Integrity Healthcare Solutions 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 this newly registered 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 71 (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 providers aims, objectives and values were included in a service user and staff handbook which were issued to people and staff. These were based around the values of respect, empowerment and commitment. People using the service, staff and healthcare professionals praised the culture within the service. Comments included, “We've interacted with Integrity numerous times and as part of our close collaborative arrangement, we share the same ethos and serve the needy in our community” and “Integrity has provided free family support services to our clients. This supportive and caring nature is one that both organisations cherish as a signature culture.”

The provider had inclusive leaders 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. A healthcare professional told us, “We have utmost respect for the Registered Manager who is empathetic in nature, passionate and easily accessible.” A staff member said, “[The registered manager} is a very patient and understanding man. He communicates very well.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider valued and listened to the views of staff. Staff told us they were given opportunities to provide feedback about the service and their opinion was valued. The provider promoted an open and inclusive culture which sought the views of people using the service, their relatives, and staff.

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 provider operated an equal opportunity recruitment process. People told us that the care workers were culturally and religiously aware and respected their beliefs.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate. Due to the relatively small size of the service, we found some aspects of the governance checks were not always recorded. The registered manager operated a more ‘hands-on’ and involved role in ensuring they continued to provide a good service. For example, people and staff confirmed that telephone monitoring and unannounced sport checks took place, however these were not always recorded. We also found that governance processes were not effective in identifying the concerns we found in relation to staff recruitment. We raised this with the registered manager who assured us that moving forward, this would be implemented more stringently in future. Other audits were in place, including care plan, infection control and medication audits.

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. A healthcare professional told us, “This is one of the few professional organisations that have close collaborative working relationships.”

The provider recognised the importance of continuous learning and improvement across the organisation. The registered manager told us they were in the middle of a transformation from paper records to an electronic care planning system. This would be of benefit to people, relatives and staff as care plans could be accessed electronically and care visits monitored in real time. The provider had also signed up to a new training provider and continued to established itself in the community by working with local day centres.