Bluebird Care (Gateshead)

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 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 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.

A positive, respectful and inclusive culture was embedded throughout the service. The registered manager was actively involved in the day-to-day operation of the service and supported by an effective management team, helped ensure people achieved positive outcomes.

The provider had exceptionally inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the values of the organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively and consistently did so with integrity, openness and honesty.

The management team was held in high regard by people, relatives and staff, who consistently praised their approachable, visible and compassionate leadership. Comments included, "The management team are excellent, the service has been life changing for me" and, "They are absolutely super, very, very accommodating, they were so sympathetic when I got upset, they phoned up to check that I was ok."

Leaders demonstrated genuine respect for people and staff, creating a positive culture centred on teamwork and the shared goal of delivering high-quality, personalised care. Staff said they felt empowered, supported and trusted in their roles due to the encouraging and responsive approach of the management team. A staff member told us, "The management aren't ego-driven, managers are open to learning from staff as well as supporting us." Another staff member said, "They are approachable and available when staff need advice or guidance. I feel they understand the importance of maintaining good standards of care and supporting staff."

The management team showed a genuine commitment and compassion to supporting people and those important to them during significant life events. The registered manager shared an example of supporting a family following the death of their loved one. Recognising that relatives lived some distance away and were unfamiliar with local arrangements, they provided practical guidance and information about local funeral services to help them make informed decisions.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
Staff said they felt comfortable to raise concerns and had the opportunity to do so. Staff said they felt listened to and were confident that any concerns they did raise would be dealt with appropriately.

The provider had an up-to-date whistle blowing policy which explained what whistleblowing is and what responsibilities staff and the management have.

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.

Staff told us they felt the registered manager and provider valued and respected them. The registered manager promoted equality, respect and inclusion through regular engagement with staff, effective supervision and an open-door approach. Strong teamwork and mutual respect were evident, and staff felt actively involved in discussions about safety and the delivery of care.

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.

Governance systems were effective, providing clear oversight of the service. Defined roles and responsibilities within the management team ensured accountability for the monitoring and quality assurance of the service. Regular audits were completed and used to identify actions to improve the service.

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 service demonstrated effective partnership working with health and social care professionals. External feedback was positive and confirmed staff sought support and made appropriate referrals when required. Staff worked collaboratively with professionals to plan and coordinate people's care, supporting seamless transitions and positive outcomes.

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.

Staff and leaders demonstrated a strong understanding of how to drive and sustain improvement. Their approach was consistent and evidence-based, with a clear focus on measuring outcomes and evaluating impact.

Leaders welcomed feedback and could clearly demonstrate the actions taken in response, including where this had led to improvements in the service.