Caring Heart and Hands 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.

At our last assessment we rated this key question good. At this assessment the rating has remained 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 provider had a clear vision and values which were set out in their Statement of Purpose and supported by a range of policies and procedures. Leaders used team meetings to discuss the service’s values and vision and to reinforce expectations about delivering high‑quality, person‑centred care.

Staff described the culture of the service as positive and supportive. Staff told us it was “really good” and “really supportive”, which reflected a culture where people felt valued, listened to and supported. This helped underpin consistent, compassionate care for people using the service.

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.

Feedback from people and staff about the leadership of the service was consistently positive. The registered manager were described as responsive, approachable and supportive. Staff told us they felt listened to and able to raise concerns or seek guidance at any time.

Comments from staff included, “They are brilliant. They are kind people and hard workers,” and “I think the leaders are brilliant, I can’t fault them. I can go to the office whenever I want.”This reflected an open and supportive leadership culture where staff felt valued and well supported in their roles, contributing to positive experiences for people using the service.

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

People, their relatives and staff told us they felt able to speak up and that their voices would be heard. Staff described an open and supportive culture where they felt comfortable raising concerns, sharing feedback or asking for guidance.

The provider had a range of systems in place to encourage open communication. These included regular staff surveys, supervisions and staff meetings, which gave staff opportunities to share their views and discuss any concerns.

Leaders also maintained ongoing communication with staff through weekly emails and a private staff Facebook group. These approaches supported transparency, information sharing and engagement, and helped reinforce a culture where people felt listened to and supported.

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 wellbeing of the workforce was actively promoted. Leaders held regular staff and team meetings, carried out regular staff surveys, and provided structured supervision and appraisal arrangements. These processes gave staff protected opportunities to discuss workload, wellbeing, inclusion and any concerns, and supported reflection on practice and development needs.

Staff told us they were encouraged to speak openly and felt listened to. Where issues were identified, leaders took action and reviewed the impact to ensure improvements were sustained.The provider demonstrated a commitment to workforce diversity and inclusive practice.

Recruitment and workforce decisions were fair, transparent and values‑based, supporting equality of opportunity regardless of protected characteristics. This helped promote a respectful, supportive and inclusive workplace culture.

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.

We saw evidence of regular audits being completed to monitor the quality and safety of the service. Audit findings were reviewed and fed into an action plan, and leaders were able to demonstrate that actions had been completed to address identified areas for improvement.

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.

Staff worked with a range of external professionals, including GPs, community nurses and specialist services, to respond to people’s changing needs. Information was shared in a timely manner to support safe decision‑making and joined‑up care, helping people avoid unnecessary duplication and ensuring they received the right support.

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.

Care was delivered flexibly and creatively to enable people to achieve personal goals and experiences that mattered to them. For example, one person expressed a wish to go on holiday. The provider arranged for the person to go away with 2 carers. Comprehensive risk assessments were completed, and accessible, disabled‑friendly accommodation was arranged to ensure the holiday was safe, enjoyable and tailored to the person’s needs.

The provider demonstrated a commitment to learning, innovation and evidence‑based practice. They took part in “Step into Care” research in partnership with Leeds City Council and engaged in Huntington’s disease research to better support a person living with Huntington’s. As part of this, some staff completed additional specialist training to build skills and confidence in providing tailored support.

The provider also actively engaged with the community and promoted social value. They undertook fundraising activities during the year in support of breast cancer awareness, including hosting an afternoon tea event. The service further promoted inclusion and community connection by holding activity days at the office, with people using the service and their families invited to attend.