Children's Home run by Sandcastle Care Limited in Blackpool

Unique reference number SC065313 Inspection date 08/01/2014 Inspector Sharon Lloyd Type of inspection Full Provision subtype Children's home

p.1

Date of last inspection 19/02/2013 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 home is operated by a private organisation. It is registered to care for up to three young people of both genders with emotional and 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 adequate .

p.3

Overall effectiveness

Children and young people make adequate progress. Their outcomes improve slowly, over time. The home supports family contact well so children and young people develop a stronger sense of identity and renew damaged relationships. Those who are excluded from school have limited engagement with education despite good support from staff. Children and young people enjoy satisfactory and improving physical and sexual health, although some continue to smoke. Their mental health needs are less well addressed. Professionals comment on the very good level of support the home provides to extremely challenging young people.

p.3

Overall effectiveness

The quality of care is adequate. Parents and professionals are impressed with the good structure and care provided. They recognise the skills of the staff team who face relentless challenge and aggression from highly volatile children, some of whom have had repeated placement moves. Children and young people make their voices heard and have many opportunities to influence their care. Some are reluctant to engage in planned discussions and key worker sessions.

p.3

Overall effectiveness

The home is not well laid out: there is only a communal lounge/dining room for relaxation. This is not sufficient for three young people with complex emotional and behavioural needs. The office is on the top floor so staff in the office cannot always hear what is happening on the ground floor. Some staff rely heavily on sanctions as a means of control and this sometimes makes children and young people feel uncared for.

p.3

Overall effectiveness

Good safeguarding measures protect young people who go missing. The home works well with the police and the multi-agency safeguarding hub to protect children and young people from harm. This includes preventing contact with unsuitable people. Allegations against staff are promptly addressed and appropriately shared with the local authority designated officer and other professionals. Bullying is not tolerated. Repeated and significant violence towards staff is reducing.

p.3

Overall effectiveness

The leadership and management of the home was poor for several months during 2013. A new manager is in post and has submitted an application to Ofsted for registration. She has improved the quality of support and supervision to staff. She has reviewed the quality of care and the operation of the home. She is introducing a programme of improvements, including a focus on positive measures of control with a view to reducing the use of sanctions.

p.4

Overall effectiveness

Some of the new care staff are not suitably qualified and have not yet fully developed the confidence and skills necessary for their role. Not all have established sound positive relationships with children and young people. The manager acknowledges that the home needs a period of stability so that staff can embed as a team and develop their skills and relationships with children and young people.

p.4

Overall effectiveness

A requirement is made for the manager to gain a suitable qualification. Eight recommendations for good practice are made.

p.4

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 the manager obtains the qualifications necessary for managing the children's home. (Regulation 8 (2)(b)(i)) 01/10/2016

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 care staff develop the skills to manage conflict so they can maintain constructive dialogues and react appropriately when confronted. In particular, ensure they have the capacity and competence to build constructive, warm relationships with children and are skilled at diffusing difficult situations to avoid them from escalating (Volume 5, statutory guidance para 2.87)  ensure all new staff hold or are working towards a level 3 Children and Young People's Workforce Diploma within 6 months of confirmation of employment (NMS 18.5)  ensure that sanctions are not punitive but are restorative in nature so that children are helped to recognise the impact of their behaviour on others. In particular, review the use and range of sanctions and focus on positive behaviour measures (Volume 5, statutory guidance, para 2.89)  ensure that all staff and the registered person are properly managed and

p.4

Recommendations

supported. In particular, ensure the manager receives professional supervision (NMS 19.2)  ensure that the home only provides admission to young people whose assessed needs they can reasonably expect to meet. In particular, ensure that records of decisions about admissions demonstrate robust assessment and analysis of the information available (NMS 11.2)  support young people to develop personal self-care skills. In particular, support them to keep their bedrooms clean and tidy (NMS 12.1)  ensure that the home provides space for children to receive visits from family and friends and that children can spend time apart from each other (Volume 5, statutory guidance, para 2.22)  ensure the deployment of staff can meet the Statement of Purpose and the individual needs of all the children resident. In particular, ensure that staff spend limited time in the office when children are in the home. (NMS 17.1)

p.5

Outcomes for children and young people

Outcomes for young people are adequate .

p.5

Outcomes for children and young people

Over time, most children and young people made adequate progress to develop a positive self-view and emotional resilience. A young person who has left the home since the last inspection said, 'They helped me turn my life around. They couldn't have done anything better'. The young person explained how they had reduced their drug misuse, engaged with education and significantly reduced the number of times they went missing from home. The young person also said, 'Before I went there I had really bad behaviour problems but that's calmed down a lot now'.

p.5

Outcomes for children and young people

Although some children and young people increase their self-esteem, others continue to self-harm and reject offers of emotional support. The home does not allow this to continue indefinitely and regularly reviews the continuing viability of the placement. Since the last inspection, the home has terminated the placements of two young people, where bullying was an issue. Placing social workers acknowledge that this was in the best interests of the children and young people concerned. They recognise that the home 'perseveres with extremely challenging and vulnerable young people' who have had a number of placement moves. They report that the home continues to work with these young people for longer than other homes. The views of professionals and parents who participated in the inspection are reflected by a comment from a placing social worker: 'They're doing a brilliant job, given the complexity of the young person'.

p.5

Outcomes for children and young people

Despite support from staff and teachers, some young people do not engage well with education. This is when their significant emotional and behavioural needs prevent them from learning alongside their peers. With encouragement, they access planned, individualised educational programmes, some of the time. Their attainment levels are low but teachers report that young people are making as much progress as is possible given the complexities of their emotional needs.

p.6

Outcomes for children and young people

Social workers report that young people make steady progress to reduce their unsafe behaviour (such as going missing and drug taking). Some continue to smoke cigarettes without regard for the long term ill-effects on their health. Young people slowly improve their diet over time by eating more varied and nutritious foods. This gradually improves their health. Their dental hygiene is good and they receive the dental and orthodontic treatment they need. They talk openly about their sexual health and are well-informed about how to keep safe and well.

p.6

Outcomes for children and young people

Young people maintain appropriate contact with their families and friends and renew relationships that have previously broken down. This helps them to develop a sense of identity and belonging.

p.6

Outcomes for children and young people

Young people participate in activities and leisure pursuits of their own choosing. Staff support them with transport to leisure centres and encourage them to experience opportunities where they can mix with peers. Young people enjoy spending time with staff, playing board games, watching DVDs, baking and doing quizzes. They maintain friendships and meet up with their friends on a regular basis.

p.6

Outcomes for children and young people

Young people prepare their own snacks and assist with some household chores, including decorating their bedrooms. Staff do not routinely support young people to keep their bedrooms clean and tidy so some young people sleep in rooms that are messy and chaotic. This does not ensure that their bedrooms are relaxing, pleasant places and some continue to have problems in settling at bedtimes and getting to sleep.

p.6

Quality of care

Parents report that the home is very welcoming and that staff are 'absolutely wonderful' with children and young people, in whom they see a great change. Parents and external professionals consider that children and young people benefit from the clear boundaries and structure the home provides. They say that staff understand the children and young people well and support them very well, sometimes in the face of extreme aggression and volatility.

p.6

Quality of care

A recent change in policy and practice means that young people who regularly or seriously assault staff are reported to the police and charged. This has reduced the level of violence within the home and young people are developing improved self- control and respect for others. Individual placement plans for each young person serve to guide staff in how to care for children and young people. Written plans accurately reflect the care given. They take account of young people's specific needs relating to their particular background and experiences. Staff follow behaviour management plans and risk assessments that provide additional guidance on how to deal with young people's challenging and risky behaviour. The home reviews plans and risk assessments following incidents and staff are aware of on-going risks and how to manage them.

p.6

Quality of care

Children and young people know how to make a complaint. Minor complaints are addressed promptly before they escalate into serious concerns. Key worker sessions with some children and young people are carried out informally. This facilitates better engagement with those who will not participate in planned discussions. Regular young people's meetings are held but children and young people sometimes refuse to engage. The staff team consult with children and young people throughout the day so that they can contribute to decisions about their day to day care. Staff continue to encourage them to make their views known in a constructive way.

p.7

Quality of care

Staff keep young people informed about decisions made about their care. Young people who have moved on from the home appreciate the high level of support they received from staff. One said, 'They spoke to us about our past and helped us to move on from it; my key worker was always there for me'. A placing social worker commented on the excellent support given to a young person through their parent's terminal illness.

p.7

Quality of care

Young people speak highly of some members of staff, whom they feel treat them with respect. However, relationships between some staff and young people are not well established and secure. Young people express antagonism towards some staff and feel that their views and wishes are not always taken into account. They sight excessive sanctions that make them feel uncared for. For example, they question the need for on-going locking of the kitchen and lounge/diner at 10pm. This was imposed as a sanction but remained in place and has become custom and practice. Some staff use it as a means of managing children and young people's potentially disruptive behaviour at bedtime. This is not an appropriate behaviour management measure and does not create a domestic, homely environment.

p.7

Quality of care

Staff support and encourage children and young people to attend education and purposeful, enjoyable, leisure pursuits. This helps children and young people to gain confidence and learn new skills, over time. They refer children and young people to mental health or psychological services as necessary but not all young people who need therapeutic support receive it. This means their emotional and psychological needs are not always met. Staff continue to pursue this support.

p.7

Quality of care

Children and young people benefit from the good communication with other professionals which is a key strength of the home. Staff work pro-actively to engage other professionals to support children and young people. This involves close liaison with education, youth work, health and mental health services. For example, they have facilitated a course in sexual health and on-line safety for some young people. This helps young people to develop their awareness, knowledge and skills so they can make informed decisions.

p.7

Quality of care

Although the home provides domestic-style accommodation, its layout does not meet the needs of the children and young people well. This is because there is only one communal room for relaxation. There is nowhere for children and young people to receive visitors or to have time apart from each other except in their bedrooms. The staff office is on the third floor and as there is no door bell, staff who are in the office cannot always hear the door and cannot always hear what is happening in the home. This potentially undermines children's welfare.

p.8

Safeguarding children and young people

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

p.8

Safeguarding children and young people

Children and young people feel safe in the home. Safeguarding professionals from the local multi-agency safeguarding hub report that the home works well with them and acts promptly and effectively to promote children and young people's safety. Placing social workers report that the home manages risks very well.

p.8

Safeguarding children and young people

When children and young people go missing, staff take action to locate them quickly and to promote their swift and safe return. On return, they are interviewed by an independent person as well as by staff so that every effort is made to ascertain their whereabouts and promote their future safety. The frequency with which children and young people go missing reduces over time.

p.8

Safeguarding children and young people

Strong and pro-active relationships with safeguarding professionals ensures that children and young people are protected as well as can be. For example, through effective communication and prompt action, the home protects children and young people from accessing unsafe and unsuitable people. The home shares allegations against staff with the Local Authority Designated Officer (LADO) and with social workers. It ensures allegations are investigated fairly and swiftly in a way that promotes the continuing safety of the children and young people.

p.8

Safeguarding children and young people

The home has good health and safety measures that deter children and young people from accessing potentially dangerous products and implements. For example, sharp knives and scissors are locked away and staff supervise their use in accordance with guidance based on individual risk assessments. This prevent them being used for self-harm or assault on others. Fire safety measures are known and understood by children and young people and routine checks ensure the premises provide a safe and secure home.

p.8

Leadership and management

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

p.8

Leadership and management

The home has been through a period of instability with the departure of the previous manager and several staff. Remaining and new staff were not well supported or supervised during that time and this impacted on the quality of care provided to children and young people. Since the new manager took up post in October 2013, the leadership, organisation and management of the home has improved.

p.8

Leadership and management

The new manager has submitted an application to be registered with Ofsted. She knows the home well and is suitably experienced but she does not yet have the qualifications necessary for the role of manager. Although she receives supervision from a senior manager within the organisation, there are no arrangements for her professional supervision. This means she cannot benefit from the opportunity to reflect on her practice with an experienced and competent social care professional.

p.9

Leadership and management

The staff team is made up of full time staff and part time staff whom children and young people know well. Some of the newer staff members do not yet have the skills and confidence to manage young people's extremely challenging behaviour in the best possible way. For example, there is a high use of sanctions and a sometimes rigid response to situations that arise. The manager has identified this as an area for improvement and has begun to take steps to reduce the use of sanctions and increase positive behaviour management strategies.

p.9

Leadership and management

Staff have received all mandatory training and this equips them with the basic skills required to meet children and young people's needs. Most new staff are not appropriately qualified. They are enrolled in the level 3 Diploma in Health and Social Care that starts in January 2014. This demonstrates the organisation's commitment to having a suitably qualified and competent staff team.

p.9

Leadership and management

A significant number of staff have worked at the home for less than 12 months and some for less than six months. They have a wide range of relevant experience in working with children or in adult social care. The manager recognises that new staff need additional direction and support. She addresses this through frequent one-to- one supervision and team meetings. Senior, experienced staff also provide good guidance in how to respond appropriately and build relationships with children and young people.

p.9

Leadership and management

The new manager has made some headway in addressing shortfalls in management arrangements that arose during 2013. Staff report that they no longer feel isolated and unsupported and appreciate the re-introduction of regular, formal supervision. The manager has introduced good systems to ensure staff keep up to date with changes and follow the policies and procedures of the home. She ensures that part- time staff who cannot attend the monthly staff meeting are quickly brought up to date with discussions and decisions made. This ensures staff know the routines of the home and are familiar with changes in placement plans and risk assessments. It promotes consistency of care for young people and improves staff confidence.

p.9

Leadership and management

Gaps in the operation and management of the home were identified by the visitor who conducts regular monthly visits to the home on behalf of the provider. These have been addressed by the new manager. This has resulted in an improvement in the quality of care and operation of the home. Most recommendations from the previous full inspection have been addressed. A recommendation made at the last interim inspection to admit only young people whose assessed needs the home can reasonably expect to meet has not been met. Matching of young people has not been given sufficiently high priority. A young person was admitted at a time of instability when the manager was newly appointed and new staff were not yet embedded. This has had a negative impact on young people already living at the home and on the new young person, whose needs cannot be met at the home. The manager reports she has learned from this and is

p.9

Leadership and management

clear that she will not allow it to happen again.

p.10

Leadership and management

The manager monitors and reviews the quality of care and takes into account the views of children and young people, their parents and their placing social workers. Since taking up post, she has obtained feedback from other professionals who work with the home and is using this to inform the development plan and improve the operation of the home. She routinely monitors the operation of the home and takes action to improve where shortfalls are noted.

p.10

Leadership and management

Children and young people's records are well maintained and stored safely. Children and young people read their records and are offered the opportunity to comment on them. The home is pro-active in obtaining missing information or decisions from placing authorities and in setting up meetings to review placement plans where necessary. The home provides placing authorities with weekly updates on children and young people's progress so that social workers are well informed. This ensures that the home has the information needed to inform placement plans and that professionals are working together to improve outcomes for children and young people.

p.10

Leadership and management

The management team has reviewed the Statement of Purpose so that it provides an accurate reflection of the service provided. The manager has updated the children's guide. It is available in different formats to meet the needs of individual children and young people. An introductory leaflet about the home is made available to placing social workers. It provides photographs of the home and some basic information to children and young people considering a move to the home. This helps to reduce their anxieties about moving to the home.

p.10

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.11

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.11