Children's Home, Residential special school run by Sheffield City Council in Sheffield

Unique reference number SC458115 Inspection date 05/07/2013 Inspector Debbie Foster / Robert Curr Type of inspection Full Provision subtype Children's home

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Date of last inspection 01/02/2013 Website: www.ofsted.gov.uk

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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.

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Brief description of the service

This home is part of a special school, which provides education and residential care for children with autism and complex learning difficulties. As a maintained school providing over 295 days of residential care per year, the whole school is registered as a children's home.

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Brief description of the service

The school offers residential provision in two areas within the main house. One area provides accommodation for 52 weeks per year, the other offering a short-break service.

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The inspection judgements and what they mean

Outstanding : a service of exceptional quality that significantly exceeds minimum requirements Good : a service of high quality that exceeds minimum requirements Adequate : a service that only meets minimum requirements Inadequate : a service that does not meet minimum requirements

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Overall effectiveness

The overall effectiveness is judged to be adequate .

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Overall effectiveness

This new children's home is starting to make a difference to young people's lives. Staff are child focused, enthusiastic, caring and committed and have established sound quality of care practices. This is enabling young people to make some progress. As a result, young people are achieving more positive outcomes in relation to their health, emotional resilience, behaviour and extending social inclusion. Parents and professionals are positive about the care young people receive at the home.

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Overall effectiveness

The overall effectiveness is judged as adequate because there has been frequent and routine practice of locking internal and peripheral doors in order to uphold some young people’s privacy and safety in the home. This has restricted the freedom of choice, movement and liberty for the young people who live in the home permanently. There are also shortfalls in several areas and these relate to; the revised Statement of Purpose for the home has not been submitted to Ofsted and the information is not all up-to-date as required by the regulations; the home’s missing persons protocol is not compatible with the local missing from care procedures; some deficiencies exist in aspects of care planning and delivery relating to education goals, independence skills and preparation for moving onto adult service. As a result, this does not ensure all young people's needs are being fully met to guarantee they achieve their full potential.

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Overall effectiveness

Young people are kept safe and made to feel safe. Thorough systems and effective care practice ensure the welfare and safety of young people is promoted. Staff show a good knowledge and understanding of the diverse needs and risks young people face. They ensure that positive action is taken to minimise risks. Young people have or are building trusting relationships with staff. This means they feel valued, safe, secure and cared for.

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Overall effectiveness

Since the home registered in November 2012 there has been a change of manager. The young people are now benefiting from a settled management team with clear leadership, which is built on sound foundations. Staff say they are well supported by the management team and they have good communication and work together consistently. However, not all staff are routinely receiving formal supervision at regular intervals. This does not ensure that advice, guidance and development of practices are delivered to all the new staff team, with varying skills and abilities, consistently.

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Overall effectiveness

Staff have received mandatory training. A large proportion of the work force is to undertake the level 3 Children and Young people’s workforce diploma. Other specialist training has been identified to be provided to ensure all staff can fully meet the diverse needs of the young people using the service. This will improve the quality of care in the home further by having a highly trained staff team.

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Overall effectiveness

The new manager has begun to identify strengths and weaknesses in the service and is building on the current monitoring systems to ensure they are more robust. This will assist in continuing to improve all aspects of care for the young people who live and visit the service on a short-break basis.

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Statutory Requirements

This section sets out the actions which must be taken so that the registered person/s meets the Care Standards Act 2000, Children's Homes Regulations 2001 and the National Minimum Standards. The registered person(s) must comply with the given timescales.

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Reg. Requirement Due date

(2001) ensure that any revision of the Statement of Purpose is notified to HMCI within 28 days (Regulation 5 (a) (b)) 28/09/2013

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Reg. Requirement Due date

(2001) ensure that the Statement of Purpose consists of a statement as to the matters listed in Schedule 1. In particular that the details, experience and qualifications of the responsible individual, the manager and all staff are included (Regulation 4 (1)) 28/09/2013

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Reg. Requirement Due date

(2001) ensure that no measure of control or discipline which is excessive, unreasonable or contrary to paragraph (2) shall be 15/07/2013 used at any time on children accommodated in a children's home. (Regulation 17 (1))

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Recommendations

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

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Recommendations

 ensure that if a child is absent from the home and their whereabouts is not known, the home's procedures are compatible with and have regard to Runaways and Missing from Home and Care (RMFHC) protocols and procedures maintained and managed by the police or by the local authority for the areas the home is located (NMS 5.6)  ensure each young person has a pathway plan which the home and young person contributes to (NMS 12.2 and Children Act 1989 Guidance and Regulations Volume 5, Chapter 2, 2.134)  ensure that each child’s placement plan is monitored by a key worker within the home who ensures that the requirements of the plan are implemented in full. In particular, specific work on independence, social and educational goals (NMS 25.2)  build further on a good quality learning and development programme which staff are supported to undertake. Includes induction, post-qualifying and in-service training to enhance individual skills and to keep staff up-to- date with

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Recommendations

professional and legal developments. Staff are equipped with the skills required to meet the needs of the children and purpose of the setting, and training keeps them up-to-date with professional, legal practices developments and reflects the policies, legal obligations and business needs of the home (NMS 18.1)  ensure all staff have access to support and advice, and are provided with regular supervision by appropriate qualified and experience staff. (NMS 19.4)

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Outcomes for children and young people

Outcomes for young people are adequate .

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Outcomes for children and young people

Young people are beginning to make progress because the home is providing a stable placement and a consistent approach to their care. The assessment of needs, completed on each young person is of good quality and informs care practices. Through talking to staff and other specialist workers, young people develop confidence; build emotional resilience and their view of themselves is increasingly positive. However, in one area of the home, some young people's liberty is restricted by the practice of routinely locking the peripheral doors in order to uphold young people’s privacy and safety in the home. This does not allow all young people the freedom of choice and movement to access the outside grounds. This is unlawful and unreasonable control. Although staff are sensitive to the very different needs of the young people in their care, and make sure that they are treated as individuals: the routine locking of doors

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Outcomes for children and young people

in parts of the home is not an equitable approach for all young people and does not reflect a commitment to the promotion of equality and diversity across the service.

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Outcomes for children and young people

Where appropriate, young people keep appointments with the doctor, dentist and optician which support their primary health needs. For most of the young people who attend for short breaks, their health is the responsibility of their parents. Staff effectively identify young people’s wider health needs and ensure the provision of services that meet these. They have contact with specialist health workers such as the adolescent mental health service and speech and language therapists which promotes their good physical health and emotional well-being.

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Outcomes for children and young people

Young people's educational attendance is good. Staff fully support young people to attend their education and, consequently, attendance continues to be very good for those individuals living at the home permanently and those receiving a short break. Staff have good relationships with all the schools and effective communication ensures there is no disruption to young people’s education.

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Outcomes for children and young people

Clear contact arrangements exist for those young people on short breaks as well as those who live their permanently. Contact is maintained by telephone, daily diary and home visits. This help to ensure that young people understand when they will see their families and carers. This knowledge helps them settle in to enjoy their stay and look forward to seeing family members.

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Outcomes for children and young people

Young people receive care which is starting to help prepare them for more independent living such as support with travel, social skills, healthy eating and shopping. However, the ability of staff to consistently deliver individualised independent living support to young people is compromised because plans do not clearly outline the arrangements for meeting their identified needs. Some young people do not have a transition pathway plan. This does not ensure detailed and structured preparation plans have been made and implemented to adequately support and assist young people for moving onto adult services.

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Quality of care

Young people enjoy warm and affectionate relationships with staff. Staff are good role models because they demonstrate courtesy and respect in their interactions. A parent said, 'The staff take time to listen – he is in the best possible place' and another said, 'My child is becoming more confident and trusts the staff.'

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Quality of care

Young people feel that staff are helpful and kind. As a result they form trusting and nurturing attachments. Behaviour management is of a good standard. When young people struggle to manage complex emotions, staff are empathetic and supportive. This means that young people are well supported to develop emotional resilience. Care planning overall takes account of the individual needs of young people. Specific plans are developed, identify and address cultural and religious needs. The home builds cultural events into its programme of activities. Because of this, it celebrates diversity. However, for some young people, placement planning is not sufficiently focused on the support and assistance they need to enable a successful transition into adulthood. Not all educational goals and targets are included in individual care plans. Although, staff have built good communication links with education professionals they are not fully aware of educational levels and individual education

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Quality of care

goals for each young person. This does not ensure all young people's care and educational needs are met in full to bring further progression and maximise achievement in their lives.

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Quality of care

Young people enjoy and greatly benefit from a positive environment, with an array of facilities and space. This gives young people increased choices and experiences through a wide variety of play and activity options. These include a playground, football pitch, sensory room, sports hall, electronic games and IT facilities. In addition, they are supported to access and attend provisions within the local community; for instance, cinema, youth clubs, trips to local attractions and going for walks. A young person said, 'I have made lots of new friends here.' Young people choose the activities in which they wish to be involved after school and at weekends. This promotes inclusion, opportunity and well-being, while building self-esteem, social and life skills. A young person said, 'I love going to the youth club' and another said, 'I get to do loads of things, I'm going to the cinema tonight.'

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Quality of care

The home is clean, decorated and furnished to a high standard. Young people take pride in their bedrooms and are encouraged to personalise them to their own taste. One young person said, 'I like my room; it has all my things in it.' Young people are currently being consulted about changes to decoration and floor coverings; this gives them a sense of pride in the home and their own personal space. However, within parts of the home, young people have not had the freedom of access to the outside areas of the home. There are further internal restrictions via internal doors that require a ‘swipe card’. No young people are in possession of a card to enable freedom of movement. During the inspection, these arrangements were altered so that the egress in and around the home are improved. This promotes a more nurturing environment, where the rights to freedom of movement can be met within a safe environment.

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Safeguarding children and young people

The service is adequate at keeping children and young people safe and feeling safe.

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Safeguarding children and young people

Young people’s safety and welfare are well integrated into care practices and taken seriously by the home. Close monitoring and supervision of young people around the home help to keep them safe and make them feel safe without being overly intrusive. A parent said, 'This place has been an excellent stepping stone for our child and we feel secure knowing he is safe.'

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Safeguarding children and young people

Staff receive safeguarding training and have a good understanding of their duties in promoting young people's welfare. Locally agreed protocols are in place to ensure a suitable response to any allegation of abuse or safeguarding concern. Additionally, young people have regularly reviewed detailed risk assessments to clearly manage and identify risks to young people. Close supervision of young people and proactive safeguarding practice ensures that their personal safety is maintained.

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Safeguarding children and young people

Staff know young people well and have developed planned strategies to manage behaviour successfully. As a result few sanctions are used and physical intervention is minimal. A professional said, 'Incidents of challenging behaviour are reducing.' Staff engage positively and sensitively with young people to recognise and support them in working through their anxieties. Staff confirm that physical intervention is only used as a very last resort and that young people's behaviour is managed in a calm and supportive manner.

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Safeguarding children and young people

Young people live in a physically safe environment in which health and safety issues are well managed to protect them. There have been no incidents of young people going missing from this home. However, the home’s missing from home procedure is not in line with the local missing from home and care protocols. This does not give staff accurate guidance to follow in such an event.

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Safeguarding children and young people

Staff carry out routine health and safety checks around the home. Fire safety risk assessments and regular safety checks protect young people from fire. Routine evacuation procedures and practices ensure that young people have awareness of what to do in the event of an emergency and staff know how to protect them. All utilities are checked and regularly serviced. Young people benefit from a stable and consistent staff team, who are safely recruited. Staff also take appropriate steps to verify visitor’s identity to ensure young people are protected.

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Safeguarding children and young people

Individual risk assessments are in place to support and manage safely young people who could be harmed. However, although not practiced fully throughout the service, some doors are routinely locked both internally and peripherally in an attempt to keep young people safe, which is an unreasonable control. This does not allow freedom of movement and choice within the law.

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Leadership and management

The leadership and management of the children's home are adequate .

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Leadership and management

The service has had a change of manager since the home registered in November 2012. The new manager is establishing strong leadership and has an inclusive open style which staff value and reflect in their practice with young people. The manager has started to identify the strengths and weaknesses of the home and has developed an improvement plan. A staff member said, 'The newly appointed service manager is taking action to improve our service, and another said, 'I feel happy that the new manager has a fresh approach.'

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Leadership and management

The Statement of Purpose has been revised and outlines the aims and objectives of the home. However, the revised Statement of Purpose has not been sent to Ofsted and not all required information is included within it. The responsible individual, manager and staff qualifications and details are not current and up-to-date.

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Leadership and management

Parents and young people receive information, in a format they can understand, in their individual welcome pack. This clearly informs them about the home and the care that is to be provided.

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Leadership and management

Records show that regular visits by a senior member of the organisation are being carried out and young people are involved. Although there are regular unannounced visits from the provider to monitor the quality of care, these visits have not detected the routine locking of doors. This does not evidence good oversight to fully uphold young people’s rights.

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Leadership and management

Arrangements exist for monitoring the quality of care by the manager and management team. Monitoring systems are suitable but are being built upon to ensure a more efficient and robust approach. The manager maintains a day-to-day overview of the care young people receive and the general running of the home. As a result, in the main, deficiencies and omissions have been identified and work is in progress to address the shortfalls. This will bring continued improvement in the outcomes for young people and the quality of care provided at the home.

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Leadership and management

Complaints have arisen since the opening of the home and have been acknowledged and competently addressed by the manager. Records show the action taken and the outcome of the investigation into complaints have been undertaken without delay. Effective communication between the home and parents ensure that parents feel confident that their concerns will be heard and acted upon. Young people's welfare, well-being and safety are promoted by this practice. This approach promotes openness to raise concerns which are dealt with in a transparent way. A parent said, ’The staff always listen to what I have to say, I can speak to them about anything.’

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Leadership and management

Young people are protected by multi-agency decision making as the manager communicates with and notifies agencies, including Ofsted, of any significant incidents. Records are securely kept and diligently maintained.

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Leadership and management

Young people benefit from good staffing levels and the care and attention they receive from the well-supported and child-centred staff team. A staff member stated, 'We are focused on providing very good care for young people who live and use the short-break service. We are enthusiastic and committed to young people. I think all the staff who work here want to be here.'

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Leadership and management

The organisation demonstrates a commitment to professional development and training. Induction and mandatory training has been provided to the workforce. However, as a new service, currently only half of the staff team hold a relevant qualification in caring for children and young people. Those ho do not currently have a qualification are to undertake it. Specialist training has been provided in some areas, for example, autism. The management team recognise this is an area requiring further development. This will ensure that they can meet the complex and diverse needs of the young people who live and use the short-break service. Staff say they are well supported and confirm that the management team are approachable. However, not all staff receive formal supervision at regular intervals. As a result, this does not ensure all staff receive guidance, review of their practice or evaluation of their performance in key areas.

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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 to assess the effectiveness of the service and to consider how well it complies with the relevant regulations and meets the national minimum standards.

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About this inspection

The report details the main strengths, any areas for improvement, including any breaches of regulation, and any failure to meet national minimum standards. The judgements included in the report are made against the Inspections of children’s homes – framework for inspection and the evaluation schedule for the inspection of children's homes.

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