United Hands Care Ltd

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 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.

The registered manager told us they aimed to support people to lead independent and fulfilling lives in their homes for as long as possible. There were a clear culture and vision that enabled this. This was reflected in the service user guide that was issued to people. There was a policy on equality, diversity and inclusion. Staff all received training in this topic.

Relatives told us the registered manager was approachable, and this enabled them to feel comfortable speaking with them regarding any issues or concerns. They felt confident that any concerns raised would be listened to and addressed promptly. One relative said, “I know the registered manager, and I have found them approachable, responsive and willing to listen. A strong example of their leadership was the way they responded when evidence showed that my [relatives] existing support arrangements were no longer meeting [relatives] needs safely.” This contributed to a positive relationship between families and the service.

The management team operated an ‘open door’ policy where people, relatives and staff could speak to them at any time to ensure there was an open culture where concerns could be raised and acted upon.

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.

Staff had a good understanding of the ethos of the service and were clear about their responsibilities. Staff were provided with information and guidance, which covered several areas to do with their roles and responsibilities.

Staff consistently described leadership as approachable. They told us leaders were always available and genuinely invested in their wellbeing. One staff member said, “Yes, I feel well supported by the registered manager and the wider management team. They respond promptly to concerns, regularly check in with staff, and provide clear guidance whenever needed. I have always felt listened to, and they were particularly supportive when I needed adjustments to my rota due to changes in my childcare arrangements.” Staff felt confident raising concerns or ideas, knowing these would be listened to and acted upon, demonstrating a strong culture of trust, psychological safety, and continuous improvement.

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

A whistleblowing policy included details on how to raise concerns both internally and externally, which allowed staff freedom to speak up. Staff feedback was sought as part of supervisions and staff meeting. Whistleblowing is the act of reporting wrongdoing, misconduct, or illegal activities within an organisation.

Systems were in place for staff to raise concerns internally and externally. Staff knew how to use the whistleblowing policy and understood their role and responsibilities of reporting concerns and knew who to go to if they needed to.

Records showed that during staff meetings, supervisions and appraisals staff were encouraged to speak up and be heard. Any information was acted on and respected.

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.

The registered manager told us staff worked well together as a supportive and respectful team, and this was confirmed by staff we spoke with. Staff described the service as flexible and accommodating of their personal circumstances. One staff member told us that if changes to work schedules were needed at short notice, colleagues worked together to provide support and cover shifts where required.

Staff had completed equality and diversity training, and there was a clear focus on promoting an inclusive and cohesive working environment. Staff told us they felt valued and empowered to share suggestions and ideas for improving the service, and felt their views were listened to and considered by management.

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.

There was a registered manager who had responsibility for the day to day running of the service. Governance arrangements were fully embedded and consistently effective. The registered manager completed comprehensive daily, weekly, and monthly audits across key areas, including medicines, care plans, infection prevention and control, late or missed visits, and safeguarding. These audits were used dynamically to drive improvement, with clear action plans developed where needed and progress monitored through follow-up reviews. This demonstrated a strong culture of continuous learning, where lessons from incidents were embedded into practice and led to sustained improvements in care quality.

There were business continuity and emergency plans developed which identified actions to be taken in case of an issue which could affect the provision of care. Staff told us they received regular spot checks to ensure they were attending on time and providing the correct care and support.

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 provider worked with other healthcare professionals and shared information when required to help ensure outcomes were positive for people using the service. The service worked in partnership with the local authority and a community organisation to support community-based wellbeing initiatives.

A regular satisfaction survey was sent to staff, people and relatives to obtain their feedback about the service.Should it be required, there were systems to learn from and improve practices based on feedback received.

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. They actively contributed to safe, effective practice and research.

The registered manager described the ways in which they continuously worked to enhance the quality of the service. This included identifying areas for improvement through regular checks, audits, and reviews of care delivery.Supervisions and team meetings were used to openly discuss training needs and further training would be accessed if staff felt they needed it, which in turn better supported safe and effective practice.

A streamlined digital system enabled people, relatives and staff to access real‑time information, improving communication, transparency and responsiveness. This ensured everyone involved in a person’s care remained well informed.

The provider encouraged feedback from people and other stakeholders and used this information to adapt and change the service to accurately meet peoples’ individual preferences and characteristics.