Bluebird Care (Carlisle)

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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff delivered person centred care however some records, such as risk assessments were generic and did not include person centred information.

Most care plans were specific to the individual and contained detailed information on the support people needed and the equipment they used. People, and their relatives’ said care was centred around them as an individual. One person said, “They did ask for my preferences and consulted me on any changes. There is a more person-centred approach in the last couple of months.”

It was acknowledged by staff and management that the delivery of care was person centred but some care records needed to be developed. The training and recruitment manager said, “We have tried to get it across so someone who doesn’t know people would be able to support by reading the care plan. We are also conscious of the need not to have too much information as staff need to read them, keep up to date with them and put them into practice.”

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.

People had a team of core staff who supported them on a regular basis which allowed for continuity. One person said, “There are maybe 4 or 5 of them, they rotate, I’ve met all of them.” A relative said, “You tend to see similar people regularly and someone you’ve never seen before. It’s the way things are at the moment. They send an experienced worker with a new one.” Another said, “(The service) always introduce (new staff) as shadows. They observe for so long, they are good at teaching the new ones, showing them what to do, how we like it done.”

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

During the initial assessment people’s communication needs were discussed. This information was used to develop care plans which informed staff of any specific needs people may have in relation to communication and preferences for how information was received.

People told us they were contacted by the office if anything changed in relation to their visits. People and their relatives said they had access to care records, and staff rotas on the electronic system if they wanted it

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 and their relatives had access to the on-call service so were able to contact someone outside of normal office hours if needed. Office staff were responsive to people’s feedback and acted promptly wherever possible to meet with the person and address any concerns.

Regular feedback was sought, using a variety of means which was used to improve the service provided. Complaints and concerns were logged, investigated and responded to in a timely manner. Most people said they had no complaints but knew who to speak with. One person did share their experience of raising a concern and told us how the staff member had explained the process and reassured them it was the right thing to do.

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

People received care and support at the times requested and understood there were times when visits may be slightly earlier or later than planned. People’s comments included, “They let me know if they are running late, it’s not a regular occurrence,” and “Mostly they let me know if going to be late.”

Systems were in place to ensure people were supported to access additional support if their needs changed, on either or a long-term basis or on an immediate basis. Referrals to health care professionals were made were appropriate.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Support focused on outcomes, which were regularly monitored. Recent findings of care note audits had identified the need for more detail to be recorded. This was discussed with staff and a detailed template had been developed which was shared with staff for learning and improvement.

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

End of life care training had been completed by staff. The nominated individual explained they did provide end of life support but this was usually fast tracked for people at the point of hospital discharge. The training and recruitment manager said they had links with a local hospice which they hoped to strengthen and planned to speak with them about the provision of bespoke training for staff in relation to end of life care planning.