Children's Home run by Derby City Council in Derby

Good

The children's home provides effective services that meet the requirements for good.

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The children's home provision is good because:

 There is strong and effective leadership, supported by a staff team which is fully committed to meeting the needs of the young people and passionate about enabling them to achieve positive outcomes.  Young people are making good progress in all areas of their lives. They have positive relationships with the staff and their interests and experiences are encouraged. They have aspirations for their future, which staff wholeheartedly support.  Partnership working with a whole range of agencies is particularly strong in ensuring young people are provided with the necessary support to meet all their assessed needs.  Relationships with parents and carers are very good and staff are fully committed to supporting contact arrangements. This has enabled young people to spend good quality time with their families and rebuild sometimes damaged relationships.  Staff have a strong understanding of how to keep young people safe, and

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The children's home provision is good because:

implement strategies consistently which has resulted in a decrease in risk-taking behaviour.  Behaviour is well managed; sanctions and physical intervention are rarely used.  There are some shortfalls in staffing arrangements. Staffing levels, particularly at the weekend, are poor which may mean that staff are unable to respond to unpredictable events or opportunities. Although staff are generally well trained, training in working with young people with Asperger’s syndrome and autism has not yet been implemented.  Young people have not consistently had timely return interviews carried out by an independent person when they have been missing from care. Although this is not the responsibility of the home, staff need to be more proactive in challenging partners to carry out this important piece of work.

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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 (England) Regulations 2015 and the Guide to the children's homes regulations including the quality standards. The registered person(s) must comply with the given timescales.

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Requirement Due date

In order to meet the leadership and management standard the registered person is required to:

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Requirement Due date

(2) (d) ensure that the home has sufficient staff to provide care for each child, with specific reference to being able to respond flexibly to unexpected events or opportunities (Regulation 13 (2)(d)) 26/07/2015

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Requirement Due date

ensure that all employees undertake appropriate continuing professional development. This is in relation to training in Asperger’s syndrome and autism. (Regulation 33 (4)(b)) 26/07/2015

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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

ensure the children's guide contains information about how to contact the Office of the Children's Commissioner (The Guide 4.22)

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Recommendations

ensure each child has an independent return interview following every missing from care incident. (The Guide 9.30)

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Information about this children's home

This is a local authority children’s home which provides care and accommodation for up to six children and young people with emotional and/or behavioural difficulties. The home’s Statement of Purpose indicates that the age range will be between 10 and 18 years of age.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

05/01/2015 CH - Interim Improved effectiveness

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good

Young people are making good progress and have positive experiences as a result of living in this home. Their needs are clearly identified and met through a combination of staff support and the involvement of other agencies.

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good

Relationships between staff and young people are good. They have positive interactions based on mutual respect. Staff clearly care about the young people and are interested in their welfare. For example, they welcome them home from school or college and take a real interest in how their day has been. They use their own resources to explore areas of interest, for example, where young people may be able to do voluntary work. They nurture young people by doing their hair, helping them choose what to wear for important occasions and caring about them when they feel unwell. As a result, young people feel staff care about them, listen to them and take their views into account.

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good

Young people are making good progress in all areas of their lives. They all have educational placements which are appropriate to their needs. They attend well and are achieving in line with or above their predicted grades. The home offers good facilities for doing homework, and staff provide support through their contact with the education provider. Young people are becoming more confident and socially aware, their self-presentation has improved and they are developing independence skills. All are in good physical health, and their psychological and emotional needs are being met through access to the child and adolescent mental health service and other services.

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good

Young people’s participation is an area where there has been improvement over the last year. They have regular young people’s meetings and their views are taken on board and acted upon where possible. They also complete a written questionnaire every month, which the manager reads and acts upon. They are actively involved in choosing activities, planning holidays, discussing the home’s refurbishment and the possibility of having a pet. Two young people are involved in the children in care council, so they participate in shaping the local authority’s plans for looked after children.

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good

Young people’s interests are encouraged. For example, one young person is very interested in history, culture and politics. He has been supported to visit local places of worship and interest, and has met the deputy mayor and visited the council chambers. Another young person who is interested in modelling has been supported to have photographs professionally taken to use in a portfolio. Young people go to the cinema and visit their own friends in the community. Most young people have contact with an independent visitor who takes a special interest in them and this is an aspect which staff encourage. Flexibility in relation to time of return to the home is evident, particularly when there is a special occasion like a party. Young people learn to negotiate and compromise and are kept safer as a result of staff’s responses to this.

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good

Contact is very well supported. Staff will provide supervision where necessary, to enable the arrangements to be facilitated by someone the young person knows. Relationships between young people and their family members have improved, and as a result, young people have a better understanding of their past and their place in their family.

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good

Young people are welcomed to the home. Staff ensure they have as much information as possible so they can respond to their individual needs. They are given the children’s guide which is a helpful document outlining the routines and expectations of the home. However, it does not give information about how to contact the Office of the Children’s Commissioner. This document is currently under review.

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good

Young people are well prepared to move on from the home, both practically and emotionally. Staff use an independent living tool which addresses all aspects of independent living. They work through this at the young person’s pace. Once young people are ready to move on, staff work in partnership with the leaving care team to ensure a smooth transition. Young people often remain in contact with the home once they have left, either visiting or telephoning members of staff. They know they are not alone as someone is always available to talk to at any time of the day or night, albeit as an informal source of support.

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good

Young people are protected by well documented and carefully assessed risk management plans which staff implement in practice. Young people have gradually decreased their risk-taking behaviour as a result of a multi-agency approach to safeguarding and feeling cared for and supported. For example, incidents of self- harm have decreased considerably and no young people have had any unauthorised absences since March this year, which is significant progress. However, not all young people have return interviews carried out in a timely way by an independent person, in line with the statutory guidance. The return interview following an incident in mid-March was not conducted until almost a month after the event. Such a delay significantly reduces the value and impact of this measure. The home has a child sexual exploitation champion who ensures that this issue is fully considered and provides additional expertise to the staff team. Her work is

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good

further supported through access to the local authority’s specialist safeguarding unit, regular meetings and training. Young people who are identified at risk of sexual exploitation are monitored carefully; they are discussed at regular strategy meetings and have a monthly assessment of their risk using an indicator tool. Staff are very aware of the dangers of social media and support young people to use this safely through monitoring and information sharing.

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good

Staff have a robust understanding of how to manage any safeguarding allegations and use the local authority designated officer appropriately. Any investigations have been carried out effectively to protect young people.

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good

Young people have contact with other agencies which provide specialist advice, guidance and support, for example, in relation to sexual exploitation and drug and alcohol misuse. Most have active involvement with the child and adolescent mental health service.

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good

Behaviour is well managed in this home. Staff have firm boundaries which provide young people with a sense of safety and security. Staff use incentives, positive relationships and role modelling rather than sanctions to achieve positive outcomes. There have been no sanctions or physical intervention used since the last interim inspection in January. Young people say the rules are fair and they understand what is expected of them. There are good relationships with the local police, who visit regularly to provide advice, support and build up relationships with the young people. The police officer reports that this works ‘very well’. There is no reliance on the police to manage difficult situations and young people are not criminalised.

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good

Young people say they feel safe and well supported. They can talk to staff if they have any worries, although information about other sources of support is readily available. Young people say there is no bullying, just banter. They were fully involved in developing the home’s bullying policy which is on display throughout the home. Consequently they have a better understanding of what constitutes bullying and ‘own’ the policy, with the result that there is no bullying in the home.

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good

Health and safety are well managed, resulting in an environment that is safe. A member of staff has responsibility for this area and ensures risk assessments are comprehensive, updated and any maintenance or safety issues are addressed. Fire drills and checks are carried out regularly and young people are clear about what to do in an emergency. Judgement grade

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good

The Registered Manager has managed this home on a permanent basis since November 2012. She has a degree in social work, a National Vocational Qualification at level 4 in management and is currently undertaking the level 5 Diploma. These are suitable qualifications. In addition, she has substantial relevant experience, including previous managerial positions in residential childcare. This results in a well-managed home.

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good

Since the last full inspection, the manager has reflected on and altered her management style, placing an increased emphasis on staff development and empowerment. This has resulted in noticeable improvements in the cohesiveness of the staff team and outcomes for young people. The manager has a clear plan to develop and improve, building on the strengths and tackling any shortfalls. For example, she wants to develop the use of the independent living tool, as a priority for the home is to ensure young people are fully equipped with the right skills and resilience needed to cope without support. Staff development is another key area as she has seen positive outcomes from the work achieved so far.

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good

The monitoring arrangements, both those carried out externally and internally, are used effectively to improve the quality of care and support the development plan. The manager has developed a system for obtaining regular written feedback from young people, parents and social workers. Any comments are responded to, for example, one young person commented about wanting more freedom so this was explored and changes made. Similarly there is good managerial oversight of placement plans, all of which are comprehensive, up to date and include young people’s views. This enables the manager to monitor progress and outcomes as well as oversee staff practice.

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good

The ethos of the home, as detailed in the Statement of Purpose, is about enabling young people to have the best outcomes possible, and staff reflect this in their day-to-day practice. The manager and staff demonstrate a really good understanding of the individual needs of the young people at the home and the reasons which underlie certain behaviours and presentations. There are good systems which enable the manager and staff to assess the impact of their care and support on the progress young people make. Staff take pride in seeing the young people develop and progress. One member of staff commented, ‘I am so proud of him.’ The home provides a pleasant, comfortable environment in which young people can feel safe and secure. Bedrooms are personalised to reflect young people’s individuality and personality.

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good

Staff are appropriately qualified and experienced. They are supported to develop their practice through weekly team meetings and regular supervision, both of which enable them to reflect on their practice, discuss how well the young people are progressing and provide challenge. Staff access a number of relevant training courses to further enhance their knowledge, for example, in relation to self-harm. However, although staff have researched information about Asperger’s syndrome and autism, they have not had any recent training in this area. As they provide care and support for young people with these specific issues, training is likely to enhance their knowledge and competence in the way they provide support. The manager had identified this as an area for action but as yet had not progressed it further.

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good

Staffing levels are particularly low at the weekends, as the rota shows only two staff on duty. Although this does not appear to have had an impact on the care and support young people currently receive, it has the potential to do so. For example, if a young person goes missing, the written risk assessment rightly requires that staff follow them and try to find them. This would leave only one member of staff in the home with potentially five young people. Similarly, if young people need staff to support them outside of the home, two staff on duty does not enable individual needs to be met in this regard. A young person summed this up by saying, ‘the majority of staff are kind and patient but I think they are overworked and therefore cannot give each of us the time or attention we need.’ The manager understands that this is currently being considered at a more senior level within the local authority.

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good

Staff have developed very positive working relationships with a number of stakeholders. These include the police, the looked after children nurse, schools, social workers and independent reviewing officers. All are positive about the level and quality of communication, which enables and promotes effective partnership working. One stakeholder commented, ‘staff have done an excellent job; they are very supportive and there is good communication.’ Another said, ‘I feel part of the team. There is good partnership working and good relationships.’ Feedback from parents and carers is very positive. They say, ‘staff are brill’, and, ‘I can’t fault them.’

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good

Staff provide challenge where appropriate, for example, in facilitating a return back to school, and arranging a more appropriate time for a detention. These actions ensure that young people receive support from a variety of agencies to meet their needs effectively.

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What the inspection judgements mean

The experiences and progress of children and young people are at the centre of the inspection. Inspectors will use their professional judgement to determine the weight and significance of their findings in this respect. The judgements included in the report are made against Inspection of children's homes: framework for inspection.

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What the inspection judgements mean

An outstanding children's home provides highly effective services that contribute to significantly improved outcomes for children and young people who need help and protection and care. Their progress exceeds expectations and is sustained over time. A good children's home provides effective services that help, protect and care for children and young people and have their welfare safeguarded and promoted. In a children's home that requires improvement , there are no widespread or serious failures that create or leave children being harmed or at risk of harm. The welfare of looked after children is safeguarded and promoted. Minimum requirements are in place, however, the children's home is not yet delivering good protection, help and care for children and young people. A children's home that is inadequate is providing services where there are widespread or serious failures that create or leave children and young people being

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What the inspection judgements mean

harmed or at risk of harm or result in children looked after not having their welfare safeguarded and promoted.

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Information about this inspection

Inspectors have looked closely at the experiences and progress of children and young people living in the children's home. Inspectors considered the quality of work and the difference adults make to the lives of children and young people. They read case files, watched how professional staff work with children, young people and each other and discussed the effectiveness of help and care given to children and young people. Wherever possible, they talked to children, young people and their families. In addition the inspectors have tried to understand what the children's home knows about how well it is performing, how well it is doing and what difference it is making for the children and young people who it is trying to help, protect and look after. This 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 Children's

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Information about this inspection

Homes (England) Regulations 2015 and the Guide to the children's homes regulations including the quality standards. the guidance raising concerns and making complaints about Ofsted, which is available from Ofsted's website: www.gov.uk/government/organisations/ofsted . If you would like Ofsted to send you a copy of the guidance, please telephone 0300123 4234, or email enquiries@ofsted.gov.uk .

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Information about this inspection

achieve excellence in the care of children and young people, and in education and skills for learners of all ages. It regulates and inspects childcare and children's social care, and inspects the Children and Family Court Advisory and Support Service (Cafcass), schools, colleges, initial teacher training, workbased learning and skills training, adult and community learning, and education and training in prisons and other secure establishments. It inspects services for looked after children and child protection. If you would like a copy of this document in a different format, such as large print or Braille, please telephone 0300 123 4234, or email enquiries@ofsted.gov.uk . You may reuse this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit www.nationalarchives.gov.uk/doc/open-government-licence , write to the Information Policy Team,

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Information about this inspection

The National Archives, Kew, London TW9 4DU, or email: psi@nationalarchives.gsi.gov.uk .

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Information about this inspection

Interested in our work? You can subscribe to our monthly newsletter for more information and updates: http://eepurl.com/iTrDn .

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Information about this inspection

Store Street Manchester M1 2WD T: 0300 123 1231 Textphone: 0161 618 8524 E: enquiries@ofsted.gov.uk W: www.gov.uk/government/organisations/ofsted

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