Jacobs Neurological Centre

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 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.

Staff were positive about the culture and approach at the service. All confirmed that recent changes to management, processes and oversight had been challenging at times but confirmed that focus had remained on delivering a good service to people.

Partners and visiting professionals gave positive feedback. One visiting professional told us, “[Name of provider manager] is amazing. The culture is now open.”

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 feedback regarding leadership was positive. All staff shared that senior staff were approachable and they felt supported. One visiting professional told us, “I have confidence in [Names of managers] who are responding quickly.”

The service did not have a registered manager in post at the time of the assessment, however one had been appointed, and they were due to commence their role shortly. Throughout the recruitment process, the service had benefitted from having a consistent manager from the provider organisation.

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

Staff, partners and visiting professionals confirmed there was an open culture at the service and felt they would be listened to if they spoke up. One visiting professional told us, “Since [Name of provider manager] came, the culture of speaking out and raising concerns is so much better. [They encourage] advocacy.”

The provider had a whistleblower policy in place, with processes in place to support staff in speaking up.

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 service had a diverse workforce.

The provider had a suite of policies in place to support equality, diversity and inclusion.

All staff were invited to participate in meetings and surveys which included opportunities for them to provide feedback on their experiences.

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.

Staff told us they knew their roles and responsibilities and were positive about the management and running of the service.

The provider had a system of audits and checks in place which had recently been reviewed and adapted. These checks were embedding into everyday practice. There was a clear schedule for those required to be completed weekly, monthly, quarterly and annually.

Actions from these were included in improvement plans and shared with relevant staff, partners and stakeholders.

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.

People told us they were supported to access other professionals, where needed, in relation to their health, safety and wellbeing.

Staff told us they were provide with information and outcomes following assessments, reviews and visits from partner agencies. This supported them to work in accordance with up-to-date information.

There was a clear system in place to ensure partnership working with health social care professionals, and local partners.

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.

All processes in place were used to effectively identify where learning and improvement was needed. Actions were recorded, planned for and completed.

The providers quality assurance system covered all aspects of the service and included people’s experience and feedback received. Where errors were found or learning identified, this was approached positively.