Children's Home run by Pilgrims Corner Limited in Kent

Unique reference number SC473891 Inspector Chris Golbourn Type of inspection Full Provision subtype Children's home

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Registered person Pilgrims Corner Limited Registered person address Suite 5 The Links HERNE BAY Kent CT6 7GQ

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Responsible individual Sarah Norman Registered manager POST VACANT/Stacey Claire Kathleen Skardon Date of last inspection N/A 2 of 12 Inspection date 25/11/2014

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Previous inspection N/A Enforcement action since last inspection none

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Overall effectiveness good

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

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Overall effectiveness

This is a good home. Young people thrive in this personalised environment. Although there is not a registered manager in place at the current time following a management re structure, committed staff are now strongly led and supported by the acting manager and responsible individual to give high quality care to young people. Young people benefit from personalised plans which focus on maximising positives. This helps create a home where they make good progress and achieve positive outcomes. Young people report feeling very happy living in this home. Relationships with staff and each other are positive. Young people feel very well listened to by the acting manager and all members of staff. Young people are able to influence how the home is run. They enjoy a range of enjoyable and positive activities in the home and the community. Young people have regular contact with family members and friends and engage well in the organisation's integrated school.

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Overall effectiveness

Young people state that they feel safe in the home and are positive about the caring support that staff give them. Young people are encouraged to develop a sense of their own personal responsibilities and being able to take appropriate risks over time. Staff have positive working relationships with young people, their families, partner agencies and the placing local authorities to ensure that clear plans and targets are set and progressed towards for all young people. This has led to a reduction in behavioural and missing from home concerns. 3 of 12 The management team and staff demonstrate a detailed understanding of the strengths and weaknesses of the home and there is a development plan in place. The acting manager has also reviewed and implemented new recording systems to reduce duplication within young people's case files evidencing how the care provided to young people has improved their outcomes.

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Overall effectiveness

Two requirements and four recommendations have been made as a result of this inspection. The requirements are related to the safeguarding policy being dis-jointed and child sexual exploitation not being included in it. Staff training to manage the individual needs of young people needs to be continually reviewed and delivered. The four recommendations relate to a staffing and admission arrangements for young people, compliance with policy, and staff training. 4 of 12

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Information about this children’s home

This is a private children's home providing care for a maximum of two young people with emotional and behavioural difficulties. The home is one of four within the organisation. The acting manager is also responsible for managing one of the organisation’s other homes.

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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) prepare and implement a written policy which (a) is intended to safeguard children accommodated in the children's home from abuse or neglect; and sets out the procedure to be followed in the event of any allegation of abuse or neglect (Regulation 16(1)(a) and (b) * 12/01/2015

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Reg. Requirement Due date

(2001) ensure that all persons employed, (a) receive appropriate training, supervision and appraisal (Regulation 27(4)(a * 12/01/2015

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Reg. Requirement Due date

*These requirements are subject to a compliance notice

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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

 regularly monitor all records kept by the home to ensure compliance with the homes policies, to identify any concerns about specific incidents and to identify patterns and trends; take action to address any issues raised by this monitoring (NMS 21.2) 5 of 12  ensure contingency plans are in place in the event of a shortfall in staffing levels (NMS 17.3)  ensure all staff, volunteers and the registered person, are properly managed, supported and understand to whom they are accountable (NMS 19.2)  ensure the children's home only provides admission to children whose assessed needs they can reasonably expect to meet (NMS 11.2) 6 of 12

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Outcomes for children and young people good

Overall, from their starting point on admission to the home, young people make good progress. Young people have a good understanding of their background and history and have a strong sense of identity. They settle quickly into the home and develop positive relationships with staff. Young people feel that staff respect and value them for who they are. This helps them to grow in confidence and, over time, to develop their resilience and emotional wellbeing.

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Outcomes for children and young people good

Young people who have moved into the home since its registration have engaged much more consistently with education. This is achieved through attending the organisation’s independent school where a personalised timetable, combined with the personalised care in home, has a positive impact by improving attendance and engagement. This results in young people achieving better outcomes from their starting point in the home. This is a significant improvement for young people who had not attended school for a considerable time before they came to the home. Young people have aspirations for their future and plans which include further training, education and employment. This improves their life chances.

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Outcomes for children and young people good

Young people take part in a range of different activities, these include leisure activities such as cycling and visiting skate parks, youth activities in the community, local gym and parks. Staff encourage young people to be physically active. Involvement in these types of activities broadens a young person’s experiences, contributes to a healthy lifestyle, assists them to develop their social skills and contributes to their emotional well being.

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Outcomes for children and young people good

Through the support of staff young people learn social and practical skills within the home. This contributes positively to their preparation for independence. Young people are actively involved in the preparation and cooking of meals; shopping for the food and supplies for the home; keeping their own rooms clean and tidy; learning to budget monies; assisting with their own laundry and purchasing clothing and footwear. Young people are supported by staff to take responsibility for their own health through healthy eating plans, making of appropriate medical appointments and, when these are missed, reappointments. They are also supported to exercise their rights to make complaints when appropriate. As a result the young people are able to view their future plans for independence from a positive position.

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Outcomes for children and young people good

Staff work effectively with placing authorities to ensure that appropriate accommodation is identified when young people are ready to move on. They support young people practically and emotionally to ensure that the move is undertaken at an appropriate pace for the young person. This ensures that they are fully supported at times of transition. 7 of 12 Proportionate to the young person’s needs and circumstances, young people maintain regular contact with relatives and individuals who are important to them. This enables them to sustain their sense of identity and benefits them emotionally. Staff have a clear understanding of young people's contact plans and they support young people fully to ensure that contact arrangements for them are positive.

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Quality of care good

Young people know that staff are concerned about their welfare and want them to do well. They benefit from being well cared for by a committed and enthusiastic team of staff who have a very good understanding of their needs. This helps young people to feel safe, happy and settled and enables them to start to address issues in their lives. Young people report that they 'get on' with staff and feel able to talk to them. Professionals make positive comments about the quality of care in the home and the progress that young people make. For example, 'The care in the home is personalised to (name) and the staff work well with us as the placing authority’

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Quality of care good

Care plans are detailed and fully consider all aspects of young people's lives. Care planning is personalised to meet the specific needs of the young people. Aspects of the care plan and risk assessments are discussed with the young people. This process helps young people to think about any issues which arise for them within the home and any past life issues that are important to them. Young people are fully engaged in the planning process and through individual sessions and young people’s meetings, staff ensure that their plans reflect their views. Staff make sure that young people have lots of opportunity to contribute their views about the running of the home and give them feedback on issues that they raise. This helps young people to feel confident that their views matter and influence the running of the home and the care they are given. This develops young people's sense of self-worth and belonging.

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Quality of care good

Young people who come to live at the home have been out of education for some time. They attend the organisation's independent school and this benefits the young people who, from their individual starting points, make positive progress. All staff place a high value on education and promote regular attendance. This is acknowledged by professionals involved with the home. Staff ensure that there is a good routine in the home to support young people's attendance. They take young people to and from school and there is a system of communication between the home and the school at the start of and the end of each day. Regular meetings are held to resolve any difficulties. Staff recognise and celebrate all young people’s successes and achievements. Consequently young people are able to engage with education and to make steady progress.

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Quality of care good

Young people respond well to the way they are cared for. Their behaviour improves over time and they learn to interact more positively with others. In discussion with young people staff develop individualised behaviour support plans. They work as a team to provide consistent care and appropriate boundaries for young people. Staff 8 of 12 work with young people to help them to learn to manage conflict and difficulties in their lives. Physical Interventions in the home are only used as a last resort, de- escalation techniques are clearly evident. As a result the behaviour of young people improves over time and they learn to interact more positively with others.

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Quality of care good

There are robust arrangements for the safe storage and administration of medication. This ensures that young people are protected and have the correct medicines when they need them.

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Quality of care good

The home is well maintained, internally and externally, and is comfortably furnished. Young people live in a homely environment and atmosphere. There is sufficient space to allow young people to spend time together if they wish or to be private. Young people personalise their rooms to meet their individual tastes. This gives them a sense of pride in their surroundings.

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Keeping children and young people safe adequate

Young people who come to live at the home are extremely vulnerable and have very complex needs. Historically, due to the needs and influence of a previous resident in the organisation’s neighbouring home, young people have been reported missing and have been at risk of child sexual exploitation and other forms of exploitation. Individual risk assessments associated with this type of behaviour are satisfactory and, as far as possible, help to safeguard young people.

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Keeping children and young people safe adequate

The safeguarding/child protection policy does not mention or deal with children at risk of child sexual exploitation, neither does it have clear links to the children going missing policy and vice versa. Staff work collaboratively with local statutory agencies, particularly the police, to ensure there is a free flow of information and that young people are kept safe and remain safe. Despite the lack of cohesive policy guidance for staff, young people say that they feel safe in the home and know that the staff work hard to maintain this.

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Keeping children and young people safe adequate

When managing additional risk taking behaviour, staff physically track young people when they go absent without permission or missing and endeavour to persuade them not to take part in further risk taking behaviour. Staff make timely referrals to police and the young people’s local authority social workers and birth parents. Incidents are well recorded in logs with clear details of the event and the responses and actions made by staff at the time. Overall the home has rigorous systems, policies and procedures in place for staff to follow if young people go missing or are absent without permission.

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Keeping children and young people safe adequate

Rewards and praise are used by staff to encourage good behaviour. This enables young people to develop more self-control and learn constructive ways of dealing with stressful situations and negative behaviour. Incentives to positively manage behaviour are reviewed and analysed by staff to establish which work better than 9 of 12 others. This enables young people to fully understand the implications of their behaviours and how they can also access rewards for positive change. As a result the most effective methods are adopted by all staff. This approach has a positive impact on behaviour management of young people most of the time.

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Keeping children and young people safe adequate

Restraint, or holding young people, is used only as a last resort and when necessary but is not always directly supervised. The restraint records are clear and concisely recorded, with an appropriate medical and emotional debrief for young people and staff alike being offered. Care plans and risk assessments are personalised for each young person. Staff work with the young people to reflect on their behaviour and the impact which it has on themselves and others. This approach means young people contribute to their individual care plans and risk assessments.

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Keeping children and young people safe adequate

Young people's contact with friends, relatives and family members is well managed and encouraged. This is done in a number of ways including the use of the home’s telephone and during face to face visits. Staff manage young people's use of the internet and social media through the reward of additional time for the safe and responsible use of mobile telephones and social media.

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Keeping children and young people safe adequate

Health and safety requirements are met. Fire risk assessments are complete. Checks of equipment are regularly carried out with regular fire alarm tests which are not always announced in advance. This ensures that young people and staff are aware of procedures and kept safe.

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Keeping children and young people safe adequate

There are clear recruitment policies and procedures in place which have been followed. Written references received by the home in relation to prospective employees are checked verbally for their authenticity and any gaps in employment are discussed at the interview stage. New staff appointed are not allowed on site until Disclosure and Barring Service checks have been completed and certificates received and presented to the management. These systems help to safeguard the welfare of young people.

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Keeping children and young people safe adequate

Established staff in the home have been trained in child protection and safeguarding matters. This is now being further extended to specifically cover the risks of child sexual exploitation. New staff are trained as part of their induction programme, this is recorded on the training matrix.

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Leadership and management good

This has been the first full inspection of the home. The home benefits from good leadership. Recent changes made are strengthening leadership and management arrangements. The Registered Manager post has been vacant since June 2014. Between June and October this was covered by the previous Registered Manager being promoted within the organisation, but retaining this responsibility. An acting manager has been appointed since October and is currently going through the 10 of 12 process of application for registration with Ofsted. The home operates within an organisation which has a model of succession planning and provides staff with career opportunities.

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Leadership and management good

The acting manager has extensive experience and relevant qualifications. She is closely supported by the responsible individual, who as part of the organisation’s restructure is taking more responsibility in the home until the application to Ofsted is completed. The acting manager is an integral part of the ongoing development of an effective staff team and improvements to the service. A service development plan implemented by the responsible individual is being closely monitored by the management team and through staff meetings.

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Leadership and management good

Good quality supervision which recognises and supports staff development needs is in place. As a result staff training is regularly reviewed and delivered. This has a positive impact and can be seen in the personalised level of care plans and the individualised care given to the young people. Staff training is ongoing as is that of the manager. Improvements through the development plan are ongoing to maximise the effectiveness of training for staff. The number of staff who are qualified is high, and further identified training needs are being addressed methodically. All staff are trained in core areas and the issues that pertain to individual young people.

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Leadership and management good

The home has an updated statement of purpose which is available to members of staff and interested stakeholders via the organisation's web site. The information provided is clear and meets regulatory requirements. As a result members of staff are clear as to the aims and aspirations of the service and that stakeholders are clear as to what the service provides.

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Leadership and management good

The home is well organised. Team meetings are an important feature in the home. Staff routinely read any new documents and the minutes of meetings. This is an important contribution toward consistency of care. The responsible individual and the acting manager monitor the service well and both are fully aware of its strengths and frailties. Shortfalls are addressed promptly and clearly, including those raised in complaints.

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Leadership and management good

Staff have focused on developing practice which has a positive impact on the care received by young people. An example of this can be seen in the attention given to the use of alarms inside the house so that the rights of young people are respected. Placement planning has also been improved so it is more realistic and further work is under way on this process.

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Leadership and management good

Staff have been made familiar with the issues that are investigated during inspections. Following the reorganisation of the management structure, Internal quality assurance exercises have led to very positive responses from other people. Formal monitoring and development planning by the acting manager and staff is used in an evaluative way. Action plans are developed to implement positive change following recommendations made. The capacity for continuing improvement in the 11 of 12 home remains high 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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