Integrity Care Agency 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 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 and care staff team all knew the shared organisational values and were open in sharing these with people using the service and others whilst demonstrating the values in their day-to-day work with people.

Privacy was upheld in the way people’s information was handled and who this information could be shared with, consent to share information with external professionals was obtained.
 

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 provider was knowledgeable and skilled at effectively managing the service. They were open did not hesitate to share, on a need-to-know basis, information about the service performance. They were pro-active in seeking people’s views through regular personal contact and using surveys. Care staff told us that they felt that they were working for a supportive organisation and the values that were expressed demonstrated this was the organisational culture.

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

The provider told us they promoted communication and did not put barriers in place to prevent anyone from sharing their opinion about the service, whether positive or negative. Everyone who gave us feedback about the service, whether people using the service, their relatives, staff and a stakeholder believed they could raise what they wished to and share their views. People were confident that they were listened to, respected and taken seriously.

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 feedback that we received from care staff was highly positive and reflected their belief that Integrity Care was an inclusive organisation. Their views reflected a belief that they felt valued and supported by the provider as individuals and to develop their professional skills not only through not only training but improvement in how the service performed.

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 were provided with a copy of a quality survey that was carried out in January 2026. The responses provided were positive and no specific concerns about the quality of the service were raised.

There were clear lines of accountability and people working for the service demonstrated in their feedback that they knew who to report to, not just in terms of arising concerns, but also the day-to day care provided.

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 relative told us “Yes, staff support (relative) to maintain relationships with family and in the community.” Another example was that staff supported people to have access to the community and that provided support to engage in activities.

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.

Feedback we received, the policies and procedures we were shown and care and oversight documents we reviewed demonstrated an ethos of continuous learning from events and improvement.

We were provided with the record of complaints and other incidents, including safeguarding concerns. The most recent quarterly analysis covering October to December 2025 showed that nothing had occurred that raised concern about how the service monitored and responded to the issues raised. There was a learning exercise undertaken to look at what could be done when people were dissatisfied. Most recently this was largely to do with punctuality and unforeseen last-minute changes to the care worker due to the usual care worker sickness or other lack of availability. The provider had included the action they were taking in response to the quarterly analysis to improve the experience of people using the service and families.