Bluebird Care (Doncaster)

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence. This is the first assessment for this newly registered service. This key question has been rated good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 75 (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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. The information gathered during initial assessments was used to develop personalised care plans, which included details about people’s wishes and preferences. People and relatives were involved in care planning and plans were reviewed on a regular basis to ensure they were up to date.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

People were involved in planning their care and support. The care and support planned for people reflected their choices and preferences.

Staff were supported through training and supervision to deliver care and support to people in line with legislation, good practice and standards. A relative told us, “They assessed my relative and since then they [staff] have been superb.”

The registered manager regularly monitored and reviewed people’s needs which helped them make sure care and support continued to be delivered in line with people’s individual preferences.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Staff worked well with external professionals to ensure transitions were well coordinated and planned in line with people preferences. The provider had a process in place to escalate health concerns and records confirmed health professionals were involved in people’s care. People had information about their health available to them in ways they could understand. Staff told us they were well supported and had regular opportunity to share their views and now a consistent manager was overseeing the service they were confident action would be taken. The management team told us they worked closely with health and social care professionals to ensure people’s needs were met.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support. Care plans included information about people’s health needs and the support required to promote their wellbeing. For example, one person needed additional support, the service acted promptly, and calls were increased to support the person’s wellbeing.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves. Care plans had been reviewed to ensure they continued to reflect people’s needs. People were asked to give feedback about how their care was provided to ensure it met their expectations. A staff member told us, “I treat people as individuals and involve them in all decisions, so they feel empowered about their care and treatment. This leads to better outcomes and satisfaction.”

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. People and relatives confirmed they staff asked for consent before they provided care or support. Staff understood their responsibilities under the Mental Capacity Act 2005 (MCA). Staff told us how they communicated with people and gained their consent. One staff member said, “When care is refused, it’s important to understand the person’s reasons and ensure they have enough information to make an informed choice.”