Global Caring Group Leicester

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this service. This key question has been rated Good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred 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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Overall, people and relatives, were consistently complimentary about the service provided by Global Caring Group Leicester. Many people told us of the positive impact the service had made on their lives and recommended the service to others. A relative said, “‘Yes, I would recommend the service, it’s been amazing, a very positive experience.”

People and relatives were overall positive how the management team were approachable, supportive and responsive.

Staff were clear about the provider's expectations of them and demonstrated an understanding and commitment to the provider’s vision and values. A staff member said, “The vision is to provide high-quality, safe and compassionate care that enables people to live with dignity, independence and choice in their own homes. As a care worker, I understand that I represent Global Caring Group every time I enter someone's home. I should therefore provide the same standard of respectful, safe and person-centred care that I would expect for someone important to me.”

Staff meeting records showed that the management team regularly communicated and reinforced the provider’s values and expected standards, supporting staff to embed these within their day-to-day practice.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The management team and senior managers were experienced leaders and had responsibility for two additional registered home care services. They told us how they used learning and experience from across their services to develop and improve the quality of care provided. This included sharing good practice, identifying areas for improvement and applying learning consistently across the organisation.

Staff spoke positively about the leadership team and told us they felt well supported and able to approach managers for advice and guidance when needed.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider had systems and processes, including policies and procedures such as Freedom to Speak Up, Whistleblowing and Safeguarding to support staff to raise any concerns.

Staff confirmed they had access to the provider’s policies and procedures and felt confident of speaking up when required.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff confirmed the registered manager was fair and treated them equally and they had not experienced any form of discrimination.

The provider had an equality and diversity policy that reflected the Equality Act 2010. This protected both staff and people using the service against any form of discrimination.

Staff were overall, positive about working for the service. They told us they felt valued and supported. A staff member said, “There is an expectation that staff provide safe, respectful and person-centred care. I feel able to raise concerns or ask questions and would expect management to investigate and respond appropriately.” Another staff member said, “It's a good service to work for, we get good travel time, the rota has come out in advance, I find care plan guidance is really good, very detailed and kept up to date. There's good communication within the service. I feel well respected listen to and supported.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had a range of systems and processes in place to assess, review, manage and mitigate risks, as well as monitor the quality and safety of the service. This included audits, spot checks, care record reviews, incident monitoring and feedback from people, relatives and staff.

In addition to the management team’s internal audits and checks, senior leaders completed monthly monitoring audits. These were detailed and comprehensive, and any areas identified for improvement were recorded, acted upon and monitored to ensure required actions had been completed. This provided an additional level of oversight and helped the provider identify areas for improvement, share learning and continually develop the quality and safety of the service.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The registered manager told us, and records confirmed, staff worked effectively with external health and social care professionals to support people’s health, safety and wellbeing.

Staff shared relevant information appropriately and sought advice and guidance from other professionals when concerns were identified or additional support was required. This supported a coordinated and responsive approach to care and helped ensure people received the right support to achieve positive outcomes.

The local authority told us how the service had worked with them during 2025 and early 2026 to make improvements to service delivery, systems and processes. We found these improvements had been embedded into everyday practice and were being sustained. This partnership working had a positive outcome as we found the provider’s ongoing monitoring and governance arrangements supported continued oversight and helped ensure improvements were maintained.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

The provider demonstrated a commitment to continuous learning and improvement. For example, learning from audits, incidents, complaints and feedback from people, relatives and staff was used to identify opportunities to improve care delivery.

Where learning was identified, this was shared with staff through team meetings and supervision, and changes were made to care planning, staff guidance or working practices. The effectiveness of these changes was monitored through the provider’s quality assurance systems to ensure improvements were embedded and sustained.