Background to this inspection
Updated
28 December 2018
We carried out this inspection under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. This inspection checked whether the provider is meeting the legal requirements and regulations associated with the Health and Social Care Act 2008, to look at the overall quality of the service, and to provide a rating for the service under the Care Act 2014.
This inspection took place on 31 October 2, and 8 November 2018 and was announced. We gave the service two days’ notice of the inspection because we needed time to arrange our calls to people who used the service.
We visited the office location on 8 November 20018 to see the managing directors, managers and office staff; and to review care records and policies and procedures.
The membership of the inspection team included two experts-by-experience an expert-by-experience is a person who has personal experience of using or caring for someone who uses this type of care service. Both our experts-by-experience had an area of expertise in care at home services.
Before our site visit we looked at information we held about the service. This included previous inspection reports and notifications sent in by the provider. Notifications are incidents the provider is required by law to submit to CQC.
Before the inspection, the provider completed a Provider Information Return (PIR). This is a form that asks the provider to give some key information about the service, what the service does well and improvements they plan to make.
We interviewed by telephone 12 people who used the service and four relatives.
During the inspection we spoke with the managing director who runs the service, two managers, the training manager, a coordinator, two lead supervisors and five care workers. We also received feedback from two healthcare professionals about the service.
We looked at four people's care records, four staff files and a range of records relating to the management of the service.
Updated
28 December 2018
This comprehensive inspection took place on 31 October, 2 November and the 8 November 2018 and was announced. At the last comprehensive inspection in August 20165 the service was rated as Good.
This service is a domiciliary care agency. It provides personal care to people living in their own houses and flats in the community. It provides a service to older adults and younger disabled adults. At the time of the inspection the service was supporting 40 people in the City of Bristol. Not everyone using Bluebird Care (Bristol )receives regulated activity; CQC only inspects the service being received by people provided with 'personal care'; help with tasks related to personal hygiene and eating. Where they do we also consider any wider social care provided.
The service had two very experienced managers in post. Both of whom had worked for the provider at their other location for a number of years. As part of the provider’s restructuring plans they had both transferred to the Bristol branch in the last six months. This was after the previous registered manager had left. One of whom was in the process of applying to be registered with us. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are 'registered persons'. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.
There was also a care manager who took management responsibility for matters related to the care needs of people who used the service. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are 'registered persons'. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run. Each manager had clear roles and lines of responsibility. The team and people we spoke with were very positive about the managers. Staff told us “They seem to work really well together” and “They just gel together”.
People continued to receive safe care and support from staff who understood their responsibilities to manage risks and report concerns. This was where there were any issues relating to people's safety. Medicines were managed safely. Care calls were closely checked and monitored to ensure people did not experience missed visits.
People, their relatives and healthcare professionals told us they were exceptionally happy with the care and support provided by Bluebird Care Bristol. People were at the heart of the service at Bluebird Care Bristol.
The service worked hard to build and create a person-centred culture throughout all levels of the service. The managers and managing director led their team by example, showing strong, inclusive and creative leadership. The leadership team focused constantly on improving the service and creating positive outcomes for people.
The service played a key role in the community, taking part In and funding and facilitating schemes, events and initiatives. These all aimed at creating awareness and engaging people and staff creatively in stimulating meaningful activities and events.
There was a real emphasis on partnership working with other organisations to reach positive outcomes for people. There was excellent feedback from professionals who worked with the service about the quality and responsiveness of the care provided. Bluebird Care Bristol worked in partnership with other professionals to help people stay in their own homes when could have been at risk of being admitted to hospital.
People were supported to have choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice.
People and relatives all told us staff were exceptionally caring and supportive. People were fully involved in their care. People's views, experiences and wishes were proactively sought and highly respected.
The provider, acting manager and other senior manager promoted a culture that respected and valued people and staff. The provider looked for ways to continually improve the quality of care and ensured they met the fundamental standards of care. For example, the way that meetings were conducted had recently be reviewed. Staff now held shorter, and more open ‘huddles’ to engage with all of the team in a positive way. Feedback about these new approaches from staff was universally positive. Staff said communication had really improved and they felt even more valued.
Staff were positive about the support and training opportunities they were constantly being offered. The provider ensured staff were competent and had the skills and knowledge to understand how to meet people's needs. Staff had a caring approach to their work and understood the
The service had a strong, visible person-centred culture. People were placed at the centre of how the service was run at al levels and at all times. The service ensured people were made to feel valued and that they mattered. There were many ways that the service went that extra mile to exceed people's expectations and hopes for the service. For example, they held regular social days and invited everyone who used the services and their relatives and friends to come. Feedback showed this significantly improved people's physical and emotional wellbeing and reduced their risk of isolation. The service also worked hard to help people to stay in their own homes. If people had to go to hospital they continued to be supported, and visited (free of charge) by their main carer.
People continued to receive safe care and support from staff who understood their responsibilities to manage risks and report concerns. Medicines were managed safely. Care calls were closely checked and monitored to ensure people did not experience missed visits.
People, their relatives and healthcare professionals told us they were exceptionally happy with the care and support provided by Bluebird Care Bristol. People were at the heart of the service.
The service worked hard to build and create a person-centered culture throughout all levels of the service. The managers and managing director led their team by example, showing strong, inclusive and creative leadership. The leadership team focused constantly on improving the service and creating positive outcomes for people.
The service played a key role in the community, taking part In and funding and facilitating schemes, events and initiatives. These all aimed at creating awareness and engaging people and staff creatively in stimulating meaningful activities and events.
There was a real emphasis on partnership working with other organisations to reach positive outcomes for people. There was excellent feedback from professionals who worked with the service about the quality and responsiveness of the care provided. Bluebird Care Bristol worked in partnership with other professionals to help people stay in their own homes.
People were supported to have choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice.
People and relatives all told us staff were exceptionally caring and supportive. People were fully involved in their care. People's views, experiences and wishes were proactively sought and highly respected.
The provider, acting manager and other senior manager promoted a culture that respected and valued people and staff. The provider looked for ways to continually improve the quality of care and ensured they met the fundamental standards of care. For example, the way that meetings were conducted had recently be reviewed. Staff now held shorter, and more open ‘huddles’ to engage with all of the team in a positive way. Feedback about these new approaches from staff was universally positive. Staff said communication had really improved and they felt even more valued.
Staff were positive about the support and training opportunities they were constantly being offered. The provider ensured staff were competent and had the skills and knowledge to understand how to meet people's needs. Staff had a caring approach to their work and understood the values of the organisation they worked for.