Global Caring Group Leicester

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this service. This key question has been rated Good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People received care that was based on kindness, respect, dignity and compassion. People and relatives were highly complementary about the staff’s caring approach. A relative said, “They [staff] approach [name] with the respect and dignity that an elderly member of their culture would expect.” Another relative said, “The staff are polite, and very caring towards [name]. They are amazing. [Name] loves chatting to them [staff]. They stimulate them and interact well with them.”

Staff described their roles positively and demonstrated a good understanding of person-centred care. They recognised the importance of respecting people’s privacy and dignity while encouraging them to remain as independent as possible. A staff member said, “When providing people's personal care, it's important to provide this in a dignified and respectful manner, I always close the doors or curtains before starting, I explain what I'm doing and don't rush, and keep the person covered as far as possible to respect their dignity.”

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People had developed positive relationships with staff and told us they received consistent care that respected their individual needs, routines and preferences. People told us they were given a choice of either male or female care staff and their wishes were respected. A relative praised staff about how well their relations cultural needs were met. They said, “They recognise [name] cultural background and do their best to comply with customs and practices.”

Care plan guidance for staff was detailed and personalised, reflecting people’s individual needs, preferences and daily routines. This included information about how people preferred their care to be provided, what was important to them and what they could do independently. Guidance also reflected people’s communication needs, cultural preferences and personal choices where relevant. This supported staff to provide consistent, person-centred care that respected people’s individuality and promoted their choice and independence.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Feedback from people and relatives, discussions with staff and our review of care records clearly demonstrated that people were supported to make their own choices and maintain their independence wherever possible. Staff understood people’s individual abilities and encouraged them to do as much as they could for themselves, while providing support when needed. This helped people retain their skills, confidence and control over their daily lives.

A staff member said, “I let the service user do as much as they can themselves. For example, if they can wash their face themselves, I let them do it and only help where they need me. I give choices, like what clothes they want to wear or what they want to eat. I always ask permission before giving care. I am there to support the person, not control them.”

Care records provided personalised guidance about people’s routines, preferences and abilities. This enabled staff to promote independence and supported people to make choices about how their care was delivered, helping them maintain control over their daily lives and achieve outcomes that were important to them.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

People and relatives were positive about how staff responded to changes in needs including the action taken following an accident or incident. For example, people told us, and records confirmed, when staff had arrived for a care call and found a person had fallen, they responded promptly, this included checking the person for injury and appropriate medical assistance was sought. The incident was reported and recorded, and relevant people were informed. The person’s needs and associated risks were subsequently reviewed to identify whether any changes to their care and support were required. This demonstrated staff were responsive to people’s immediate needs.

Staff provided examples of how the service responded flexibly to people’s individual and changing needs. This included adjusting visit times where possible, remaining with people for longer when they were unwell or distressed, and seeking advice or support from healthcare professionals when concerns arose. Staff recognised changes in people’s physical and emotional wellbeing and understood the importance of taking prompt and appropriate action to support their safety and wellbeing.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

We received feedback from 14 care staff who were all positive about working for the provider and how the provider supported their wellbeing. They confirmed they had sufficient time and support that enabled them to provide personalised care.

A staff member said, “Management checks on staff wellbeing through supervision and regular communication. If a member of staff is struggling with workload or has experienced a difficult situation while providing care, they can speak to management for support. The company also encourages staff to raise concerns early so support can be put in place.”

Another staff member said, “If we have a problem or feel stressed, we can speak with the manager or senior staff. For example, if I have a difficult situation with a service user, I can call the office and get support. I can also discuss it in my supervision.”