Children's Home run by Hillcrest Children’s Services Ltd in Hampshire

Unique reference number SC012001 Inspection date 18/10/2010 Inspector Merryl Wahogo Type of inspection Key

p.1

Date of last inspection 12/03/2010 Website: www.ofsted.gov.uk

p.1

This document may be reproduced in whole or in part for non-commercial educational purposes, provided that the information quoted is reproduced without adaptation and the source and date of publication are stated.

p.2

You can obtain copies of The Children Act 2004, Every Child Matters and The National Minimum Standards for Children’s Services from: The Stationery Office (TSO) PO Box 29, St Crispins, Duke Street, Norwich, NR3 1GN. Tel: 0870 600 5522. Online ordering: www.tso.co.uk/bookshop

p.2

About this inspection

The purpose of this inspection is to assure children and young people, parents, the public, local authorities and government of the quality and standard of the service provided. The inspection was carried out under the Care Standards Act 2000.

p.3

About this inspection

This report details the main strengths and any areas for improvement identified during the inspection. The judgements included in the report are made in relation to the outcomes for children set out in the Children Act 2004 and the relevant National Minimum Standards for the service.

p.3

The inspection judgements and what they mean

Outstanding: this aspect of the provision is of exceptionally high quality Good: this aspect of the provision is strong Satisfactory: this aspect of the provision is sound Inadequate: this aspect of the provision is not good enough

p.3

Brief description of the service

Ashley children's home is one of two homes run by a private company. The home can accommodate up to six young people of either sex who are between the ages of eight years and 16 years on admission. The home specialises in providing therapeutic care for children who have suffered trauma in their lives, such as physical, sexual or emotional abuse, or neglect and display a variety of behavioural problems. The home is a spacious two-storey detached building within a residential area, with access to local amenities, shops and public transport.

p.4

Summary

This is an overview of what the inspector found during the inspection.

p.4

Summary

This was the key unannounced inspection covering all outcome areas. There are currently four young people in the home, none of whom have been there long. There are also a number of new staff who, with management support, have pulled together quickly as a team. Colleagues have commended the assistant manager for her outstanding dedication to the job during this difficult period. Overall, the home operates well and there are many outstanding features.

p.4

Summary

There is now a remarkably proactive senior management team overseeing the development of the home. The particular strength of this home lies in the therapeutic support provided for the young people. This is enhanced by an unusually diverse, yet cohesive, well-trained and well-supported staff group.

p.4

Summary

Staff are excellent at maintaining and promoting young people's health. They are also very good at keeping them safe in many crucial ways, but this report recommends minor adjustments to better cater for the current client group.

p.4

Summary

Young people enjoy using the garden as well as accessing various activities in the home and community. They have many opportunities to make their views and wishes known and to make positive choices. The building itself is generally well maintained, but some areas are not as homely as they could be.

p.4

Improvements since the last inspection

In response to recommendations in the last report, staff routinely encourage young people to learn a range of social and life skills, as they get to know them. For example, young people often help with cooking and clearing the dining table. Staff encourage them to use public transport for the time they are allowed to spend independently in the community.

p.4

Helping children to be healthy

Young people enjoy a really varied menu with meals from lots of different cultures. Staff also provide plenty of fresh fruit and vegetables and encourage young people to eat them. One young person says they 'offer me fruit every day and just say have one bite, see if you like it'. When they are ready, young people help with every aspect of planning and preparing meals. Staff support young people to plant and grow vegetables in the garden. This means they get a much better idea of where their food comes from, while enjoying some really fresh vegetables. Staff also monitor what young people eat, to ensure they are getting a balanced diet.

p.5

Helping children to be healthy

The young people benefit from excellent attention to detail in relation to all aspects of their health needs. For example, one young person says 'You just say what you need, doctors eg and you have an appointment the next day'. Additionally, staff ensure that the kitchen is maintained to high standards of hygiene and safety. They work well with young people, in conjunction with parents, carers and other professionals to address issues, such as smoking habits.

p.5

Helping children to be healthy

Staff take a particularly thorough approach to the storage, recording and administration of medication. For example, staff ask the GP to prescribe homely remedies for particular young people, rather than having one supply for everyone. As a result, young people are well protected from medication errors.

p.5

Protecting children from harm or neglect and helping them stay safe

Staff do not keep any files in communal rooms; they are all in the office, which is locked when not in use by staff. Even the newest young people are aware that they are not allowed in the office. Staff are conscious of what they say in front of young people and do not disclose confidential information.

p.5

Protecting children from harm or neglect and helping them stay safe

The home has received many compliments over the last year and no complaints. This is despite inviting young people to make a complaint if they wish, after any restraint has been used.

p.5

Protecting children from harm or neglect and helping them stay safe

All the young people in this home have been traumatised and staff work extremely conscientiously to keep them safe. Some of this relates to how they themselves manage young people's behaviours and some involves close collaboration with outside agencies, such as social services. Staff use common sense and are aware of good practice in relation to close contact with young people. Nevertheless, there is no policy on touch to back them up. This creates a risk that new staff might be unaware of what is and is not appropriate.

p.5

Protecting children from harm or neglect and helping them stay safe

There is an eye-catching poster on bullying displayed in the hallway, clearly drawn and designed by a young person. Staff put a lot of attention on managing interactions between young people to minimise any harm. One young person said he had witnessed bullying, but staff sorted it out. It is clear that young people feel confident about talking to staff, especially those they particularly trust.

p.5

Protecting children from harm or neglect and helping them stay safe

The young people in this home have histories of leaving home or school without permission. This home, however, has strong policies and practices in place to respond to this. These include highly individualised responses, as well as general ones. For example, staff are aware that some young people make it known that they are leaving, yet like to be followed. Staff keep very clear records of every incident of this kind and coordinate well with the police.

p.6

Protecting children from harm or neglect and helping them stay safe

Staff like the new system for physical intervention, which has been adopted by the management. They are also enthusiastic about the drive to use this only as a last resort. While they did have to use it frequently for one young man who was resident recently, this is now rare. Staff record details of any physical intervention meticulously and offer both young people and the adults involved a debrief afterwards. In fact staff record all incidents well and, when necessary, use entirely appropriate sanctions.

p.6

Protecting children from harm or neglect and helping them stay safe

Senior management are passionate about a therapeutic basis to behaviour management. Therapeutic behaviour management plans are particularly detailed and child centred, with a clear emphasis on positive support. The head of therapeutic care updates them as frequently as necessary to adjust to changing circumstances. Managers consider all information very carefully in order to respond in the best interests of each young person. This includes addressing relationships between young people as well as between them and staff.

p.6

Protecting children from harm or neglect and helping them stay safe

One young person says the home is good at 'keeping me safe'. Management have a policy of allowing the young people to take managed risks in order to develop their capacity for self-regulation. This is based on careful risk assessments for each young person in relation to all their activities. While there are also general risk assessments for the rest of the property, there is not yet one for the garden. It is a well-managed garden and staff do supervise young people when they are using it. Nevertheless, there is a small risk that staff could be unaware of potential dangers.

p.6

Protecting children from harm or neglect and helping them stay safe

The management is thorough about ensuring there are regular checks as required by health and safety legislation. They do identify most problems and address them promptly. Currently, however, radiators have no protective guards, but can be very hot. This creates a small risk of young people getting burned by prolonged contact.

p.6

Protecting children from harm or neglect and helping them stay safe

Recruitment processes are robust and young people can have a say. This home has had a significant change of staff over the last year, with eight new staff having started. Nevertheless, there is a surprising air of stability and good morale as a team. New staff enjoy the induction process and are confident about the work.

p.6

Helping children achieve well and enjoy what they do

The management at this home provide an exceptional variety of therapeutic interventions, such that they can provide therapy tailored to each individual young person. Specialist therapists now provide these sessions outside of the home and school, which works well for the young people. This means that young people have the greatest possible opportunity to address the problems underlying their behaviours and, therefore, change.

p.7

Helping children achieve well and enjoy what they do

Staff go to great lengths to make sure that young people reach or attend school, sometimes accompanying them on long journeys. Some young people, though, do not have school placements or struggle to maintain full-time school attendance. In these circumstances, staff ensure that they are supported to study in the home. One young person says 'They help me when I have schoolwork and they make me understand questions'. Young people sometimes enjoy quizzing each other on things they have learnt. Generally, staff are very good at communicating with schools and maintaining an awareness of education plans.

p.7

Helping children achieve well and enjoy what they do

Young people make very good use of the back garden, especially the football, goalpost and trampoline. They also enjoy activities in the local community, such as horse riding and skate parks, as well as trips to theme parks. Additionally, staff engage young people in fundraising for local charities.

p.7

Helping children make a positive contribution

Management ensure that all young people are appropriately placed in this home. Placement plans are particularly thorough and clear, based firmly on the care plans outlined in LAC documents. They are set out under the same outcome areas as this report. This keeps staff focused on outcomes for young people. Emergency admissions, however, can mean it takes a while to build these. Where necessary, critical issues are highlighted on the front page to alert staff. Staff work well with social services to ensure regular reviews, supported by monthly summaries. Key workers compile the latter to inform therapeutic behaviour management plans. Social workers appreciate the ready availability of staff to update them over the phone, on developments, as well as opportunities to visit. All this means that young people benefit from highly individualised work.

p.7

Helping children make a positive contribution

Staff work very hard to maximise the benefit young people get from contact with their families. This includes developing good relationships with families where possible and transporting young people to support this. It creates the best possible chance that young people might eventually be able to be reintegrated into their families.

p.7

Helping children make a positive contribution

All staff put a lot of thought into how to make young people feel at home as quickly as possible. For example, even when there is an emergency admission, staff make welcome posters to put up in the young person's room. They also provide at least one soft toy to give comfort. One social worker says 'Staff advocated strongly on behalf of my client and were willing to challenge the local authority'. This was in relation to where the young person would move on to, once they left the home. This means that there is a good chance that young people are as little disturbed by these transitions as possible.

p.7

Helping children make a positive contribution

Staff encourage the young people to take part in regular house meetings as soon as they move in. These give young people an opportunity to express their views and opinions and staff record them well. If a young person states a preference for any particular member of staff to be their key worker, this is honoured wherever possible. Equally, they make many choices about activities, meals and how their bedrooms are decorated. This means that young people have a good chance to learn to take control of their lives.

p.8

Achieving economic wellbeing

Staff encourage young people to learn independence skills, such as dealing with laundry and helping in the kitchen. Equally, they work hard to support young people to obtain and maintain work experience placements, when they are at the right age. This means that young people are likely to be better prepared for adulthood than when they arrive in the home.

p.8

Achieving economic wellbeing

This is a good sized and well equipped home, with spacious bedrooms for the young people. There is a conservatory which is used as an activity room, overlooking a lovely and well maintained garden. Young people make good use of garden equipment, such as the trampoline. In addition, there is a smaller games room for use of the Wii and other computer games. The home is generally in a good state of repair and the cleaner keeps it in good order. Equally, most parts are well decorated and there is a rolling programme of refurbishment that will eventually address those areas in need of attention. A couple of the rooms, including the small games room, however, are rather bare and lack a homely atmosphere.

p.8

Organisation

The promotion of equality and diversity is outstanding. There is a particularly diverse staff group working across this home and its sister home. The owners, in conjunction with managers, demonstrate an excellent willingness to promote staff from ethnic minorities. This means that young people benefit from a range of adult role models and good opportunities to learn from staff about different countries and cultures. Staff further support the development of equality and diversity via themed evenings, where activities and menus reflect a particular country. Management keep the Statement of Purpose up to date and everyone is really excited about the prospect of making a children's guide DVD. The current children's guide is nevertheless well illustrated and informative.

p.8

Organisation

Staff have regular, minuted meetings and report being well supported by management through supervision. Additionally, they emphasise that they do not need to wait for formal supervision sessions to get access to help and support. There are always enough staff on duty to provide adequate supervision for the young people and support for each other when necessary. As staff from the sister home, as well as bank staff, cover absences whenever possible, the use of agencies is minimal. Management support staff well to gain National Vocational Qualifications and other awards, so that this is a well qualified staff group. Also, management provide a good range of relevant training, such as a course addressing reflective practice. As a result young people benefit from highly motivated and committed staff.

p.9

Organisation

The owners make themselves known to young people and also work closely with staff, helping build the sense of community for which they strive. They also conduct monitoring visits and provide reports on a monthly basis as required by regulations. This means that young people can be confident that they are aware of any improvement needed, as it arises.

p.9

Organisation

The manager monitors all necessary records as required by regulations, particularly well. This allows her to pick up problems and deal with them efficiently. Staff only work on young people's files in the office, which is out of bounds to the young people.

p.9

Recommendations

To improve the quality and standards of care further the registered person should take account of the following recommendation(s):

p.9

Recommendations

 create a policy on permissible touch (NMS 17)  create a general risk assessment on the gardens (NMS 26)  consider purchasing radiator guards to further reduce risks to young people's safety (NMS 26)  consider ways to make all areas of the home homely (NMS 24).

p.9