Bluebird Care Clapham and Streatham

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. At our last assessment we rated this key question good. At this assessment the rating has remained 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 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 shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

People and their relatives were very happy with the care provider. Comments included, “I was lucky to have found this wonderful service”, “This is by far the best service” and “I am pleased with them; I call them friends.” Customer Satisfaction Survey results for 2025 were positive, and all people who completed the survey said they would recommend the service to a close friend or relative.

The management team told us they continuously adapted to changes, including responding to market pressures and developments in the care sector. Recruitment remained a challenge, but they adopted a proactive approach by attending job centres to meet potential staff before formal applications. This early screening enabled them to select candidates who aligned with the service’s values and supported successful recruitment and retention.

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.

There was an effective management team in place to support people. People told us the management team was helpful, respectful, caring and supportive. Staff also spoke positively about the service, with one member of staff saying, “Working for this company is very rewarding. I like the job and especially the management; they provide good support. Management are very friendly and helpful, and you can call them at any time and they will always advise.”

There was good delegation across the management team, with responsibilities clearly shared. The Registered Manager was also aware of the statutory notifications that must be submitted to CQC.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff had access to the whistleblowing policy. They were encouraged to speak with the registered manager in the first instance if they had any concerns. Staff were also reminded that they could raise concerns externally with the local authority or CQC if they did not feel comfortable reporting issues internally. Management operated an open-door policy and were responsive, offering advice about visits, support with completing paperwork, and day-to-day guidance whenever needed.

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 placed strong emphasis on staff development. Staff were supported through ongoing guidance, supervision and encouragement, which had helped one member of staff significantly increase in confidence. Several staff had started their careers as care workers at the service, demonstrating a clear progression pathway within the organisation, with some progressing into management roles.

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.

The provider had clear systems for oversight and quality monitoring. The registered manager oversaw areas such as care records, staff support, medicines, and health and safety, including audits that recorded actions taken and cross-checked information with care plans where needed.

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.

Staff visited the local hospice to learn about available support networks and introduce the service, helping to build relationships and improve awareness of community resources that may benefit the people they support.

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 service demonstrated openness to learning and a commitment to making improvements where needed. The provider welcomed the CQC inspection and said feedback was valued and seen as essential for driving quality. Systems were in place to monitor progress against identified actions, and these were reviewed by the registered manager to ensure actions were completed in a timely way and that effective oversight was maintained.