Children's Home run by The Partnership of Care Today in Stockport

Unique reference number SC008487 Inspector Stella Lovie Type of inspection Full Provision subtype Children's home

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Registered person Care Today (Children's Services) Ltd Registered person address Care Today Children's Services, Lansdowne House 85 Buxton Road STOCKPORT Cheshire SK2 6LR Responsible individual Vivien Anne Snape Registered manager Tony Liddle Date of last inspection 13/02/2014 2 of 12 Inspection date 20/11/2014

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Previous inspection satisfactory progress Enforcement action since last inspection None

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Overall effectiveness good

Outcomes for children and young people adequate Quality of care good Keeping children and young people safe good Leadership and management good

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Overall effectiveness

Young people live in a safe, caring and supportive environment. This enables them to make satisfactory progress relative to their age, individual circumstances and time in placement. Young people feel that their lives have improved since they have been at the home and they say they feel safe here. Sustained improvements in outcomes are difficult to evidence though as young people have had a series of short term placements in the home since the last inspection. Nevertheless, during their time there, young people are able to build trusted and secure relationships with adults working at the home.

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Overall effectiveness

Staff work in a non-judgemental way ensuring young people are respected as individuals. They are resilient and show a great deal of perseverance when managing young people's occasionally challenging and confrontational behaviour. Evidence confirms that effective, high quality support from staff reduces the incidence of such behaviours. Group dynamics and behaviour are managed well. This provides young people with a harmonious environment in which to live. Care planning and practice are highly individualised to meet each young person’s diverse needs. Staff demonstrate a good understanding of safe working practice. This promotes young people’s safety and well-being.

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Overall effectiveness

Leadership is visible and effective. The manager has established a clear 3 of 12 improvement drive through successful communication and partnership working. Quality assurance arrangements are robust and promote service development. This includes young people’s active involvement and participation in that monitoring. However some shortfalls are identified. One requirement and five recommendations are therefore raised in order to further drive forward improvement for young people and comply with regulations. None of these shortfalls impact negatively on young people’s safety or welfare. 4 of 12

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Information about this children’s home

The home is one of a number of children's homes owned by a private company. The home provides care and accommodation for up to six young people, who may be experiencing emotional and/or behavioural difficulties, and learning difficulties.

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Inspection date Inspection type Inspection judgement

13/02/2014 Interim satisfactory progress 21/06/2013 Full good 04/03/2013 Interim good progress 04/05/2012 Full good

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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 if any of the events listed in column 1 of the table in Schedule 5 takes place, the registered person shall without delay notify the persons indicated in respect of column 2 of the table: with specific regard to hospital attendances and police being called out to the home. (Regulation 30 (1)) 20/01/2015

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Recommendations

To improve the quality and standards of care further the service should take 5 of 12 account of the following recommendation(s):

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Recommendations

 promote children's safety and welfare by regular up-dating of risk assessments (NMS 4.1)  support children who no longer receive compulsory full time education to participate in further education, training or employment (NMS 8.9)  ensure the home is well-maintained and decorated (NMS 10.3)  ensure staff are equipped with the skills required to meet the needs of the children, with specific regard to the management of sexually harmful behaviour (NMS 18.1)  ensure that staff appraisals take into account any views of children the service is providing for. (NMS 19.6) 6 of 12

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Outcomes for children and young people adequate

Young people are very well enabled to share their wishes and feelings through key work sessions, group meetings and monthly individual meetings with the manager. They thus influence their day to day care. They understand how to complain and feel able to do so. They are encouraged to develop a more positive self-view, and start memory box activities to help them to understand their history and background. This promotes their emotional resilience. As one young person commented in the Ofsted survey: ‘I feel welcomed by the staff at the home, also I feel I have bettered myself in the time I have been in their care.’ However, the short term nature of recent placements in the home means that some young people have limited opportunity to make sustained progress emotionally as they have little investment in being there.

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Outcomes for children and young people adequate

Young people come to the home with established and significant risk-taking behaviours in relation to substance abuse, violence and going missing. They are encouraged by staff to learn how to regulate their emotions and acquire reflective skills to make sense of what has happened to them. As a result, they learn better control of impulses and difficult emotions so they are more equipped for successful adult life. As one social worker confirmed: ‘This is a bridging placement for the young person. Since being in the home, he has made a lot of progress. For example, he is not absconding back to his home area as he did in his previous placements. His behaviour is better insofar as he is not having as many outbursts as he used to. There has been no significant negative behaviour in relation to what was happening before he came here.’ That said, the level of absences from the home for some young people remains very high, with consequent minimal engagement with the

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Outcomes for children and young people adequate

support offered by the home. This includes intermittent cooperation with external agencies such as youth offending teams. This compromises their compliance with statutory orders.

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Outcomes for children and young people adequate

Young people enjoy good physical health in general, though for some, this is undermined by smoking and occasional cannabis use. Routine health checks ensure that their emerging health needs are identified and met. Efforts are made to encourage young people to eat healthily, with some partial success. Where possible, staff encourage young people to take physical exercise such as walking and playing football, but most young people prefer to play computer games or other sedentary pursuits such as watching television. Young people’s emotional health needs are addressed through timely access to specialist provision where required. For example, some young people engage with bereavement counselling.

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Outcomes for children and young people adequate

Most young people are in some form of education provision and have good attendance. Some young people aged 16 or over are not currently involved in education or training but have clear and realistic plans in place for employment in the near future. They attend relevant community groups to advance those career goals. 7 of 12 This demonstrates meaningful commitment to achieving their aspirations. Feedback indicates that most young people make satisfactory educational progress in line with their abilities and starting points. However, that progress is inhibited by uncertainty about their future placement options. As one external professional commented in an education review: ‘It was acknowledged by all in attendance that the young person is making some progress despite the circumstances around him being so unsettled.’

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Outcomes for children and young people adequate

Relevant young people work positively with their pathway plans and with their structured preparation for independent living. They contribute to their own clear and detailed independence plans and have the chance to practice a wide range of life skills. This gives them time to grow in confidence and build on their abilities. For example, they manage budgets for food shopping and cook meals. Other opportunities to learn such skills are interwoven throughout the daily routine of the home. This helps young people to gain competence as part of a natural process of growing up, supported by adults. All young people make a positive contribution to the home by means of small tasks such as keeping their rooms tidy and undertaking other minor chores around the house. These small measures provide them with a sense of achievement on completion.

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Quality of care good

Staff work hard to establish and maintain positive relationships with young people based on the values of good parenting and trust. As a result, young people enjoy warm relationships with staff in the home and there is a good rapport between them. This is underpinned by positive role modelling and guidance. Staff are able to maintain clear and fair boundaries so that young people feel understood and cared about. This enables them to tolerate correction of their behaviour. As one social worker said: ‘Before coming here, this young person had been in a really chaotic place. It wasn’t a good place. His behaviours were escalating. Since coming here, everything has really stabilised. I think that’s because staff treat him with respect and he very much values that. The staff have got that absolutely bang on.’

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Quality of care good

Young people enjoy good educational support from the organisation’s education coordinator who provides strong challenge to any barriers. For example, she intervenes assertively when out of area young people’s school provision is at risk. Staff are equally effective in their actions to ensure good working together with schools. As one educational professional commented: ‘Staff are excellent at communication with the school. This really helps us to support the young person. The Registered Manager and assistant manager travel to all meetings so that we get as broad a picture as possible. They have provided some good evidence and feedback about young people’s needs which is very helpful for future planning. Overall, staff are highly effective at communication. They are always helpful and amenable.’ As a result, young people’s education is promoted.

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Quality of care good

Staff provide clear and focussed placement planning with measurable objectives and 8 of 12 young people’s involvement. This includes appropriate attention to young people’s cultural and identity needs. They are helped to understand the diverse society they live within through both individual and group work sessions. This promotes tolerance and community cohesion. Young people are very aware of their rights and know how to make a complaint. Most choose not to because they are happy with the care they receive. Young people feel able to express their views about their care planning, and have access to independent advocacy where this is appropriate. Consequently, young people feel empowered and listened to.

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Quality of care good

Staff seek appropriate therapeutic support in a timely way for young people where necessary. Psychological and physical well-being are seen as complimentary to one another. Young people are also advised and educated in respect of risk behaviours including substance abuse and sexual activity. There are good collaborative links with health professionals and other agencies. This allows helpful guidance and support to be provided when young people are most in need. Staff have a good understanding of young people's individual healthcare needs and ensure they are met on a day-to- day basis. Good policies and practices around the storage, administration, management and disposal of medication safeguard young people's welfare.

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Quality of care good

The building is big, homely and clean. It is mostly well maintained though there are some areas which require minor decoration and maintenance. Young people are encouraged to take ownership of their rooms by choosing the décor and personalising them with pictures and posters. This helps them to feel at home.

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Keeping children and young people safe good

Young people report that they feel safe in the home. They say there is no bullying and that staff manage relationships between young people well. External professionals endorse this: ‘Staff are consistent and good with him. They provide firm boundaries which he is accepting. Staff are able to keep him safe. For example, they monitor his telephone calls with his parent in line with his risk assessment.’ Young people are encouraged by staff to take appropriate risks as a normal part of growing up. They are helped to understand how to keep themselves safe, including outside the home and when using the internet or social media.

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Keeping children and young people safe good

Staff encourage young people to take responsibility for their own behaviour in a way that is appropriate to their age and understanding. There is no use of restraint, and sanctions and rewards for behaviour are clear, reasonable and fair. They are understood by all staff and young people. As far as possible, young people are encouraged to participate in agreeing the home’s rewards and sanctions. These behaviour modification approaches, when combined with positive relationships between staff and young people, help significantly to moderate anti-social and inappropriate behaviour.

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Keeping children and young people safe good

Placement plans and risk assessments identify the impact of any abuse or neglect 9 of 12 and the actions required to protect and support the young people concerned. These plans are carefully monitored and reviewed in light of any new information. That said, on one occasion a young person’s risk assessment was not up-dated in relation to decisions from a strategy meeting, though file evidence indicates that staff were aware of the meeting and it’s impact on the young person’s care plan. It nevertheless is an oversight which has potential to compromise risk management.

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Keeping children and young people safe good

There is a high level of young people being absent without agreement from the home, particularly in relation to a very small number of older young people. However, this is a well-managed situation which actually represents some progress for the young people involved, given their starting points. For example, the level of severity of their episodes of going missing has decreased since those young people came to live in the home. This is endorsed by feedback from external agencies. As the social worker said: ‘I think it’s difficult to quantify the level of risk he places himself at while out in the community. He has got common sense. We can only go on how he presents himself on his return which is always clean and tidy. He doesn’t appear to be under the influence of anything. Before coming here, he did go properly missing for several days. He had been adamant that he was going to sign himself out of care at 16. I feel we have got him back from that point and he has been able to

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Keeping children and young people safe good

make some good progress in the home.’ Evidence confirms that the home works closely with all relevant agencies in line with local protocols to manage episodes of absences and the relatively low number of occasions when young people actually do go missing from the home. Young people are carefully monitored on their return to assess any indicators of sexual exploitation. Staff actively try to keep in touch with young people while they are absent from the home. Strong and effective relationships with the local authority, the police, health services, schools and other agencies further protect those young people who engage in risk-taking behaviour.

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Keeping children and young people safe good

Staff report that there is an open culture within both the home and the wider organisation that supports the reporting of concerns. They know about the whistleblowing procedures and demonstrate appropriate values and determination to use them as necessary. Recruitment processes are robust enough to deter unsuitable individuals from having access to young people.

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Leadership and management good

The home benefits from a Registered Manager who is suitably qualified and has many years’ experience. He is considered by the young people to be caring and kind, and firm but fair. He is well supported by an assistant manager, and by more senior managers within the organisation. This promotes effective management of the home.

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Leadership and management good

The manager has a good understanding of the strengths and weaknesses of the service, and has written plans in place for continual improvement. Recent improvements are evident in relation to the re-decoration of the home, a successful recruitment drive and the robust management of staff performance. The home’s 10 of 12 Statement of Purpose clearly sets out the aims and objectives of the home. Young people receive a pack which contains information relating to expectations of behaviour, their responsibilities, as well as their rights during their time in the home. This means that everyone can be clear about what to expect at the home.

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Leadership and management good

The staff team have a sense of shared ownership about their practice. They report that they are well led and managed, and there is evidence to support that this is the case. Staff are appropriately qualified, experienced and supervised. They receive regular and relevant training that enables them to care effectively for the young people. However, they have not received training in the management of sexually harmful behaviour despite offering a service to young people with this type of behaviour. While this has not had any immediate detrimental consequence, it can only benefit those young people to be cared for by staff with a good understanding of relevant risk management strategies. Staff appraisals are thorough but do not yet include the views of young people. This misses an important source of information about staff performance. There is though evidence of action being taken where feedback indicates this is needed. Underperformance is tackled robustly by the

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Leadership and management good

manager being honest about people’s weaknesses and dealing with them early on.

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Leadership and management good

Monthly independent visitor reports are thorough and well documented, though the format of the reports make them quite hard to read. That said, they give a detailed overview of the operation of the home and highlight good practice as well as shortfalls. Actions are raised and addressed quickly by the manager. Young people are asked for their views about the service, along with good consultation with placing authorities and relatives. All provide positive feedback and raise no concerns. All incidents, episodes of young people going missing or absent, and notifications are reviewed and commented upon. However, there are some incidents that have not been notified to Ofsted in line with regulation. This compromises the regulator in undertaking their scrutiny role, though there is no evidence that young people’s safety or welfare has been harmed as a result.

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Leadership and management good

The manager regularly monitors, reviews and tracks the progress of individual young people to assess the quality of the service and the experiences of the young people. He has monthly individual sessions with each young person to obtain their views and discuss their progress. Young people are thereby genuinely able to raise concerns and make suggestions for changes and improvements, which are taken seriously. Complaints, grumbles and concerns are welcomed, though rare, and inform improvements in the care provided to young people. The results of that monitoring drive continuous improvement in service provision.

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Leadership and management good

The manager makes child-centred decisions about admissions of new young people. He is appropriately assertive within his organisation to ensure that priority is given to the safety and stability of the group environment. New admissions take account of all the young people’s needs and the likely impact of new young people joining the group. This promotes young people’s safety and welfare. That said, the home has had a relatively high number of short term placements of young people since the last 11 of 12 inspection, and this has impacted adversely on staff’s ability to help young people make sustained and meaningful progress with their outcomes. Website: www.ofsted.gov.uk

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Leadership and management good

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Judgement Description

Outstanding A service of exceptional quality that significantly exceeds minimum requirements.

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Judgement Description

Good A service of high quality that exceeds minimum requirements.

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Judgement Description

Adequate A service that only meets minimum requirements.

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Judgement Description

Inadequate A service that does not meet minimum requirements.

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Information 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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Information 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 framework of inspection for children's homes.

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