Bluebird Care Oxford

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last inspection this key question was rated good. At this inspection this key question has now changed to outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. The provider demonstrated an outstanding commitment to creating a positive and inclusive culture. Clear values and policies promoted dignity, respect, and person-centred care, and staff consistently understood and embraced these principles. Staff spoke enthusiastically about the culture, describing it as supportive and inspiring.

The provider and manager were proud to share how they actively recruited people who were passionate about care. They explained how they showcase their business model at job fairs and college open days, ensuring potential recruits understand the organisation’s ethos. The provider told us, “This isn’t just a job, it’s a career. We want to attract staff who genuinely want a future in care.”

To make this meaningful, the provider involved existing staff in recruitment events, giving them the opportunity to share their experiences and answer questions. They said, “Our staff are our voices and expertise, what we say must have real value for potential new team members.” Staff confirmed this approach takes place and spoke positively about the impact. One staff member described their career with Bluebird as “sensational” and said the opportunities were “endless.”

This proactive and values-driven approach reflects a culture where people feel proud to work and grow, and where the provider goes above and beyond to attract and retain the right people.

The provider had exceptionally inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They always did so with integrity, openness and honesty.

Leadership was strong, compassionate, and inclusive. Staff consistently described managers as approachable, supportive, and committed to delivering high-quality care. One staff member told us: “The managers genuinely care, it means a lot to us, I feel the managers are there for the right reasons.”

Leaders promoted an open-door culture and encouraged staff to share ideas. We saw examples of this in practice. For example, innovative solutions were introduced, such as digital boards to track incidents, medication audits, and staffing oversight, ensuring transparency and accountability.

Learning culture and staff development were prioritised through personal development plans and the introduction of champion roles for medication and positive behaviour support.

Wellbeing-focused leadership was evident. For example, when staff experienced high levels of absence, leaders held supportive conversations and agreed structured plans.

Staff feedback reinforced this positive culture. Comments included: “We are so well trained, we don’t compromise on quality,” and “The managers genuinely care, all ideas are welcome, they are always looking for the best.” Leaders also supported staff through regular discussion groups, safeguarding training, and open forums for sharing best practice.

This demonstrated capable and inclusive leadership that prioritised people’s wellbeing, empowers staff, and drives continuous improvement.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was a whistleblowing policy and staff told us they felt confident raising concerns.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Policies on equality and diversity are in place, and staff described the workplace as inclusive. Training covers these areas, and staff felt respected. There was evidence of how the provider monitored and evaluated equality outcomes across the workforce.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Governance arrangements were robust and demonstrated a clear commitment to continuous improvement. Systems such as audits and digital dashboards were in place to monitor incidents, medication, and staffing, providing strong oversight. Where audits identified delays in reporting or gaps in detail, the provider acted promptly with targeted action plans to address these issues.

We saw evidence of a proactive approach to governance. For example, dedicated audit leads reviewed care notes to ensure language reflected organisational values, using findings to inform staff development.

Digital boards tracked incidents, medication errors, missed visits, and safeguarding concerns in real time. Follow-up actions were added to a Quality Improvement Plan (QIP), ensuring accountability and transparency.

Learning from incidents was embedded in practice. For instance, after a fall where key medical details were missed during a 999 call, the provider introduced a “high-risk alert” feature in customer profiles to make vital information visible to carers and emergency services.

Medication safety was strengthened through a countersigning process for all task changes and extra training on the “6 R’s” of administration following a near miss.

The provider told us “The aim of our governance is to ensure it is always looking for the next best things and how we can be better so we can achieve truly amazing outcomes for the people we support.” This ethos was reflected in the systems and culture we observed, which focused on learning and innovation to deliver high-quality care.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. The service demonstrated exceptional commitment to building strong partnerships and engaging with the wider community to improve outcomes for people and the sector. Leaders went beyond individual care planning to influence and inspire across health and social care. The manager played an active role in shaping workforce development and education initiatives. They told us “I’ve recently started doing some work with the Thames Valley Chamber of Commerce (in terms of quality assurance)” The manager explained the impact of this work and what it meant to them.

Their role as a sector champion included identifying barriers and using their experience and contacts to improve education and career pathways. Plans were in place for staff at all levels to speak with students, showcasing career progression opportunities and building confidence in the sector.

The manager also worked to challenge negative perceptions of care through social media, sharing positive stories and planning initiatives such as a “day in the life of a carer” video. These actions demonstrated innovation and leadership that extended far beyond the service, contributing to workforce sustainability and promoting the value of care work.

Stakeholders consistently described the provider as “responsive and collaborative”, and evidence showed they were influencing change at a regional level.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider demonstrated a strong learning culture and commitment to continuous improvement. Leaders and staff actively reviewed incidents and implemented changes to prevent recurrence.

Staff were engaged in learning through regular discussion groups and training sessions, which focused on best practice and proactive strategies. For example, carers attended sessions on dementia-related behaviours to understand that distressed behaviours were not personal and to learn effective de-escalation techniques.

Innovation was evident in care delivery. Introducing Jelly Drops(a form of hydration) to support hydration for people living with dementia, reducing hospital admissions and promoting dignity.

Also, reminiscence-based support to help people with dementia feel valued and connected, improving emotional wellbeing.

The providers digital dashboards in place to track incidents, medication audits, and staffing oversight, ensured transparency and accountability.

This approach showed a clear commitment to learning from experience, embracing innovation, and improving outcomes for people.