EarlyBird Lifestyle Support Ltd

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• 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. This is the first assessment for this service. This key question has been rated Good. This meant people’s needs were met through good organisation and delivery.

This service scored 86 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service demonstrated a strong commitment to delivering person-centred care, underpinned by a culture of compassion, respect, and individualised support. Staff consistently showed a deep understanding of the importance of tailoring care to each person’s unique needs, preferences, and circumstances. For example, staff described adapting their approach to people experiencing mental health fluctuations, taking into account how a person was feeling on a particular day and adjusting their interactions accordingly.

Staff received appropriate training in person-centred care and were able to clearly articulate how this informed their day-to-day practice. This helped ensure care was delivered in a responsive and dignified manner.

Detailed, person-centred care plans were in place and provided clear, practical guidance to staff on how best to meet people’s needs. These were supported by robust assessment tools, which enabled the development of care plans that reflected each person’s preferences, goals, and risks.

People’s care and treatment was delivered in a way that met their assessed needs from services that were co-ordinated and responsive. Care provision maintained a strong focus on continuity, ensuring people experienced consistent and reliable support. Staff demonstrated a good understanding of people’s needs and preferences, which helped maintain stability and reduce disruption when delivering care.

Continuity of care was supported through effective communication and coordination between staff teams and external services. For example, hospital passports were used to ensure information was shared appropriately, enabling smooth transitions and reducing the risk of gaps in care. Accurate and up-to-date records helped ensure consistency across shifts, and a coordinated approach ensured people received timely support that contributed to positive and sustained outcomes.

The provider was exceptional at developing appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People were supported to understand and engage with their care through a variety of formats, including easy read materials and visual communication tools such as picture-based activity planners and whiteboards, all tailored to individual needs.

Communication was flexible and responsive, with information provided in preferred formats, such as paper-based surveys and care schedules where email communication was not suitable. A virtual notice board and personalised approaches further enhanced transparency and engagement, ensuring people, relatives, and staff remained well-informed.

The service had a strong, person-centred culture of communication, supported by staff induction and practices such as personalised email signatures with photos, helping to build trust and meaningful relationships.

Information governance was exemplary, with a trained data protection lead, known as a Caldicott Guardian, overseeing robust data safety practices. Staff consistently completed and recorded GDPR checks on calls, and care plans clearly define authorised contacts, ensuring information was shared safely, appropriately, and in line with individual consent. As a result, people felt confident, informed, and in control, with communication barriers proactively removed. The service’s approach was embedded, innovative, and consistent.

People were consistently at the centre of decisions about their care and support, and the service demonstrated a strong, embedded culture of listening and responding to individual needs. People told us they felt comfortable raising concerns and were confident they would be listened to. They valued the open and approachable leadership team, with whom they had regular and meaningful contact.

All members of the team, including support staff, office administrators and leaders, showed a strong understanding of people’s needs and preferences. People were fully involved in their care, and staff consistently placed people at the heart of service delivery.

There was a proactive and responsive approach to reviewing care. Periodic care reviews were carried out to ensure support remained aligned with people’s changing needs and preferences. This ensured people continued to receive personalised care that reflected what mattered most to them.

Leaders demonstrated a visible and hands-on presence, frequently monitoring people’s experiences through telephone calls and observation visits in their homes. This enabled them to gather real-time feedback and take immediate action where required, fostering a culture of continuous improvement and responsiveness.

Feedback mechanisms were well-established and effective. Surveys were issued periodically to people using the service to capture their views on the quality of care and support. The provider systematically reviewed and analysed this information to identify trends, celebrate good practice, and drive improvements. The provider valued and embraced feedback, driving a culture of openness that supported people to feel heard.

The provider made sure that people could access the care, support and treatment they needed when they needed it. Leaders embedded a proactive and inclusive approach to reducing inequalities, consistently identifying and addressing barriers that may prevent people from accessing care.

People’s feedback was central to service improvement. The provider actively gathered, analysed and responded to feedback alongside wider data and evidence to identify where access challenges existed, particularly for those more likely to experience delays or disadvantage. As a result, people experienced timely, equitable and responsive access to care that respected their individual circumstances and preferences.

People received equitable care and support that recognised and respected their individual needs and preferences. The service was committed to promoting independence, actively supporting people to reduce their dependency on support wherever possible.

Care and support were delivered in a way that promoted equality and removed barriers, ensuring people had fair access to opportunities and services. People were encouraged and supported to engage in meaningful and enriching activities that enhanced their wellbeing and quality of life. This included attending hair and beauty appointments, going out for meals, and participating in social activities that reflected their interests.

Staff demonstrated a good understanding of equality, diversity, and inclusion. They had received appropriate training and were able to support people with protected characteristics in a way that reduced the risk of discrimination and inequality. This contributed to people experiencing positive outcomes and feeling valued and included.

People were consistently supported to plan for their future in a highly personalised, proactive and empowering way. The service demonstrated a strong culture of promoting meaningful engagement in future planning, sensitively recognising that peoples’ willingness to engage could fluctuate, particularly during the transition to a new service. Staff showed exceptional awareness in tailoring their approach, ensuring conversations took place at the right pace for each person.

Robust, person-centred advanced care plans were in place for every person and were of a notably high standard. These plans holistically captured what mattered most to people, including their values, personal and religious beliefs, emotional support needs, and practical arrangements such as Lasting Power of Attorney (LPA) details and funeral wishes. Plans were not static; they were regularly and proactively revisited, with staff demonstrating skill and compassion in encouraging meaningful reflection and forward planning.

Six-monthly care reviews were consistently completed and used effectively as opportunities to deepen conversations around future aspirations, wishes, and end-of-life preferences. People were supported to consider both immediate and long-term goals, and the service went beyond expectations in enabling individuals to achieve significant life ambitions, such as moving home or learning to drive, promoting independence, confidence and life satisfaction.

The service had developed a supportive partnership with a local legal firm, providing people with timely access to expert advice on wills, LPAs, and end-of-life planning. This innovative approach ensured people were supported not only emotionally but also practically, removing barriers to important future planning arrangements.

There was a clear commitment to clinical excellence in end-of-life care planning. A dedicated health care consultant was available to provide guidance and mentorship to staff, ensuring best practice was embedded throughout the service. Staff benefitted from comprehensive end-of-life training, enabling them to approach sensitive conversations with confidence, compassion and professionalism.