The Retreat York

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

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 requires improvement. At this assessment the rating has changed to good.

Good: This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

Staff knew and understood the provider’s vision and values and how they were applied to the work of their team. The visions and values of the service were displayed around the service.

Governance policies were in date and provided comprehensive guidance for staff. There was a clear framework of what must be discussed at team meetings to ensure that essential information, was shared and discussed. The service had policies to guide staff in the day-to-day operation of the service.

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.

Staff knew and understood the provider’s vision and values and how they were applied to the work of their team. The visions and values of the service were displayed around the service. Staff we spoke to could tell us the visions and values and explain how they were followed to ensure all staff were working together.

Staff had the opportunity to contribute to discussions about the strategy for their service.

Since our last assessment the registered manager had changed and on the week of this assessment, a new service manager had been appointed. At the last assessment staff had told us they had not felt able to give feedback honestly to managers. On this assessment staff felt respected, supported and valued. They said the service promoted equality and diversity in daily work and provided opportunities for development and career progression. They could raise any concerns without fear.

All staff we spoke with said they felt supported and valued at the service, with both management and staff saying they felt the staff team were happy. Staff told us the role could be stressful, but that they were managed and supported by colleagues and senior staff.

Staff felt there was a positive culture at the service. No staff member we spoke to complained they had been the subject of racial discrimination or bullying.

We saw evidence that there were regular team meetings for staff to discuss any issues. All the staff we spoke with, told us that they were confident they could speak up if they had any concerns about the way they or the clients were treated.

All staff we spoke to knew how to use the whistleblowing process. All staff told us that they felt they could raise concerns to management about the service without fear of retribution.

Managers explained how staff would be supported within the workplace and that staff were able to apply to work flexibly e.g. flexible working agreements to account for personal circumstances such as caring responsibilities and health issues.

Managers advised that reasonable adjustments could be put in place for staff members to help them carry out their role, based on their individual needs.

Staff received training in equality, diversity and inclusion as part of the mandatory training.

Governance policies were in date and provided comprehensive guidance for staff. There was a clear framework of what must be discussed at team meetings to ensure that essential information was shared and discussed. The service had policies to guide staff in the day-to-day operation of the service. There was a standard agenda to ensure consistency and items included lessons learnt, governance, staffing and safeguarding. Meetings served a clear purpose and were well managed. There were a range of meetings in place to support the running of the service.

Managers made necessary changes and ensured learning was disseminated. Governance and performance processes were effective and strong. They identified and addressed issues and were used to make improvements. This was reflected in business minutes.

There was a risk register in place for the service which identified funding, difficulty in accessing ADHD medication and maintaining commissioners’ targets as the main concerns.

Managers described how the service was engaging with external stakeholders and partners. Managers recognised the importance of these relationships and ensuring that they were being kept informed and involved.

Staff invited family members and external professionals to meetings where appropriate so they could discuss any issues and receive any updates about the client's care and treatment.

The registered manager had supported a quality improvement review into the ADHD clinic looking at improving access, increasing capacity and ensuring the client pathway was efficient. Some initial research had been completed and work had started on developing an action plan.