Bluebird Care Camden & Hampstead

The provider and registered manager were passionate about the importance of ensuring that the service was flexible and responsive to people's needs. People's records showed that they had been supported to remain at home following interventions from the service in liaison with local health and social care professionals. The service had introduced an unobtrusive monitoring system. This had been used to reduce risks in relation to a person leaving their home at night and to reduce falls

There was an open, honest, caring and positive culture across the service and staff demonstrated a high value base. The registered manager and provider were supported by a team of exceptionally motivated and dedicated service managers and team leaders. The provider had invested in a range of staff benefits and rewards and had organised social and wellbeing events for staff. These were designed to increase motivation and staff told us that they appreciated this.

People consistently gave examples of the registered manager and provider and staff team as kind and caring people who maintained contact with them and responded to concerns. People and their family members told us that they would recommend the service to others.

The provider had invested in resources to ensure that added value was provided to meet people's needs. For example, a staff member had been trained to provide health checks to people. This had resulted in

prompt referrals to GPs where concerns had been identified. The introduction of a movement monitoring system had resulted in a reduction in risks to people.

The service worked with people holistically and staff understood the importance of ensuring that people were supported to maintain their interests and independence. People's care plans included information about their preferences and interests along with guidance for staff on engaging with people to meet these. People and, where appropriate, their representatives were involved in decisions made about their care.

Systems, processes and practices were embedded to safeguard people from abuse and risk of harm. Staff understood their responsibilities in protecting people and the provider had taken immediate action to report concerns and suspicions about potential harm or abuse. Good practice guidance had been followed to keep people safe. Up to date risk assessments were in place to support people to take positive risks and remain safe.

Staffing levels were continuously reviewed to ensure there were enough staff to provide flexible and responsive care and support. Staff received regular training and supervision to ensure that they were skilled in providing care and support to people. Staff told us that they were encouraged to take qualifications in health and social care and to progress within the organisation.

Medicines were managed safely to ensure people received them safely and in accordance with their health needs and the prescriber's instructions.

Staff liaised with other health and social care professionals to ensure people's needs were safely and effectively met. The provider was actively engaged with local community-based services to ensure that people had access to additional support and up to date information where required.

The registered manager had ensured that regular monitoring of the quality of people's care and support had taken place. The provider had introduced a new electronic monitoring system which enabled them to identify immediately if staff were late or had failed to complete people's care records. Any failures were immediately addressed with the staff member concerned.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.