Moorlands Neurological Centre

Leaders had the skills, knowledge and experience to perform their roles. They had a good understanding of the services they managed and were visible in the service and approachable for patients and staff. Managers continued to work towards ensuring all staff worked in line with the transdisciplinary team model, and they consistently shared the vision and values for the service which encompassed all aspects of this way of working. The provider worked well with external partners also involved in the patients care. The service was pro-active in promoting and developing a positive culture. Staff felt respected and valued and said that leaders were open and honest, so they were able to raise concerns without fear. Opportunities were available for staff to raise concerns and give feedback about the staff through staff engagement forums and Freedom to Speak up representatives. The service had effective governance systems in place which identified, managed and monitored risk and performance well. Managers implemented action plans, strategies and processes which had worked well and improved the overall governance of the service. Where required, lessons had been learned and communicated from incidents, which were used to drive improvement.