Children's Home run by London Borough of Hounslow in Hounslow

Unique reference number SC062128 Inspector Denise Jolly Type of inspection Full Provision subtype Children's home

p.1

Registered person London Borough of Hounslow Registered person address Civic Centre Lampton Road HOUNSLOW TW3 4DN Responsible individual Jacqui McShannon Registered manager Susan Janet Standfield Date of last inspection 13/03/2014 2 of 12 Inspection date 06/01/2015

p.1

Previous inspection good progress Enforcement action since last inspection There has been no enforcement action since the last inspection.

p.2

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

p.2

Overall effectiveness

The children's home is making a clear difference to young people's lives. The commitment and quality of care provided by staff enables young people to settle well into the home make and begin to make good progress. Social workers and other professionals involved with the home, say staff promote positive outcomes for young people and are skilful in supporting them through difficult periods. Experienced and qualified staff value and celebrate their individual qualities and experiences. Young people say, ‘I like living in this home.’

p.2

Overall effectiveness

Staff listen and respond well, as young people contribute their views and ideas about the quality of care in the home. Detailed care plans illustrate that young people are fully involved in decisions about their lives and plans for their futures. Staff encourage cooperation in daily living and foster relationships based on acceptance of individual personalities. Young people say, ‘This home is really good because the staff treat me like I have an equal say in my life.’

p.2

Overall effectiveness

Young people say they enjoy living at the home, and demonstrate improved outcomes in stability of placement, emotional resilience, and planning for their futures. Staff help them to reduce risk taking behaviour. Most young people increase their engagement with work and education, and all benefit from resourceful plans 3 of 12 that maximise their attendance at and commitment to school, work and successful independence.

p.2

Overall effectiveness

Young people say they feel safe in the home. Staff knowledge of how to safeguard children, and excellent care practice ensure they promote the welfare and safety of young people at all times. Young people enjoy positive relationships with staff. They feel confident in the support available to them, and respond well to praise and encouragement given for their achievements.

p.3

Overall effectiveness

The qualified and experienced Registered Manager leads staff to provide a high standard of care for young people. Managers have a good understanding of the strengths and weaknesses of the home because of regular monitoring, including reports from visitors on behalf of the provider. The manager has identified that delivering improvements from her own monitoring requires clearer evaluation of the information.

p.3

Overall effectiveness

Two requirements address shortfalls identified in the inspection. These relate to lack of availability of plans for some young people admitted in an emergency over the Christmas period, and inconsistency in records of restraint. Minor omissions or inconsistencies in some records and some procedural guidance are addressed by three recommendations. Managers are keen to address all shortfalls, none of which impact on the welfare and safety of young people. Following the Christmas break the home had begun to access local authority records of placement plans to enable all young people to reach their full potential. 4 of 12

p.3

Information about this children’s home

The children's home is registered to care for up to six young people aged between 12 and 17 years for assessments. The home is owned and operated by a local authority.

p.4

Inspection date Inspection type Inspection judgement

13/03/2014 Interim good progress 12/08/2013 Full good 20/03/2013 Interim good progress 13/08/2012 Full good

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

17B (2001) ensure that within 24 hours of the use of any restraint, the written record includes confirmation that the authorised person has spoken to the child concerned about the use of the measure (Regulation 17B (3)(h)) 13/02/2015

p.4

Reg. Requirement Due date

(2001) ensure the registered person shall maintain a record which includes the documents and records specified in Schedule 3 including a copy of any plan of care for the child and details of any medical examination of the child. (Regulation 28 (1a), Schedule 3 (18 & 22)) 13/02/2015 5 of 12

p.4

Recommendations

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

p.5

Recommendations

 ensure that rewards for behaviour are clear, and understood by all staff and young people (NMS 3.8)  ensure that the home has a clear statement of purpose that identifies the full procedure to be followed when children are admitted to the home in an emergency (NMS 13.1)  ensure there are clear and effective procedures for monitoring and controlling the activities of the home that include sufficient evaluation and action to enable the home to improve. (NMS 21) 6 of 12

p.5

Outcomes for children and young people adequate

All young people benefit from warm and nurturing care that is personalised to their individual needs. Young people talk to staff, and increasingly, to other professionals about their past difficulties and experiences, and develop an understanding of their backgrounds. This helps them to make effective and sustained progress because they feel secure, and are better able to overcome challenges to achieve positive change in their outlook and prospects. They benefit from increased stability in placement, and invest in life at the home. One young person said, ‘I like living here, the staff do not overreact when I get things wrong, they just help me to think about how to make a better choice next time.’ Another young person said, ‘The staff are relaxed and fair, and this has helped me to settle. I didn’t want to come here, but I am happy to stay here until I can be independent.’

p.6

Outcomes for children and young people adequate

All young people improve in self-esteem and enjoy positive social relationships. With support, they participate in cooperative living, and contribute to plans for their futures. They say staff help them to achieve their goals. One young person said, ‘It’s hard for me to trust people, but I know that staff are interested in me, and I will ask them for help if I need it.' Because young people feel listened to, they are more prepared to listen to the advice and guidance of staff, and this enables them to progress more quickly in their aspirations.

p.6

Outcomes for children and young people adequate

All young people have lots of opportunities to participate in community-based activities that help them to express their individual interests and abilities. Because of their age, and focus on moving towards becoming independent, most young people organise a mix of spending time with their friends, and time spent with staff. Their friends visit them in the home, and get to know staff. Young people are generally good at letting staff know where they are, and staying in touch when they are out of the home. They make mostly positive choices in the activities they pursue, and this helps them to improve their safety and promote their enjoyment and self-esteem.

p.6

Outcomes for children and young people adequate

Young people improve their understanding of the importance of healthy lifestyles. They enjoy a range of leisure activities that improve their physical wellbeing, such as ice-skating or gym membership. All take care with their appearance, and enjoy buying their own clothes independently. Young people attend routine health appointments and, with staff encouragement, reduce their involvement in behaviour that damages their health, such as drug and alcohol misuse. At present, young people manage their emotional health by discussing their feelings with staff, and they say that this is sufficient to help them to overcome any anxiety they may have.

p.6

Outcomes for children and young people adequate

The majority of young people are making progress with work or education, according to their starting points. Some young people respond extremely well to staff encouragement and incentive schemes, and attend school regularly to prepare for 7 of 12 examinations that measure their progress. They are aspirational for their futures, such as planning to go on to further education. One young person said, ‘I want to study law, although I know it’s going to be hard work.’ Some young people sustain weekend jobs that provide them with additional independence, and opportunities to be successful in the world of work. Others have begun to engage with apprenticeships in hairdressing and beauty, to help them to progress towards skilled employment. This improves their prospects for successful independence.

p.6

Outcomes for children and young people adequate

A minority of young people continue to struggle to fulfil their responsibilities to attend education or improvement schemes ordered by the courts, but they do engage with key workers in identifying small steps towards success. Some young people’s placements resulted in them moving to secure accommodation because they were unable to make sufficient progress in improving anti-social and criminal behaviour.

p.7

Outcomes for children and young people adequate

Most young people continue contact with a range of family members, when it is beneficial to do so. For some, they prefer the company of staff and say, ‘This home is more like my family now.’ This provides them with the support they need to experience successful and positive relationships in their lives.

p.7

Quality of care good

Young people develop from their starting points in a warm and nurturing environment. Settled, qualified and experienced staff support young people to improve. Staff get to know them very well, and are committed to enabling them to understand and overcome their difficulties, and achieve positive outcomes. Managers help staff to identify learning from unsuccessful placements, and amend their practice to improve consistency and quality of care.

p.7

Quality of care good

Young people say that staff help them to contribute to their placement review meetings. By preparing them before meetings, key workers help them to interact with greater confidence with the adults who support them. Over time, young people gain insight and skills to enable them to manage their futures more effectively. A social work practice manager commented that the home has helped young people to be safer and more settled because, ‘Staff are really good at building trust that opens up communication. We now have information that helps to keep this young person safe.' Professionals spoken to during the inspection said that the manager and staff are energetic and capable in their efforts to support young people.

p.7

Quality of care good

Young people contribute to the development of the home by sharing their views and ideas in regular house meetings and individual consultations. Young people use the weekly meetings to air and resolve minor disagreements, such as keeping the bathroom in a clean condition. Young people say they understand the rules of the home, and that staff, ‘are not in your face, but they will challenge me when I am out of order.’ This enhances young people’s perception about how ordinary, positive relationships are made and sustained, and provides them with the building blocks for 8 of 12 successful social behaviour. Complaints are rare, because staff respond immediately to any concerns and grumbles, and help young people to identify how they can contribute to improving matters.

p.7

Quality of care good

Key workers plan young people's care very well. Staff use personal knowledge and consultation with young people and their significant others, to create a picture of individual needs and wishes, and set realistic goals for improvement. When young people suffer setbacks to their progress, for example, by returning to previous patterns of behaviour, staff immediately engage young people in thinking about the impact of their behaviour. Social workers and other professionals say that staff persist with young people through challenging times, to promote consistency of care.

p.8

Quality of care good

There are some shortfalls in records. For example, social workers had not circulated emergency placement plans for young people admitted during the Christmas period. Staff relied on verbal communication and minimal planning to ensure all essential information was shared to protect young people. They lacked a complete picture of their backgrounds for example, the nature of work placement one young person attended, or the outcome of a medical appointment. While this did not affect the welfare of young people, it limited the support staff could provide the young person had they encountered difficulties in these areas.

p.8

Quality of care good

Young people have good access to community health services and attend appointments with a local doctor, dentist, and optician. At present, young people do not require support from specialist mental health services. If necessary, staff support them to attend specialist services such as sexual health clinics, or any other service identified within their annual review of health needs. Subject to a positive risk management plan young people self-administer medication, to develop skills in managing their own health needs.

p.8

Quality of care good

Staff ensure the daily routine of the home supports young people’s participation in education or work. Staff have well defined expectations that young people will make progress in their engagement with learning and development. They take an active interest in young people's future prospects. They liaise effectively with education and careers professionals to identify appropriate educational opportunities for young people.

p.8

Quality of care good

When appropriate, staff help young people to learn the skills that are necessary for successful independent adult lives. Staff reinforce the importance of personal responsibility in young people’s lives. Through a newly developed independence programme they support young people to use money wisely, keep the home in a comfortable condition, and participate in domestic activities like cooking. Young people say, ‘Staff are really good at reminding me how to be better at growing up. I listen to them because they know what they are talking about. They are definitely going to help me to become independent.’ Young people are motivated to do well, because staff help them to build a picture of a positive adult life. 9 of 12

p.8

Keeping children and young people safe good

Young people say they feel safe, and staff protect them from harm. Staff are alert to potential risks, and encourage young people to let them know if they have any worries or concerns. Young people demonstrate they are confident to talk to staff and visitors about their worries, particularly in regard to relationships and behaviour outside of the home. Staff use their excellent knowledge and understanding of how to protect young people from abuse, and foster good links with other child protection professionals.

p.9

Keeping children and young people safe good

Staff regularly review risk management plans that enable them to protect young people. Young people provide guidance to staff as to how best to support them in crisis, and staff use this knowledge to help keep young people safe. When staff are concerned about young people's safety, they take decisive action to make sure young people are protected and receive the support they need, including increased supervision, and frequent contact with them when they are in the community. Staff operate a financial reward scheme for young people who make agreed progress towards improving their safety. However, the behaviour management policy does not provide details of the scheme, and this has led to some minor adjustments being made. Young people say that they know and understand the rules of the home, but some staff expressed confusion about how to assess success when young people were on home leave, and whether young people had earned their rewards. This may

p.9

Keeping children and young people safe good

lead to minor inconsistency in the operation of the scheme.

p.9

Keeping children and young people safe good

Staff use highly effective strategies to minimise incidents of young people being missing. Records show that there is good liaison between staff, the police, social workers and families, and this minimises periods of time when young people are out of contact. Resulting from a multi-agency review of the conduct of the home, that analysed the last unsettled period in the home, staff are piloting a ‘grab-bag’ of essential information and tools that is used to report and search for young people. Although it is yet to be fully evaluated, staff say that the approach has helped them to think very clearly about all of the risks posed to young people who are missing. Staff and other professionals create a profile of the individual needs of each vulnerable young person, to improve their safety.

p.9

Keeping children and young people safe good

As they settle into the home, young people respond to the concern expressed by staff about unsafe behaviour, and adopt some of the guidance they provide, such as staying in touch with staff. Staff recognise the emotional needs of young people, and promote regular and safe visits to important people in their lives. Through building open and honest relationships, staff support and guide them to maintain important safety boundaries. This includes staff meeting friends, and gathering information about young people’s more intimate relationships.

p.9

Keeping children and young people safe good

Staff offer skilled and sensitive intervention and re-direction to young people whose behaviour challenges the safety or welfare of themselves or others. Staff have a good understanding of the dynamics of relationships between young people, and offer 10 of 12 sound advice and education about issues such as bullying or appropriate relationships. One social work manager said, ‘It is the excellent partnership work between the home and the social worker that has resulted in improvements to safety for a young person. We are able to understand and manage the risks much better’

p.9

Keeping children and young people safe good

Young people say that because staff are not judgemental, they feel they can approach them to ask for advice and help to improve their safety and wellbeing. All young people value this open and warm approach to care and support. It is evident from records of meetings between staff and young people, that this technique enables young people to air and discuss difficult and sensitive subjects, such as family relationships or sexual health. This improves their problem-solving skills, and increases the healthy choices available to young people. The success of this is clear in the reduction in young people’s unauthorised absence, and involvement with drug and alcohol misuse.

p.10

Keeping children and young people safe good

Staff make good use of de-escalation approaches to deal with challenging behaviour constructively, and have not used restraint to manage the current group of young people. The positive impact of staff’s ability to manage behaviour is evidenced by the remarkable reduction in incidents that young people are involved in, once they have settled into the home. Previous records show that staff engage young people in talking about their feelings and behaviour that led to rare incidents of restraint, but the record does not always confirm that this review has taken place a nominated manager. This causes delays when independent persons assess the appropriateness of the restraint, because some information is kept elsewhere. This omission has not affected the safety or welfare of young people.

p.10

Keeping children and young people safe good

Leaders and managers maintain robust recruitment and selection procedures that help prevent unsuitable people from having access to young people. The team is very stable, and if necessary familiar relief staff provide additional cover, to ensure they have the skills necessary to safely care for young people.

p.10

Leadership and management good

The suitably qualified and experienced Registered Manager has been in post for over four years. She brings a wealth of experience to the role, that provides her with a clear understanding of her responsibilities. The staff group is stable and experienced, providing young people with a good quality of care and support.

p.10

Leadership and management good

Young people live in a home that places their needs central to any service development and celebrates the progress they make. Enthusiastic and competent staff have consistently high aspirations for young people, enjoy their company, and are proud of how well young people are doing. The effectiveness of this approach is evident in the positive progress young people are making in many aspects of their lives. Professionals say they hold the service in high regard, because they can see the positive difference the home makes to the lives of young people. 11 of 12 Staff are very well supported by the Registered Manager and other senior staff within the home. They attend formal supervision that follows a set agenda, and is highly focused on the needs of the young people. Managers lead staff meetings, to best discern how to meet the needs of young people more effectively. This includes review of any training staff undertake, to share learning from the course, and how

p.10

Leadership and management good

best to apply this in the home. For example, staff say that learning about social pedagogy has enabled them to improve communication and professional discussion about how to improve relationships between staff and young people.

p.11

Leadership and management good

Managers maintain oversight of the quality of the home environment, and ensure repairs are carried out in good time. The home has had new windows and there is a nearly completed programme of refurbishment and redecoration to the outside of the property. Young people say they like the way the house feels like a real home, and enjoy the various lounges and social spaces available to them.

p.11

Leadership and management good

The home meets the aims and objectives of the Statement of Purpose. However, there is insufficient information about the procedure for the emergency admission of young people in particular, what the home should do to ensure that effective plans are in place at all times. This led to gaps in the information and plans available for recent emergency admissions because staff did not chase information within agreed timescales. However, the matter was being rectified during the inspection.

p.11

Leadership and management good

Independent visitors scrutinise and report on all aspects of the home, including consultation with young people and their families, in order to improve the conduct of the home. They often visit at weekends, to ensure that they meet with young people. The manager welcomes the report as a further tool to enable her to continue to provide a continually improving service to young people. The manager has identified, along with the inspector, that her monitoring does not consistently evaluate all the information she gathers, to provide clear actions to improve the conduct of the home. This means that the home has not progressed evenly in all areas, such as the quality of some records and procedures to ensure staff provide consistent approaches to young people.

p.11

Leadership and management good

Paperwork mostly captures the details of the lives of young people, charts their progress, and consistently reflects their individual aspirations and challenges. Regular review of all records in the home ensures that keyworkers generally provide staff with reliable and detailed information about the needs of young people. For example, monthly progress reports indicate improvements in each young person’s skills, safety and engagement with work and learning opportunities. Results clearly demonstrate the positive impact and value that living at the home has had on the lives of young people, who grow in confidence and maturity. Website: www.ofsted.gov.uk

p.11

Leadership and management good

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.12

Judgement Description

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

p.12

Judgement Description

Good A service of high quality that exceeds minimum requirements.

p.12

Judgement Description

Adequate A service that only meets minimum requirements.

p.12

Judgement Description

Inadequate A service that does not meet minimum requirements.

p.12

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.

p.12

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.

p.12