Bluebird Care (Oldham)

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 newly registeredservice. This key question has been ratedgood.

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.

Staff were clear about the provider's expectations of them and demonstrated the provider's values through their day-to-day practice. Staff demonstrated a commitment to providing good support to people yet with a strong emphasis on including their preferences and choices. A supportive culture had been developed as a result, working towards positive outcomes for people. One staff member said, “Bluebird care Oldham’s team are an amazing bunch of people. The managers are always on hand to help if needed, they are supportive and are always making sure we are working to a high standard.”

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 registered manager was passionate about leading the service and was committed to achieving positive outcomes for people. They demonstrated a good understanding of the people using the service, the challenges faced by the service, and the importance of maintaining a person-centred culture.

The registered manager encouraged open communication and actively sought feedback from people, relatives, and staff to help drive improvements. Staff told us they felt able to raise concerns, seek advice, and discuss issues with the management team. This helped to promote an open and inclusive culture where people and staff felt listened to and supported.

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

The provider had systems and processes, including policies and procedures such as Freedom to Speak Up, Whistleblowing and Safeguarding to support staff to raise any concerns.

Staff confirmed they had access to the provider’s policies and procedures and felt confident speaking up when required.

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 registered manager had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. They led by example through becoming directly involved in supporting people. Staff considered managers to be supportive and responsive to any issues they had. They had confidence managers would respond to any of their suggestions.

Staff we spoke with said, “I just want to say joining this company has been the best thing I did. Bluebird is a great company and feel confident to be able to talk to management if needed”, “I feel valued and listened to,” and “I love working for Bluebird Oldham. [Management name’s] it’s awesome to work with them in caring for our clients and providing premier care to our clients.”

People and their families were happy with the management of the service and stated positive relationships and effective communication had been fostered. One person said, “The manager [name] is very nice and efficient, they go through the care plan.” Relatives we spoke with said, “The manager and directors are caring, responsive and supportive, very professional” and “The manager [name] comes in person periodically to assist and ensure the carers are meeting our requirements.”

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.

There were effective systems for monitoring and improving the quality of the service. The registered manager carried out a range of audits. They met with people and staff to receive their feedback about their experiences. They carried out regular reviews with people and appraisals with staff. The registered manager conducted spot checks to observe staff and make sure they were providing good care. There were a range of suitable policies and procedures which reflected legislation and guidance.

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 registered manager told us, and records confirmed, staff worked collaboratively with external health and social care professionals. This collaborative approach supported people’s health, safety and well-being.

Information was shared appropriately and staff sought advice and guidance from partner organisations when concerns arose or additional support was needed. This helped to ensure care was coordinated, responsive and focused on achieving the best possible outcomes for people.

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. One staff member said, “Bluebird go above and beyond for their clients and their families.”

There were systems for the provider to learn and improve practice. Staff attended regular meetings where they discussed specific topics and best practice. The registered manager said, “Our focus is on recruiting and retaining compassionate, skilled care professionals, investing in ongoing training and development, strengthening quality assurance processes and expanding our specialist care services where required.”

The registered manager said, “We are committed to the continued growth of the service whilst maintaining the high standards of care we are known for. As the service grows, our priority will always remain delivering safe, effective, responsive and person-centred care whilst ensuring every client continues to receive the time, dignity and respect they deserve.”