Bluebird Care (Rotherham) Also known as Trinity Carers Limited

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 service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 82 (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.

People’s quality of life was significantly improved through a strong culture of continuous improvement and inclusion. Leaders demonstrated a compassionate and attentive approach, creating an open, supportive environment where people and staff felt confident to share views and work together. This clear, shared vision underpinned a consistently positive culture.

People and their relatives spoke highly of the service and its leadership. People were empowered to achieve meaningful outcomes and remained at the heart of all care and support.

Staff fully understood and embedded the provider’s vision and values in their daily practice. Leaders had established a highly visible, person-centred culture that was consistently upheld across the team. Communication was effective, with regular opportunities for staff to receive updates and contribute their views. Staff described a strong sense of teamwork, felt valued and listened to, and took pride in their roles.

Staff demonstrated excellent knowledge of person-centred care and showed a strong commitment to ensuring people received support in the way they preferred.

The provider had 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 did so with integrity, openness and honesty.

The management team demonstrated exceptional skill, knowledge and experience, with a clear and detailed understanding of people’s needs and strong oversight of the service. Their leadership was highly effective, visible and responsive, ensuring consistently high standards of care.

Staff had a thorough understanding of the provider’s vision and values and applied these consistently in practice. Managers and senior staff worked cohesively, demonstrating high levels of expertise and leadership, which drove the delivery of outstanding, person-centred care.

Feedback from relatives was overwhelmingly positive, with one stating, “[Registered manager] is amazing. They respond to anything at all times. [Registered manager] also comes and does calls themselves, so they know us well.” This reflected a hands-on leadership approach and a strong commitment to understanding people’s experiences.

Staff spoke highly of the support they received from the registered manager, describing them as approachable, responsive and consistently available. This created a culture of trust, confidence and high morale across the team.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had relevant recruitment and equality and diversity policies to promote a fair and inclusive workforce. Managers focused on staff wellbeing and worked to ensure there was equity of opportunity and experience for the workforce. No concerns were raised with us in relation to any discriminatory practice.

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.

The provider had an equality and diversity policy in place. The registered manager told us they had systems in place to ensure policies were followed. Staff had received training in equality and diversity and there were processes in place such as within recruitment practices to ensure this policy was followed. Staff told us they felt included and supported by these policies.

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

People, relatives and staff told us they felt the service was well managed and said the registered manager and management team were very approachable and supportive.

The registered manager had systems in place to check on the quality of the service people received. For example, surveys were completed with people, and their relatives and this feedback was used to make improvements to the service. Analysis was carried out of all incidents, accidents, complaints, safeguarding and compliments to draw learning and make changes to the service. Audits and monitoring supported the management team to independently identify and address shortfalls or improvements. Lessons were learned and shared with staff where required.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The manager told us they worked with social care and health care professionals to improve the service provided to people and to ensure a consistent service was received. Where people had contacts with health professionals, the recommendations for care and the outcomes were included in care plans to ensure people’s care needs were being met consistently.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They 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 had a clear vision for the direction of the service which demonstrated ambition and a desire for people to achieve the best outcomes possible. Staff were complementary of the providers' drive to continuously improve the service for everyone involved. The registered manager and staff told us they regularly had the opportunity to discuss people's care, any changes and learn lessons from how care was delivered and incidents they had learnt about from training or research.