designated homes, uploading them to the EMS and following up
• This included show rounds, meet and greets and negotiating fees
• I worked closely with all of the Home Managers, very much in a supportive role to them, working to increase occupancy and promote excellent relationships within the local community
• I worked on maintaining relationships with stakeholders and increasing stakeholder contacts
• I used my extensive experience of working on a B2B and B2C level.

• I was first employed with Avery as Hotel Services Coordinator, responsible for running the Housekeeping and Laundry team and the Food and Beverage team, ensuring a consistent 5
• Hotel service
• During my time with Avery, I was given further roles and responsibility
• Accomplishments
• I put together my own Housekeeping team and developed an established group of 7 that stayed with me for the duration of my time there
• This contributed to a CQC Good in Well Led
• The Home was nominated for a CAP award, the prestigious award from the Continuing Advancement
• Programme
• This involves an unannounced inspection on all aspects of Housekeeping and Culinary from relevant paperwork, staff management and training and service delivery
• Standards are extremely high and everything is thoroughly audited over a 12 hour inspection
• My departments were inspected and achieved 96.8%, giving a double Gold Award
• I managed all major events for the home including open days and public events
• I organised charity events, local competitions, attended expos where I represented the Home and organised visits from the
• Mayor and local press, gaining publicity and exposure for the company
• I also handled all the enquiries for the home and was successful with good conversion rates and increasing occupancy
• I trained and mentored two Customer Service Advisers, developing and maximising their skills and service delivery.

Working for a Chinese herbal pharmacy I was responsible for making up prescriptions for patients visiting the clinic. This varied from a combination of tinctures or dried herbs from very detailed, specific prescriptions.

Managing a small self -employed team of 3 I ran a domiciliary care agency supporting older people in their own homes with cleaning, shopping, hospital visits and companionship. With a client base of 27 across the North Cotswolds, I also liaised with social services, OT and adult mental health teams.