Bluebird Care (Chichester)

Key findings

We carried out this assessment between 21 July to 31 July 2026. This service was previously rated as good. We carried out this assessment to confirm whether the rating of good remains accurate. This report does not provide detailed information on areas where we found practice continues to meet a good standard. Instead, our findings focus on any areas where the service needs to improve or where we found exceptional practice.

Staff worked within the principles of the Mental Capacity Act 2005 (MCA). Care records demonstrated people were involved in decisions about their care and support wherever possible. Where people required support with decision-making, appropriate assessments had been completed, and best interest processes were followed. Staff consistently demonstrated their understanding of promoting peoples’ choices, one staff member told us, “When a [person] does not have capacity, it's important to involve them in decisions as much as possible so they can express how they feel. The individual’s wishes, beliefs, values and preferences should always be respected and considered when making decisions.”

People were supported by enough safely recruited staff, who had the skills and knowledge to provide effective support.

Staff consistently described training as comprehensive, relevant and sufficient to enable them to fulfill their roles safely and effectively. One told us, “All the training is relevant in my job, such as the moving and handling training, as we often have customers who need assistance with moving and handling. The safeguarding training is also very relevant as I have had to spot signs of abuse and raise safeguarding concerns to the local authority.”

Staff understood their responsibility to safeguard people from the risk of abuse; they were knowledgeable about what concerns they would need to report and to whom. Risk assessments had been conducted to ensure people were supported with their health conditions. The provider managed health risks through a combination of care planning, risk assessments, staff training, competency checks and supporting policies and procedures. For example, falls guidance set out the action staff should take in an emergency and highlighted possible additional consideration for certain medicines. A registered manager told us how staff accessed information about people, “[Care records] provide carers with clear guidance regarding the action expected, including seeking emergency medical assistance where appropriate and reporting the incident so care planning and risk assessments can be reviewed if required. Together, these measures support carers to understand and safely manage the additional risks associated with, [for example], anticoagulant medication.”

Medicines were managed safely, with clear procedures for administration, recording, storage and monitoring within people's homes. Some people were supported with PRN (As Required) medicines. PRN medicines are medicines prescribed to be taken or given only when needed, rather than as part of a regular daily routine. PRN protocols were in place, however, some lacked detailed guidance for staff regarding specific deescalation techniques deployed ahead of considering the use of PRN medicines. The provider took action to address this.

The provider promoted a positive learning culture where incidents, accidents and near misses were reviewed appropriately. Staff were encouraged to report concerns and share learning opportunities. Systems were in place to identify themes and trends, with lessons learned communicated to staff to support continuous improvement and help reduce the risk of recurrence.

People's needs were assessed before care commenced, and care plans reflected their preferences, routines and support requirements. A staff member told us how they accessed information about people, “[Senior staff] had supplied information on health conditions and mobility, I also appreciate the ‘all about me’ [section] as the information the office have gained gives me an opener for conversation to put customers at ease.” Staff demonstrated a strong understanding of the people they support and described individualised approaches to care. Examples included adapting support according to people's preferences, communication needs, mobility requirements and health conditions. Staff referred to the use of care plans to understand people's histories, interests, values, routines and what matters most to them. A health professional told us, “People I have seen with Bluebird Care (Chichester) have been with them for many years, so the carers have built a good rapport with the client and know them well.”

There was a strong emphasis on promoting independence. Staff described supporting people to remain in their own homes and encouraging people to undertake tasks for themselves wherever possible. Some people had transitioned from the domiciliary support team to the live-in care team as their support needs had increased. Relatives and people told us how this had supported people to remain in their own homes. The provider shared details of how this had impacted people. This included increasing independence, improving social engagement and maintaining important relationships following periods of ill health or changing care needs. This demonstrated a focus on helping people achieve outcomes that mattered to them.

Feedback from people, relatives and staff consistently described leaders as visible, approachable and supportive. Families frequently referenced positive communication with managers and confidence in the way concerns would be addressed if raised.

Staff spoke positively about organisational culture and reported feeling supported by managers. They described receiving regular supervision, observations, coaching and opportunities to discuss practice. Staff felt comfortable raising concerns and sharing ideas for improvement.

Governance systems included audits, training oversight, quality monitoring, incident reviews and competency assessments. The provider demonstrated an emphasis on learning and continuous improvement, including the use of lessons learned processes and sharing learning across the organisation.