Children's Home run by Oakley House Children’s Home Limited in Staffordshire

Unique reference number SC447457 Inspection date 24/01/2014 Inspector Rachel Ruth Britten Type of inspection Interim Provision subtype Children's home

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Date of last inspection 21/11/2012 Website: www.ofsted.gov.uk

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Brief description of the service

This is a children's home for up to 3 young people, aged between 10 and 17 years, with emotional and/or behavioural difficulties. The home is operated by a private company.

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The inspection judgements and what they mean

Good progress The children’s home has demonstrated continued improvement in quality of care and outcomes for children and young people and where appropriate has addressed all requirements and the large majority of recommendations that were raised at the previous inspection. Satisfactory progress The children’s home has maintained quality of care and outcomes for children and young people and where appropriate has addressed all requirements and the majority of recommendations that were raised at the previous inspection. Inadequate progress The children’s home has failed to address one or more requirements and/or has not met the majority of recommendations and/or the quality of care and outcomes for children and young people have declined since the last full inspection.

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Progress

Since their previous inspection the service is judged to be making good progress .

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Progress

The home was judged adequate overall at the last full inspection in May 2013. During the subsequent eight months the outcomes for young people have been good overall. The atmosphere in the home is very warm and settled and the views of young people are very positive. Of the three young people in placement at the last inspection, two have moved on towards planned independence near or with their families. They have kept in contact with the home and their comments include: 'nice knowing you all - missing you all so much.'

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Progress

The young person still in long term placement is continuing to progress well educationally and is very actively involved in sports as well as now learning to drive. He said, 'I think I have come on a long way to be fair - I've got courses; I've got further with Rugby; I can talk to most staff; I am learning to drive; we are making a video (about the home) - for people like 'X' (a new resident) and me - with a bit of a learning issue, instead of having to read the Children's Guide.' Young people new in placement say they feel safe and confident here, and one said, 'I think 'X' is a good manager - she treats us like family. I want to stay here until I can live on my own.' The quality of care in the home has progressed markedly and the staff group is more stable and better trained. Morale in the staff team is noted to have improved from July 2013 when the acting manager assumed responsibility. In August 2013 the

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Progress

home's monthly visitor reported, 'staff feel the home has progressed really well - they feel more supported and have noted a change in behaviour of the young people as a direct consequence.' In October 2013 the home's monthly visitor reported, 'Staff have done 11 days of training and feel enthused and have a clearer understanding of their roles; there are some very positive feedback sheets from young people.' In December 2013 the acting manager reported to Ofsted saying, 'Staff have been training all year with regards the core training, the home’s induction and CWDC induction standards which have all been completed. Their continuing professional development plans are in place and prioritises for 2014 their learning needs and future training.'

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Progress

Staff and professionals alike are positive about the quality of care being provided to young people. A member of staff on duty during the inspection stated 'the acting manager/owner's interests are in the home itself and the young people. Since she has been acting manager, it has really gone well.' Professionals from various placing authorities also endorse the work of the home. For example, the social worker for the longest standing young person in the home said in January 2014, 'I think that your home has given 'X' a great platform to succeed and many fantastic opportunities. The flexibility in your approach has been key to supporting him.’

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Progress

The owner of the house assumed the position of acting manager in June 2013 and is suitably qualified in residential care for young people, undertaking the level five diploma in leadership and management of young people's social care. Registration with Ofsted is still pending because further investigations must be completed before Ofsted can make an overall suitability decision. Meanwhile, the acting manager continues to work to train the staff group and establish effective systems in the home. On-going analysis of behaviour incidents and identification of trends and patterns show where previous weaknesses in staff approaches lay and allow identification of the need for more high quality individualised work with young people. There has been a reduction in the occurrence of serious incidents. Of the eight notified incidents to Ofsted since the last inspection, none have occurred after August 2013. Equally, incidents of unauthorised absences are known to have been

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Progress

specifically linked to young people's relationships, rather than risk taking behaviours.

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Progress

The quality of recording and young people's involvement in their records has improved considerably. This was an area of concern at the last inspection. The acting manager says, 'we have explored and developed recording within the home and staff are confident in doing this to a high standard. We have had several training sessions around how to record and what to include in journals and log books. Training was furthered with regards to incident reports which are now clear and consistent. Our handover book is constantly reviewed and we have tailor-made it to work for our home and the requirements and standards we have set.. The young people's participation is excellent. We allow them to define what’s best for them and initiate topics for discussion. This creates opportunities and gives young people a voice.' Clear improvement in records was evidenced during the inspection along with resultant increases in postive engagement of young people.

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Progress

All three of the requirements and all but one of the seven recommendations made at the last inspection are met. The home's procedures for complaints, manager monitoring and notification of significant events are now well organised, understood and effective. Young people's views and opinions are central to these procedures too and are well evidenced in all the relevant records. Missing from care and self-harm incidents are reviewed and learnt from. Increased staff stability means that shifts are now always led by staff who are experienced in the home.

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Progress

Managers and staff are clear about their roles and responsibilities and the lines of accountability are clearly defined. The quality and adequacy of record keeping is monitored and improved. Information in records is more clearly expressed and helpful to children when they access their files. There is also more regular liaison with Independent Reviewing Officers (IROs) and most young people know how to contact their own IRO. However, the previous recommendation about this is raised again because the home has not yet ascertained who the IRO is for the newest young person in placement. This has not adversely affected the young person so far and the IRO will shortly be identified at an upcoming review meeting.

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Progress

There are a number of family members working at all levels in the home. However, all staff and young people know who is related to whom and are confident in the professionalism of them all. Staff say, 'managers and registered individuals are professional and open - we address things openly in team meetings - we talk about mistakes.' However, there is insufficient understanding of the importance of transparency about family relationships in complaint and safeguarding procedures. Procedures do not currently provide for any concerns to be directly referred to safeguarding and independent agencies by any member of staff or young person. Neither have the procedures or the relationships been shared with the Local Safeguarding Children Board and the Local Authority Designated Officer for child protection. Young people's safety and welfare have not been compromised by these shortfalls, but there is potential for a lack of transparency in current arrangements.

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Progress

Similarly, there is insufficient clarity about how recruitment decisions have been reached where there are concerns arising through the recruitment and vetting process. Furthermore, the qualifications and credentials of therapists, visitors and advocates involved in the home are not clearly spelt out in the home's documents. Young people's safety and welfare have not been compromised by these shortfalls. Nevertheless, documents do not show clearly how young people's best interests are central to all decisions made about recruitment and all decisions about which adults are suitable to best provide additional services to them.

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Recommendations

To improve the quality and standards of care further the service should take account of the following recommendation(s):  ensure that specialist professionals are professionally qualified and, where applicable, registered by the appropriate professional body, appropriately trained to work with children and families and have a good understanding of residential child care and the policies and purpose of the home. This applies to those named in the statement of purpose and other policies as therapists, advocates, and visitors to the home (NMS 18.4)  ensure that all staff and volunteers understand what they must do if they receive an allegation or have suspicions that a person has behaved in a way that may have harmed or child or indicates they are unsuitable to work with children. This specifically includes providing transparency throughout policies and procedures about the staff's, managers' and owners' family relationships to one another and

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Recommendations

how, within that context, staff can raise concerns directly with child protection agencies (NMS 20.1)  ensure that child protection policies and procedures are submitted for consideration and comment to the Local Safeguarding Children Board and to the Local Authority Designated Officer. This is to ensure that both staff and safeguarding agencies know of all the family relationships within the staff and management team because they are clearly stated in the policies and procedures. Transparency facilitates better safeguarding practice within the context of numerous family members being involved in the home (NMS 20.4)  ensure that there is an effective system for reaching decisions about the appointment of staff when there are criminal convictions and/or concerns about suitability declared or discovered during the recruitment process (NMS 16.5)  ensure that the children's guide includes how each child can contact their

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Recommendations

independent reviewing officer. (NMS 13.5)

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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 progress made by the provider since the last full inspection, identifies any further strengths, any areas for improvement and makes judgements as outlined in the Inspection of children’s homes – framework for inspection.

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