Global Caring Group Leicester

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• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

This is the first assessment for this service. This key question has been rated Good. This meant people’s needs were met through good organisation and delivery.

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 made sure people were at the centre of their care and treatment choices, and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People and relatives were positive and complimentary of how well staff supported them with their routines, preferences and choices and the impact this had made on their lives. People and relatives consistently told us they would recommend the service to others.

One relative said, “I think [name] is more confident because of the girls [staff] coming. It’s enabling them to stay at home.” Another relative said, “They [staff] have done a brilliant job providing a service that has helped us as a family.” A third relative said, “Having someone come in each day has given [name] back their confidence and conversation.”

Care plan guidance had been developed in consultation with the person and or their relatives. The guidance was detailed and reflected people’s individual routines, care needs, preferences and wishes. This included the person’s needs in relation to their protected characteristic under the Equality Act.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

The provider understood the importance of people receiving care from consistent staff and was committed to continually achieving this. People and relatives confirmed they received support from regular staff who knew them well, which was important to them. Some relatives felt this consistency had made a significant difference to their loved one’s wellbeing, confidence and independence. A relative said, “The staff have made a real difference. [Name] is more independent and more confident.”

The provider’s systems, processes and monitoring procedures supported staff to be kept continually informed of changes to people’s care needs. The management team arranged reviews of people’s care packages if the current care package was not meeting the person’s needs. This included making referrals to external health and social care professionals for further assessment and or advice.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

The Accessible Information Standard (AIS), which requires health and social care providers to ensure information and communication are provided in a format people can access and understand, was being met.

The registered manager told us how they met the requirements of the AIS. They said, “I identify people's communication needs during assessment and make sure they are recorded in their care plan. Depending on the person's needs, we may use easy-read information, larger print, pictures, communication aids, interpreters or simply give the person more time to understand

information. I make sure staff know how each person prefers to communicate.” Records confirmed what we were told.

Information about the service was provided to people and relatives. This included what the out-of-hours arrangements were and important information such as safeguarding and how to make a complaint.

Staff demonstrated an understanding of the importance of understanding and meeting people’s individual communication needs and preferences. A staff member said, “If someone has hearing problems, I face them when I speak and speak clearly. If someone has dementia, I speak slowly, use simple words and give them time to answer. I always check their care plan for their communication needs.”

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

People and or relatives were invited to participate and share their views and experience of the service via the pre-assessment, ongoing reviews and an annual customer survey. People and relatives confirmed they received these opportunities and felt able to raise any concerns or complaints at any time. A relative told us how responsive the management team was. They said, “Yes, we know who the manager is, and they always respond if we need anything or have a query. Very accommodating if we have to change times for hospital appointments and so on.”

Records showed how feedback from the annual customer satisfaction survey was analysed to identify themes, patterns and learning, which informed areas for improvement. Findings were shared with staff and incorporated into the provider’s ongoing improvement plan.

A review of the provider’s complaints process confirmed complaints had been reviewed and investigated, and complainants had received a response in accordance with the provider’s complaints policy and procedure.

The provider made sure that that people could access the care, support and treatment they needed when they needed it.

The provider organised care and support around people’s individual circumstances, preferences and routines. People confirmed they received the support they needed, and the provider responded promptly when their needs or circumstances changed by reviewing and adapting care arrangements. A relative said, “It’s an excellent service. Care needs are being well met. Over and above sometimes.”

The provider’s systems, processes and procedures continually monitored care calls which enabled them to identify and respond to any missed or late calls. People were kept informed when delays occurred, helping to reduce disruption and ensured they received the support they relied upon. Records showed no person had experienced a missed call and late calls were minimal; this was confirmed by people and relatives.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

People were treated equally and supported effectively with their individual care needs. For example, where people had health conditions or communication difficulties that could make it harder for them to recognise or report changes in their health, staff were provided with detailed guidance about what to monitor and when to seek professional advice.

Care records confirmed how staff shared relevant information with healthcare professionals and advocated for people when required. They helped people to access appropriate health and social care support when required, reducing the risk of experiencing poor outcomes.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

The registered manager told us how they ensured people were supported to plan for their future care needs. This included end of life and how people’s wishes and preferences were recorded and shared with staff. They said, “Our focus is on keeping the person comfortable, maintaining their dignity and respecting their wishes.”

People’s care plans recorded their wishes and important legal documentation such as Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) forms and other advance care planning documents. Staff had access to this information, and the provider’s electronic care records system enabled the sharing of this with others such as ambulance staff.