Bluebird Care Clapham and Streatham

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs. At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 79 (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 were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

The management team told us there was a close working relationship with people and their family members to support good communication and person-centred care delivery. People’s care needs were closely monitored, and the management team took prompt action whenever concerns were identified to ensure issues were addressed in a timely manner. Care plans were person-centred and detailed what was important to each person, their emotional wellbeing, and how they wished staff to support them.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Shifts were allocated to staff in a way that supported easy and efficient travel between visits. The provider aimed to give staff no more than 20 minutes of travel time between calls so that care could be delivered promptly and delays for people using the service were minimised.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People told us staff had time to listen to them. A person commented, “[A staff member] is willing to listen; she anticipates what I need.” A family member said, “Yes, [staff] would take time to listen.”

There was ongoing feedback sought through allocated office staff who maintained regular communication with people using the service. Staff were assigned specific clients to ensure consistent contact, providing information and updates in the way that best suited each person.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

People felt confident to share any concerns they had. They commented, “If there was something to complain about, I would know what to do. I have no need to complain,” and a family member said, “No complaints; if I have any issue, I will raise it with them.”

Systems and processes were in place for recording and addressing any complaints received, ensuring they were resolved to the satisfaction of the complainant.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

Staff had access to support in emergencies. An on-call system was in place to ensure support was available outside of office hours for both staff and people using the service.

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes. Staff and leaders actively used this information to provide exceptionally tailored care, support and treatment in response to this.

The provider demonstrated an outstanding commitment to promoting equity in people’s experiences and outcomes. Leaders took proactive steps to ensure people were supported within the community, consistently going beyond expected practice by signposting them to the necessary information, advice and specialist support. This included referrals to external organisations such as the Disability Advice Service, the Alzheimer’s Society and other local agencies that could assist with financial matters, funeral arrangements and access to care. The provider also donated staff time for volunteering activities, further strengthening people’s access to support and reducing barriers to essential services.

The provider showed innovation in developing wider opportunities that promoted inclusion and enhanced people’s wellbeing. An activity centre was being established to bring people together. Trial sessions were held, and plans were in place for the centre to operate weekly. The aim was to encourage social connection, reduce isolation and offer meaningful activities.

This demonstrated a culture where leaders and staff consistently sought out creative ways to improve equity of experience and ensure people had fair and equal access to community engagement and positive outcomes.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

Staff worked closely with the local hospice and the internal nurse to ensure people received appropriate, compassionate and clinically informed support during end-of-life care. Care plans included information about whether a DNACPR (Do Not Attempt Cardiopulmonary Resuscitation) decision was in place.