Children's Home run by Keys Care Limited in Windsor and Maidenhead

Unique reference number SC438624 Inspection date 23/07/2013 Inspector Maire Atherton Type of inspection Full Provision subtype Children's home

p.1

Date of last inspection 25/01/2013 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

Brief description of the service

This privately owned home is run by a large nationwide provider. It is registered for up to two children with emotional or behavioural difficulties.

p.3

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

p.3

Overall effectiveness

The overall effectiveness is judged to be good .

p.3

Overall effectiveness

The effectively led staff team provide highly individualised care which promotes positive outcomes for young people. Since moving into the home young people have improved their health, educational achievements and taken significant steps in learning how to manage their own behaviour in a more socially acceptable way.

p.3

Overall effectiveness

Professionals describe the staff as 'totally committed to the young people and they ensure they work for what they need'. The ability of staff to engage with the young people and establish and maintain warm relationships through some very testing times has provided the young people with the confidence to build relationships with their peers. It has also made a significant difference to contact, which has become a much more positive experience for all involved.

p.3

Overall effectiveness

Young people feel safe in the home and know that staff care for them, although not always appreciating this when the views of staff do not coincide with their wishes.

p.3

Overall effectiveness

The manager has sustained the good progress noted in the last inspection. There is robust monitoring and evaluation of the service which is used to inform the development plan for the home. This is then implemented leading to improvements, such as new furniture, a programme of redecoration and a clear staff training plan for example.

p.3

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.

p.4

Reg. Requirement Due date

(2001) ensure that the full range of recruitment checks are undertaken in accordance with the regulations, in particular that there is a satisfactory written explanation of any gaps in employment, and evidence that issues raised by referees are explored. (Reg 26 (3) (d)) 18/10/2013

p.4

Recommendations

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

p.4

Recommendations

 ensure that all new staff undertake the Children's Workforce Development Council's induction standards within six months of starting their employment. (NMS 18.3)

p.4

Outcomes for children and young people

Young people living in this home have made good progress, with significant achievements noted by parents and professionals alike, particularly in respect of behaviour. A parent described her child as 'a lot calmer, just different', another said 'sensible, chilled and happy'. This calmer approach has had a hugely positive impact on contact with family members, facilitated by staff, which is now a pleasurable experience for all involved.

p.4

Outcomes for children and young people

A parent stated 'staff are fantastic, they really support my child and they seem to have a close bond'. Young people have developed and sustained peer friendships through the development and maintenance of the bond with staff. This has enabled age appropriate activities for young people, including sleep overs. Young people participate in the local community through attending youth clubs and engaging in a range of other leisure pursuits.

p.4

Outcomes for children and young people

Young people have good attendance at school and have achieved higher levels than predicted, with this being recognised at the school's end of year awards ceremony. Young people have also improved their health by attending routine and specialist appointments which they had previously refused to go to. In addition young people have initiated seeking smoking cessation advice and support. Young people are learning age appropriate independence skills through daily living activities, such as household chores, shopping and cooking. Young people are also learning how to present their own views on their future by attending meetings and reviews that they have previously avoided.

p.4

Outcomes for children and young people

One involved adult said 'We feel more positive about the future, the staff seem to be getting to him'.

p.5

Quality of care

The staff team exude commitment in their provision of care to young people. This has given the young people confidence to establish excellent relationships with those members of staff who have worked at the home for some time. Young people are developing positive relationships with newer staff members, having put them through some testing times.

p.5

Quality of care

There have been significant improvements in the behaviour of young people. Staff deliver clear and consistent messages about acceptable and unacceptable behaviour based on detailed behaviour management plans. Staff challenge inappropriate language, including racist comments, in a reflective way to enable young people to learn about the potential impact of their behaviour in the wider community. Behaviour management plans are personalised and have significantly contributed to young people's own behaviour management, through improving self-awareness.

p.5

Quality of care

Young people are regularly consulted about day-to-day decisions though general conversation. Staff use key work sessions and house meetings for more formal consultation. Examples of areas covered include house décor, outings, and menus. Staff have also tried to involve young people in the staff recruitment process, but this remains a work in progress. Staff take time and trouble to ensure that young people understand the reasons for decisions that they do not like or agree with. Young people know how to complain, and are confident that when they do they are listened to and the complaint is addressed to their satisfaction.

p.5

Quality of care

Young people's placement plans are detailed and of good quality. Staff actively seek the involvement of young people in updating the plan and their contribution is evident. Staff use information from key work sessions to update care plans, thus ensuring that they remain relevant and up to date. Young people's contact arrangements are well supported by the staff team. Parents describe feeling 'really happy with the last contact and the support provided by staff from the home. They have a really good relationship with my child'.

p.5

Quality of care

Professionals working with the home describe the communication as 'brilliant' and the staff as 'very pro-active in promoting the young person's welfare'.

p.5

Quality of care

Staff are both persistent and consistent in the provision of health support and advice. As a result young people routinely access both universal and specialist health care services when necessary. Similarly staff are very proactive in supporting young people in education. For example, they have provided robust advocacy on behalf of a young person which has proved successful in maintaining the school place. The education assessments for young people are up to date and reflect the current position accurately. The staff team have also established relationships with other professionals to support the work with young people. For example, social visits from the local police have encouraged young people to think about wider outcomes for anti-social behaviour.

p.5

Quality of care

Staff work diligently and creatively with young people to support them in successfully establishing friendships with their peers. They encourage and support young people to participate in a range of activities. The personal identity of young people is well understood by staff and is effectively promoted.

p.6

Quality of care

The house is in an established residential area, is indistinguishable from its neighbours and has easy access to all local facilities. It is well maintained, decorated and furnished, in consultation with young people and so provides them with comfortable, homely accommodation.

p.6

Safeguarding children and young people

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

p.6

Safeguarding children and young people

Young people say they feel safe in the home and rarely go missing. On the infrequent occasions when young people fail to return when expected. Staff are knowledgeable about and implement the clear protocol in place, agreed with the local police, that outlines the action to be taken when a young person is considered to be missing from care. Staff know the young people very well and have a clear understanding of the triggers and stresses for individual young people. This enables them to be proactive in encouraging young people to make the right choices that will support them in keeping themselves safe.

p.6

Safeguarding children and young people

A placing social worker said 'Staff manage his behaviour positively'. Staff promote positive behaviour by young people through the use of incentives and a restorative approach in the application of sanctions. Young people are involved in determining what these are to be, but staff ensure that a balanced approach is maintained so that consequences, both positive and negative, are varied. Staff are trained in an approved behaviour management method, with a strong emphasis on the use of appropriate targeted verbal and non-verbal communication to manage challenging behaviour. The frequency with which staff are required to use physical intervention to prevent harm is significantly reducing as young people are learning to find alternative means of expressing their anger or frustration. Any instances of physical intervention are well recorded and show that the young people's views are routinely sought, but they do not always contribute. The manager monitors and evaluates all

p.6

Safeguarding children and young people

behaviour management interventions to ensure that they are suitable and effective. Staff are familiar with the individual behaviour management plans for young people. This enables staff to anticipate potential triggers and employ distraction and diversion techniques successfully. These have been shared with schools in order to achieve a consistent approach for young people. Behaviour management plans are underpinned by good risk assessments which are detailed and regularly updated. These identify the protective factors implemented to minimise risk as far as possible.

p.6

Safeguarding children and young people

The organisation has a generally robust approach to recruitment. However, there are instances where there is insufficient evidence to demonstrate that gaps in employment have been robustly identified and explored. References are obtained as required, although records do not always evidence that an issue raised by a referee is routinely followed up.

p.7

Safeguarding children and young people

Staff are trained in safeguarding and know how to respond to allegations so that these are managed well and appropriate action is taken. The manager has established links with the local authority designated officer, who has attended a team meeting in the home.

p.7

Safeguarding children and young people

Health and safety in the home is well managed. Routine checks, drills and maintenance of health and safety systems and appliances are undertaken as required. These ensure that young people know what to do in case of an emergency and that the home remains a safe place for those who live and work there.

p.7

Leadership and management

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

p.7

Leadership and management

The registered manager leads the staff team effectively. The manager and the team communicate a desire for continuous improvement, striving to improve outcomes for young people. An external professional working with a young person at the home said 'I have been consistently impressed by the manager' and described him as 'personable and on the ball'.

p.7

Leadership and management

The good progress noted at the last inspection has been continued. The sole requirement made in the previous report has been met and there is now a phone freely available for the young people to use. There are some restrictions on the phone, for example, calls to mobiles are blocked, but can be received. The manager has a development plan which is reviewed and updated frequently, demonstrating its use a working tool. This demonstrates the manager's understanding of the strengths and weaknesses of the service. The manager has good systems for monitoring and evaluating the work being undertaken in the home. These include seeking formal feedback from young people and professionals visiting the home, through the use of questionnaires. The manager uses information gained through notifiable events and complaints to drive improvement. Complaints are addressed promptly and to the complainants' satisfaction. The monthly monitoring reports by an external visitor and

p.7

Leadership and management

bi-annual reports by the manager are submitted to the regulator as required.

p.7

Leadership and management

The statement of purpose is up-to-date and reflects the current practice in the home. Professionals visiting the home comment very positively on the work being undertaken with the young people and express the view that the home is working very well in improving the outcomes for the young people who live there. One said 'He is a very different young man now', another 'he has made definite progress since admission'.

p.7

Leadership and management

Staff appointed in the past six months have joined the core staff team in post. This leaves just one senior vacancy, which has been recruited to. The successful applicant is waiting for the final checks to be completed. The team work well together and, led by the manager, have developed good informal support networks. Staff report feeling well supported by the manager who regularly works on shift and is available, approachable and provides informal practice based supervision. Staff are also encouraged to reflect on and record at the end of each shift what has gone well, what has not and the learning points, both individually and as a team. These opportunities encourage staff to develop their practice for the benefit of the young people. The frequency of formal supervision of new staff is not securely evidenced through minutes and in one case the required induction standards have not been completed in the required timeframe. Staff who require it have had their

p.8

Leadership and management

performance appraised. There is a good commitment to training, much of it provided in-house. This includes training in the therapeutic secure base model used in the home which is to be rolled out to the staff team when the manager and senior staff have completed training for the trainer, which is well underway. The manager and the more experienced staff have worked with this therapeutic model for some time and use it in the day-to-day practice in the home.

p.8

Leadership and management

Records are stored securely, well maintained, very detailed and cross reference appropriately. They provide a clear account of young people's time in the home and the progress they have made.

p.8

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.

p.9

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.

p.9