Bluebird Care (Reigate)

On this page

• Overview
• Learning culture
• Safe systems, pathways and transitions
• Safeguarding
• Involving people to manage risks
• Safe environments
• Safe and effective staffing
• Infection prevention and control
• Medicines optimisation

Safe – this means we looked for evidence that people were protected from abuse and avoidable harm.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people were safe and protected from avoidable harm.

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 had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

The provider had robust systems in place to record safety events, such as accidents and incidents. We saw evidence the registered manager routinely reviewed incidents with both staff and people involved, and ensured any learning was shared with the wider staff team. There was a proportionate approach to responding to safety events. Where incidents occurred, these were reviewed appropriately and actions, such as additional training or competency checks, were taken where needed. Complaints and incidents were monitored to identify themes, and learning was shared with staff to support improvements in practice.

Staff and senior meetings, supervision records and staff interviews confirmed learning was shared across the whole workforce to inform learning and mitigate future risks. Routine audits were undertaken to ensure information recording was consistent. The registered manager told us, “I complete a risk analysis every month and share with regional team. Any risk analysis that are put in place is implemented in [people’s] care plans or discussed in carers meetings. Risk analysis is checked by regional staff who do monthly analysis.”

The provider worked with people and healthcare partners to establish and maintain safe systems of care, in which safety was managed or monitored. They made sure there was continuity of care, including when people moved between different services.

Visits were monitored effectively to ensure they occurred on time and to identify any missed or delayed calls. Where concerns about punctuality were identified, prompt action was taken to mitigate risks and reduce the likelihood of recurrence.

Staff and leaders worked effectively with external professionals and agencies to ensure people received high‑quality, person‑centred care that promoted independence, supported confidence, and met their individual needs. One professional described the service as, “very efficient and competent.”

The provider had systems and processes to promote continuity of care through safe, timely, and coordinated transitions, including when people move between teams, settings, or external providers. Information was consistently shared in a structured and person-centred way, ensuring accountability and clarity of responsibility at each stage. We saw an example of how a person had been supported in all areas of their life as their needs changed. The provider told us, “As [this persons] needs increased, the team understood that supporting [their] emotional wellbeing and social connections was just as important as supporting [their] physical care needs. We worked hard to ensure the things that mattered most to [them] remained part of her life.” The registered manager also spoke about the importance of providing continuity of care at different levels. They told us, “If a customer goes into hospital we will go out and see them whilst they are in hospital to make sure they have everything they need, and to make sure they feel reassured. It's important for us to build those relationships with the nurses and discharge co-ordinators. We don’t want people to get lost in the system. We want to meet people and [support] a safe discharge.”

The provider worked with people and healthcare partners to understand what being safe meant to them and the best way to achieve that. Staff concentrated on improving people’s lives while protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect. The provider shared concerns quickly and appropriately.

Managers and staff knew what to do if they had concerns about the well-being of any of the people using the service. Staff were trained in safeguarding and followed the provider’s up-to-date safeguarding policies and procedures to identify, address, and report any safeguarding concerns. One staff member said, “We have had safeguarding training, so I know what signs to look for and who to report concerns to. I know that any concerns raised are taken seriously and investigated properly.”

Relatives said their family members were kept safe at the service. They gave us examples of how people were safeguarded and told us they were always informed if a safeguarding event took place. A relative commented, “Definitely, [my relative] is perfectly safe with them”.

People told us they felt safe and were confident with the care they received. One person said, ““I feel very safe with them and they are very good”.

The provider worked with people to understand and manage risks by thinking holistically. Staff provided care to meet people’s needs that was safe, supportive and enabled people to do the things that mattered to them.

Staff were confident people were safe; risks had been assessed and were mitigated effectively. Care plans included guidance on how risks should be managed to keep people safe. The management team continually reviewed risks and ensured staff had the skills and knowledge to deliver safe and effective care. A staff member told us, “I feel I have enough information available to manage risk because the [app] provides care plans, risk assessments and relevant notes. If I felt information was missing or unclear, I would raise this with the office.”

Staff understood each person they supported and used person-centred risk assessments to deliver care. These included clear instructions to support safe and consistent practice and reduce the risk of harm.

Systems were in place to support the prioritisation of risks using a RAG-rated (red, amber, green) approach. People’s care plans showed people, and where appropriate their families, were involved in decisions about how risks were managed. This helped ensure people were supported safely while maintaining as much independence as possible.

The registered manager had oversight of risk through frequent dialogue and reviews of people’s care with them, and through staff feedback which included when people’s needs changed. This ensured ongoing risk was managed effectively.

The provider detected and controlled potential risks in the care environment. They made sure equipment, facilities and technology supported the delivery of safe care.

The provider completed environmental risk assessments within people’s homes, which supported the safe delivery of care. These assessments formed part of the overall care planning process and helped ensure equipment and environments were appropriate for people’s needs. Equipment used to deliver care, and treatment was suitable and used properly. This helped staff provide care safely in people’s homes.

Staff had completed relevant training to support them to maintain safe working environments, including health and safety, fire safety and food hygiene.

The provider made sure there were enough qualified, skilled and experienced staff, who received effective support, supervision and development. They worked together well to provide safe care that met people’s individual needs.

Staff were recruited safely to the service. This included requesting and receiving references from previous employers, right-to-work documentation and Disclosure and Barring Service (DBS) checks. DBS checks are carried out to confirm whether prospective new staff had a criminal record or were barred from working with people at the time.

The service took into consideration people’s needs and preferences when staff were recruited, and what personal and professional qualities staff could bring to their work. Staff had opportunities to provide feedback on the service during staff supervisions and appraisals.

Staff received a comprehensive induction which gave them the skills and knowledge to deliver support in line with the providers expected standards of care. Staff were given opportunities to shadow experienced staff to ensure they understood their role and complexities of the service. A staff member told us, “I was really impressed with the thorough training provided before heading out onto the field and completing shadow shifts with the selected mentors…I then completed a 12-week probation where I had supervisions weekly which consisted of medication administration observations, face to face meetings and general observations. The office regularly checked in with me and given their active participation in my start with the company it made me feel very positive and confident that the care Bluebird provide follows the agreed ways of working.”

Staffing levels were reviewed on a routine and ongoing basis The registered manager told us, “To monitor time and attendance we review [our data] every 2 weeks. Schedulers have key performance indicators [KPI’s] and Care Field Supervisors have KPI’S they need to achieve. We look at this every 2 weeks, [and review] call duration [to ensure that people receive the right staff at the right time]”. People and relatives were generally positive, although we did receive feedback which stated staffing preferences had not always been considered at each visit. We shared this feedback with the registered manager, who was already aware of the issues identified and had commenced action to address and improve them.

Routine and proactive checks were in place to ensure staff had all the information they needed during out-of-hours periods. The registered manager said, “I have introduced a weekly routine call to carers every Friday. The purpose of these calls is to check in with those working over the weekend, ensure they are happy with their rotas, and confirm they have sufficient PPE supplies to last throughout the weekend. It also provides an opportunity to discuss any concerns they may have and identify whether any rota adjustments are required.”

Staff received regular opportunities to share and gather feedback at team meetings and individual supervision sessions. These included key themes which were covered on a rotational basis to ensure that staff remained skilled and up-to-date with internal policies and best practice guidance.

The provider assessed and managed the risk of infection. They detected and controlled the risk of it spreading and shared concerns with appropriate agencies promptly.

Staff received training in infection prevention and control and had access to personal protective equipment (PPE). Staff meetings were used to reiterate the importance of infection control and good hand hygiene. A staff member told us, “PPE is always available in the office to take when required. I use gloves and aprons when doing any personal hygiene for customers ensuring that I changed them when required. I use different gloves for handling food, and they are always disposed of when finished, I never use the same gloves twice.”

The provider made sure medicines and treatments were safe and met people’s needs, capacities and preferences. Staff involved people in planning, including when changes happened.

The service had medicines management systems, including regular audits and competency assessments to ensure staff remained safe and confident when administering medicines. People were involved in decisions about their medicines, with their level of support clearly recorded and reviewed when needed.

Staff received appropriate training in medicines administration and had their competencies checked regularly. A staff member told us, “I have medication training every 6 months, annual medication refresher training online…This is to make sure that the right customer receives the right medication, right dosage, route, right time and right to refuse. I had my last [medication competency check within the last 3 months]”.

The service used clear and effective recording systems. Records were complete, with no gaps identified, and included key information such as allergies and administration guidance. These systems supported safe practice and understanding of individual risks. Learning from incidents was used to improve practice and reduce the risk of errors.