Bluebird Care (Eastbourne & Wealden)

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Before a package of care was agreed people were fully assessed by the registered manager. This included an assessment of people in their own home environment whenever possible along with relative’s input. Information received from the local authority and health services was also used to inform the assessment. This initial assessment was kept under review and changed as any needs changed. People’s communication needs were taken into account and responded to. The registered manager discussed the difficulties that people with dementia had when communicating and worked with staff to foster an understanding. Extra training was provided to promote a deeper understanding of dementia care.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Individual care plans were written with people to confirm the support and care people wanted and needed. All staff involved in peoples care and support come to the office to read the care plans. This provides the opportunity to discuss the care plans and have a deep understanding of each person’s needs before visiting them.

Care plans were developed from a full assessment and took account of best practice. Health professionals were used to ensure this and provided relevant advice. For example, a pharmacist was contacted for any advice on pharmacology ensuring medicines were handled safely and effectively. The district nursing team were used for advice on wound management.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The registered manager and office staff had positive professional relationships with health and social care professionals. This promoted continuity and appropriateness of care and support. Timely referrals were made for, and information was shared to support the best outcomes for people. For example, information on wounds was shared with health professionals to support best care and treatment. One professional told us “Requests for further information i.e. images of wounds and escalation of concerns was again responded to promptly and I received updates within 24 hours.”

There were close and effective links with the local authority. Any changes in people’s needs were reported, and reviews were planned. In this way increasing needs were responded to quickly and appropriately keeping people safe.

People and their relatives told us they were contacted regularly and kept informed. One relative told us, “They have reviewed recently, and more time was necessary, and this was communicated well.”

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Care plans recorded people’s health needs. Staff were very vigilant about ensuring people had their correct medicines at the correct time. For example, office staff were heard talking to the pharmacist regarding the correct administration of antibiotics. Other people needed specific support with their diets ensuring they were safe to eat. Staff encouraged choice but also reminded and supported people to eat options that were safe for them. One relative told us, “They check her eating, they are well looked after she is being fed well.”

The registered manager reflected on the importance of ensuring people were eating well and also on the importance of oral health and told us, “Staff are trained to monitor people’s diet and to understand the importance of good mouth care.”

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Any changes in people’s presentation and general health were identified by staff who knew them well and knew when things were not right. Staff reported back to the office staff quickly for appropriate action to be taken if needed. One person told us, “I have regular [staff], so they get to know me well. They know when I am tired or not well and understand that I cannot do so much.”

Systems to monitor and improve aspects of care were in place. For example, any skin damage was reported to the office. Comprehensive records confirmed wounds were closely monitored with staff sharing information on any changing condition this included the use of photographs. The office staff reviewed all wounds with health professionals as necessary to ensure the best healing environment was maintained.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

Care records confirmed people’s ability to understand questions and consent were discussed as part of the initial assessment process. Consent to care and support was part of this assessment and agreed before a package of care was started. All staff received training on the mental capacity act and staff recognised the importance of gaining consent. One staff member told us, “If we do not have consent we report to office, we never do anything without consent.”

When people lacked the capacity to make decisions the registered manager ensured the principles of the mental capacity act were followed. They involved the local authority to ensure any decision made was appropriate made in people’s best interest with the involvement of appropriate representatives and were the least restrictive possible. For example, one person did not recognise the dangers associated with dangerous chemicals, these were secured. Records confirmed the process followed along with those involved.