EarlyBird Lifestyle Support Ltd

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 service. This key question has been rated Good. 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 service demonstrated a positive shared culture, characterised by high staff morale, strong teamwork, and a supportive working environment. Staff consistently reported feeling valued, respected, and motivated, reflecting a culture where wellbeing and professional contribution were prioritised. Staff survey data obtained by the provider supported this narrative. This positive morale directly supported the delivery of safe, effective, and compassionate care.

Team working was a notable strength. Staff across all roles collaborated seamlessly, demonstrating mutual respect and a shared commitment to achieving the best outcomes for people using the service. Communication was open and constructive, enabling teams to respond proactively to challenges and continuously improve practice.

Leaders had cultivated a highly supportive workplace culture where staff felt confident to raise ideas, share feedback, and contribute toward service development. This inclusive approach fostered trust, transparency, and continuous learning, ensuring the service remained responsive and forward-thinking. The organisation also placed strong emphasis on celebrating success, with achievements at individual and team level regularly recognised. This was further reflected in the organisation’s status as a multi-award-winning company, reinforcing pride, motivation, and a shared sense of accomplishment among staff. Striving for improvement directly supported the experience of people using the service, as they were supported by dedicated, accountable and caring staff who took pride in their role and the service.

At the heart of the culture were well-defined organisational values, providing a clear framework on how the service focussed on providing dignified and respectful care, created opportunities for people, embraced differences and empowered people to live full and enriched lives. These values underpinned all aspects of practice and decision-making, creating a cohesive and values-driven environment where high-quality care was the central focus.

Leaders at all levels were inclusive and demonstrated a deep understanding of the context in which care, treatment and support were delivered. They consistently embodied the organisation’s values and culture, creating a positive, open and person-centred environment. Leaders had the skills, knowledge, experience and credibility to lead effectively and did so with integrity, openness and honesty.

Leaders were highly visible and accessible, providing consistent support to staff and service delivery. Staff told us there was “Always someone available.” This highlighted the presence of leadership within the service and their responsiveness when needed.

Leaders consistently supported the service in a caring and compassionate manner. For example, when staff required additional support or workplace flexibility, leaders made practical and informed decisions that met both the staff members needs and those of the service. This supported staff wellbeing and ensured service consistency. Feedback from staff indicated leaders consistently approached decision making in a caring and practical manner.

Leaders demonstrated passion, diligence, and commitment to protecting people. In 1 example, leaders and staff repeatedly raised concerns about a person’s deteriorating health and wellbeing, despite ongoing rejection and lack of engagement from external agencies. Their determination ensured the person’s needs remained visible, resulting in improved safety and quality of life.

The provider was a highly motivated, innovative, passionate and dedicated leader, who demonstrated a clear commitment to both people and organisational development. One staff member described the provider as “Highly knowledgeable”, with another staff member telling us, “[Provider] understands things from people’s perspective and from an organisational perspective.” This demonstrated strong emotional intelligence and strategic leadership.

The registered manager was accountable, dependable and highly supportive. Staff consistently praised their approachable nature, with 1 staff member telling us, “[Registered manager] is always available for supervision and support.” This reflected a culture where staff felt valued, listened to and well supported. The deputy manager was friendly, professional and responsive, further strengthening the leadership team’s effectiveness.

People and their relatives told us they felt able to raise concerns and that they would be listened to. Staff described a positive and open culture where they felt comfortable speaking up and were assured that any concerns would be taken seriously and acted upon by leaders. Staff demonstrated a clear understanding of how and when to escalate concerns, including accessing external agencies where necessary.

The service supported a strong speaking-up culture through an established Freedom to Speak Up policy, which provided clear guidance and reassurance for staff. The use of Quick Response code technology enabled staff to access policies, guidance and key information on reporting information at any time. Staff training was in place and a designated freedom to speak up champion was assigned to promote awareness, provide guidance and strengthen staff confidence in raising concerns.

Staff supervision processes actively reinforced a positive whistleblowing culture, and checked staff confidence and competence with whistleblowing procedures. Anonymous feedback mechanisms were available 24 hours a day to both staff and people using the service, creating multiple routes through which concerns and feedback could be raised safely and confidentially.

The service demonstrated an inclusive culture where staff were treated fairly and with respect regardless of their background or personal characteristics. Staff reported feeling supported and able to raise concerns, with clear systems in place such as confidential reporting routes and a zero-tolerance approach to discrimination, bullying and harassment. The provider monitored workforce diversity and used this to identify and address any inequalities, including providing reasonable adjustments and flexible working arrangements where needed. For example, reasonable adjustments were implemented for a staff member whom for English was a second language; translated subtitles were used during staff meetings to support accurate understanding, meaningful participation and inclusion within team discussions.

Training on equality, diversity and inclusion was completed by staff and reinforced through team discussions, meetings and induction processes. Leaders showed a clear commitment to inclusive practice, with equality and diversity reflected in governance arrangements, action plans and organisational objectives. Staff were actively engaged through surveys, forums and networks, and feedback was used to make improvements, demonstrating a responsive and inclusive approach to workforce experience that promoted psychological safety.

Governance processes were robust, well-embedded and effective in driving quality across the service. Quality assurance systems, including regular and thorough audits, were used proactively to identify shortfalls and implement timely improvements, resulting in demonstrable and sustained positive outcomes. For example, daily monitoring of care records and periodic care plan audits helped identify a person’s changing needs, prompting leaders to arrange for a medical review by health care practitioners.

Audit processes were layered, providing multiple opportunities for errors and improvements to be identified, strengthening the reliability of the providers quality assurance processes. For example, daily, weekly and monthly medicines audits were completed, ensuring the safe delivery of people’s prescribed medicines. Audit activity incorporated a two-step authentication process, providing an additional layer of assurance, reducing the risk of error. This robust auditing procedure ensured sustained improvement and safe practice.

Monitoring systems were comprehensive and enabled leaders to maintain strong oversight at all levels of the service. These systems provided clear, real-time insight into performance, risks and quality, ensuring that action was taken promptly and effectively. For example, a service development tool was used to monitor the completion of reviews, audits and staff engagements to ensure actions were completed in a timely manner.

The management structure was clear, stable and highly competent. Leaders were consistently visible and accessible, providing reliable support to staff and promoting a positive, accountable culture that underpinned safe and effective service delivery.

The provider demonstrated conscientious and forward-thinking leadership. They prioritised the development of robust systems and processes before pursuing expansion, ensuring a strong operational foundation. For example, the provider prioritised the development of comprehensive and robust monitoring processes, the implementation of highly effective digital systems, and the construction of practical continuity procedures to minimise service impact to unlikely disruptive events such as a cyber-attack. This strategic and measured approach supported a sustainable business model, promoting continuity and the ongoing delivery of high-quality, person-centred care.

The service demonstrated effective partnership working to ensure people received timely, coordinated, and effective care. Staff worked proactively with a wide range of external agencies, including community mental health teams, local authority safeguarding teams, hospital trusts, and community nursing services. This collaborative approach enabled seamless care pathways and consistently positive outcomes for people. For example, through consistent partnership working, the service supported a person to reduce their emotional distress and develop sustained periods of improved mental wellbeing.

There was a strong and sustained focus on supporting people to rebuild and maintain meaningful connections within their communities. For example, the service enabled a person to successfully reintegrate into community life after a prolonged period living in a clinical setting. They supported the person to redevelop their independent living skills and reengage in meaningful activities within their community. This reflected a commitment to promoting independence and long-term wellbeing.

The provider was highly visible and engaged within the local community, forming strong links with charities, businesses, and health and social care partners. They actively participated in local initiatives, including events held at a local church, demonstrating a valued and trusted presence. The service further strengthened its community reach through an active social media presence and a dedicated marketing team member, ensuring ongoing engagement, transparency, and promotion of inclusive opportunities.

The service fostered community inclusion by hosting and supporting a range of events, such as summer galas and regular coffee mornings, and had plans in place for further events, including a garden party. These initiatives created meaningful opportunities for social interaction, reduced isolation, and promoted a strong sense of belonging for people using the service.

The service demonstrated an effective and embedded culture of continuous learning and improvement. Learning was fully integrated into everyday practice, with robust systems and processes in place to support reflective working, knowledge sharing and innovation across the service. Team meetings were structured to prioritise learning, providing regular and meaningful opportunities for staff to reflect, share experiences and implement improvements to service delivery.

The provider showed a strong commitment to advancing both their own service and the wider care sector through active engagement in research and development initiatives. This forward-thinking approach ensured practice remained current, evidence-based and responsive to emerging best practice.

Innovation was a clear strength of the service. For example, the provider tailored and utilised modern digital technology to support and strengthen daily service delivery. This included using Quick Response (QR) codes to share information with staff, remote access to files and data through online cloud storage, utilising secure digital communication systems, and well embedded systems for record keeping tailored to the needs of the service. This supported effective service delivery and led to sustained positive outcomes for people. The provider’s proactive and creative approach to service delivery was externally recognised, including being described by the Great British Care Awards (2024) as demonstrating “innovative approach, mentorship, and commitment to continuous improvement,” leading to a Highly Commended Outstanding Contribution Award.

The provider demonstrated effective partnership working. They actively collaborated with external agencies to share learning and drive wider improvement. For example, the provider had developed a set of gold standards based on best practice data and research. At the time of assessment, the provider was working with Lincolnshire Local Authority to promote the integration of these standards into local care systems. This initiative showed a clear commitment and enthusiasm not only to improving internal quality but also to influencing and raising standards across the wider care sector.