Bluebird Care Redbridge

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

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.

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.

Care plans were individualised, outcome-focused and regularly reviewed. Staff were encouraged to identify changes in people's needs, preferences and aspirations and ensure care remained responsive. The provider demonstrated a good understanding of emotional wellbeing and adapted support to reflect people's personal experiences, preferences and circumstances.

People told us they felt staff knew what they wanted and were always happy to assist or stay longer if needed.

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.

The provider ensured people received care in and outside their home when they wanted to do different activities. Staff liaised with doctors, nurses and hospitals as required.

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

The provider used electronic monitoring system PASS to document people’s care plans and medication charts. A hard copy was supplied to the person using the service for them to have at their home. At the time of our assessment, no one required their care plan or documentation in a different format.

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 those important to them told us they felt listened to and were able to raise concerns. The provider had effective systems to investigate complaints and use learning to improve practice. For example, a complaint relating to professional boundaries and communication was thoroughly investigated. The provider identified areas where expected standards had not been met and took appropriate action, including staff retraining, supervision and increased oversight to reduce the risk of recurrence.

The provider considered advocacy and independent support where people required assistance to express their views or make decisions. Relatives generally felt listened to and described staff as diligent and supportive. However, some told us they were not always kept informed of changes to their relative’s care, and inconsistent staffing could affect people’s willingness to accept support with personal care.

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

The provider told us arrangements were in place that ensured people continued to receive support 24 hours a day. The provider told us support was not limited to telephone advice. Where necessary, managers would attend in person to support staff and people receiving care.

The provider gave examples where managers attended overnight incidents, supported live-in care staff following bereavements, responded to emergency situations and assisted staff who felt vulnerable or overwhelmed. Relatives told us they could access any services outside their home they wanted with the help of care staff. This meant the people always had access to care.

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.

The service recognised barriers that could affect people's access to care and wellbeing, including social isolation, financial pressures, language barriers and health inequalities.

Leaders demonstrated a commitment to equality, diversity and inclusion and took action to support both people using the service and staff from diverse backgrounds. Discriminatory behaviour was appropriately challenged and staff wellbeing protected.

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.

The provider worked alongside people and their relatives to plan for their future in a compassionate and thoughtful approach to end of life care. The provider told us they have plans in place to introduce End-of-Life Champions to strengthen knowledge and confidence across the workforce.