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

The children's home provision is good because:

 Young people make continued progress because staff provide stability, consistent care and good routines. They use their detailed knowledge of each young person’s needs to provide personalised care and effective support. Young people have positive relationships with staff. Both young people and staff feel respected and valued. This enhances effective engagement and helps staff make a difference to young people’s lives. Young people have a voice and their views are valued and promoted. They are supported to attend their care-planning reviews, and regular house meetings. As a result, they are routinely involved in making important decisions about their care.

p.3

The children's home provision is good because:

 Successful multi-agency working has led to significant improvements in young people’s overall development. Effective collaborative working with social workers, relatives, schools and other agencies is a key strength of this home. Staff work persistently to ensure significant improvements in young people’s engagement with all health services. Staff value education and have high aspirations for those in their care. As a result young people have made considerable progress in their educational achievements.

p.3

The children's home provision is good because:

 Staff ensure young people are effectively safeguarded and are supported to keep themselves safe. They have a good understanding of young people’s vulnerabilities and tackle risk well. Young people learn how to manage difficult emotions more effectively and incidents of self-harm and aggressive behaviour have reduced.

p.3

The children's home provision is good because:

 Effective management ensures the continuous improvement and development of the home. Good monitoring systems identify its strengths and what it needs to do better.

p.3

The children's home provision is good because:

 There are some areas for improvement. Damage to furniture in the home is compromising the recent redecoration of the home and making it appear less welcoming. Staff have not been trained to deal with to the full range of needs set out in the home’s Statement of Purpose, in particular training in autism and attachment. Also because staff do not have a full understanding of the missing from care guidance some young people have not been interviewed by an independent person after they return home from being missing.

p.3

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.

p.4

Requirement Due date

6: The quality and purpose of care standard

p.4

Requirement Due date

In order to meet the quality and purpose of care standard the registered person must ensure that staff provide to children living in the home the physical necessities they need in order to live there comfortably. This is specifically in relation to the broken bedroom furniture, ripped sofas in the lounge, carrying out a structural assessment and permanent repair of the crack in the bedroom wall, and the broken drainpipes in the yard. (Regulation 6 (2)(b)(vii)) 18/07/2015

p.4

Recommendations

To improve the quality and standards of care further the service should take account of the following recommendation(s):  Ensure the information set out in the Statement of Purpose is an essential part of the process of agreement between the registered person and placing authority. Staff should be trained to respond effectively to the full range of needs set out in the home’s Statement of Purpose, particularly autistic spectrum disorder, attachments and missing from care protocols. (Guide to the Quality Standards, page 15, paragraph 3.6)

p.4

Recommendations

 Ensure that when a child is found after being missing from care, they must be offered an independent return interview. Independent return interviews provide an opportunity to uncover information that can help protect children from risk of going missing again, from risks they may have been exposed to while missing or from risk factors in their home. (Statutory guidance on children who run away or go missing from home or care , page 14, paragraph 31)

p.4

Information about this children's home

The home is run by a private company and is registered to accommodate up to four young people with emotional and behavioural difficulties.

p.5

Recent inspection history

Inspection date Inspection type Inspection judgement

p.5

Recent inspection history

11/09/2014 CH - Interim sustained effectiveness

p.5

good

Young people make noticeable progress because staff provide them with stability and consistent care and routines. Detailed care plans provide staff with a clear understanding of each individual’s needs, vulnerabilities, and personal interests. Young people are involved in making and reviewing their plans and progress. As a result, they know what to expect. One young person proudly commented: ‘I have made loads of progress since, I’ve lived here. My behaviour and school work is much better.’

p.6

good

Staff have established strong bonds with young people. They show them genuine warmth and interest in all that they do. Consequently, young people feel valued and cared for, which enhances their confidence and self-esteem. Staff and young people enjoy baking together and going on fun activities, such as rolling down the sand dunes on a local beach. A member of staff said: ‘We do really basic but fun activities, such as playing in the park, visits to the beach and curby (a ball game). Having fun doesn’t have to involve expensive activities. It’s about giving them a chance to be kids.’

p.6

good

Staff’s effective joint working with schools is ensuring that young people’s learning and achievements are maximised. This is reflected in a teachers comment: ‘Staff are very supportive of us. He has come on leaps and bounds since living at the home. His attendance is excellent and he is more able to manage his behaviour. He works really hard in school.’ Their social development is effectively promoted through opportunities to engage in their chosen interests and activities, such as St John Ambulance and Army Cadets. This provides them with greater opportunities to make new friends, develop confidence, and test future career options.

p.6

good

Young people are physically fit and their emotional well-being is improving. This is because staff make sure they attend regular appointments with the dentist, opticians and specialist services, such as children and adolescent mental health services (CAMHS). When young people refuse to go to appointments, staff persist until they attend. One young person benefited immensely from this approach. After months of refusing to engage with CAMHS, he eventually agreed to attend his appointments. Consequently, he is able to manage his emotions and behaviour more safely. Furthermore, he got involved with CAMHS participation project where he helped with media campaigns regarding the stigma associated with mental health. He has made tremendous progress due to staff’s and CAMHS diligent support. Staff support young people to keep in contact with their families. They follow clear contact plans and provide supervision when necessary. This means that contact is

p.6

good

safe, enjoyable experience for all, and they maintain good attachments and a sense of who they are.

p.7

good

Staff have forged positive relationships with many parents and grandparents. A granddad said: ‘I cannot praise them enough. They have helped him make tons of progress. He is managing his temper much better; they are all brilliant and have supported us well. I use to phone every day and I was never made to feel like a nuisance.’ Because of this, young people and their relatives trust staff and accept their guidance and support.

p.7

good

Young people are being prepared for adulthood on a daily basis. They are involved in planning and cooking meals, keeping their own space clean and tidy and, when safe to do so, travel independently to school and friends. As their confidence grows they are given additional responsibilities to ensure they develop essential skills to succeed in later life.

p.7

good

The home’s communal areas have recently been redecorated and the kitchen is due to be refurbished. The repairs identified at the last inspection have been addressed; however, further damage has been caused by young people, such as rips to the sofas and broken bedroom furniture. This damage is undermining the positive improvements made within the home because it makes the environment appear less welcoming. The manager is not complacent. She acknowledges the impact this is having on the quality of the home and has already taken steps to address this.

p.7

good

Detailed risk assessment and behaviour management plans provide staff with clear and effective guidance on keeping young people safe. Consequently, most young people do not go missing and incidents of self-harm have significantly reduced. At times it has been necessary for staff to use physical restraint and call the police for assistance when tackling violent behaviour. However, effective anger management support from staff, CAMHS and school counsellors has resulted in improved behaviour. Restraints are rarely used and only as a means to protect. Furthermore, it has not been necessary to call the police to the home for the past three month which demonstrates good progress.

p.7

good

Positive behaviour is encouraged through a successful praise and rewards system. Young people are constantly commended for making good progress with their behaviour and achievements. This is clearly demonstrated in the home’s behaviour management records which demonstrate that effective rewards far outweigh proportionate sanctions.

p.7

good

One young person has recently been missing from home on almost a daily basis. He has struggled settling into residential care and is determined to be reunited with his family. This matter has been effectively addressed by staff working tirelessly with him and his social worker. His wish to move to live with his aunt has now been agreed. His social worker said: ‘He has made little progress in the last six months but this is no fault of the home. They keep trying, and they have made sure his voice is heard. The manager has always had his best interest in mind.’

p.8

good

Staff follow missing from home procedures well. More serious incidents are escalated to multi-agency strategy meetings; this ensures all relevant safeguarding professionals are collaboratively working to assess and minimise risk. Staff have a good understanding of the associated risks of missing from care, such as child sexual exploitation, offending behaviour and substance misuse. But some staff lack of knowledge of other professionals’ roles and responsibilities when young people go missing. This is specifically in relation to independent return interviews and who should be undertaking them. Consequently, young people are not routinely given the opportunity to speak to an independent person following each missing episode. This is a missed opportunity to find out more about the reasons why young people go missing and provide them with help.

p.8

good

The home has made significant improvements in combating bullying. Staff effectively challenge any form of bullying not matter how small, including name calling and teasing. They have regular discussions with young people about the impact of bullying. It is a standard agenda item at young people’s meetings. Consequently, young people have a clearer understanding of what bullying is and the harm it can cause. They are confident that they can report any issues and know it will be fairly addressed.

p.8

good

Improvements have been made in e-safety practice. Both staff and young people have undergone online safety training. This has given them greater insight into the risks and how to use the internet safely. Judgement grade

p.8

good

The home continues to be managed by an experienced and suitably qualified Registered Manager. She is committed to her ongoing development and is currently undertaking independent study to obtain a degree in social work. She receives regular supervision and support from a suitably qualified and experienced senior manager. This ensures that her knowledge and understanding of children’s residential care practice and legislation is kept up-to-date.

p.9

good

Young people benefit from this enthusiastic manager who prioritises their needs and strives for continued improvement. She can clearly demonstrate young people’s progress, such as improved school attendance and effective engagement with CAMHS. Furthermore, she has a good understanding of the presenting challenges and how these can be tackled. For example, reducing damage to the property by supporting young people to manage their emotions more effectively.

p.9

good

The Statement of Purpose is up-to-date; providing a distinct picture of the home’s ethos and how this will be achieved. They have translated this appropriately into a young person guide. This ensures that commissioners, social workers, parents and young people know exactly what to expect from the home from the start.

p.9

good

Young people benefit from being cared for by a stable and well-supported team. Staff receive regular supervision and attend structured team meetings. This provides them with good opportunities to reflect on their practice, share their ideas and support one another. Staff consistently report feeling supported, happy and content in their work. This is evident from the good standard of care provided within the home.

p.9

good

The manager has ensured that staff are equipped with the knowledge and skills to meet the needs of those currently living in the home. An efficient system audits staff’s development and ongoing training needs. Relevant training, such as child protection, self-harm and e-safety, is provided to all staff. New staff undergo an in- depth induction programme and all staff have either got or are working towards the required level 3 diploma qualification.

p.9

good

Although staff are skilled to meet the needs of those they currently care for, they lack training in some areas identified in the home’s Statement of Purpose, such as autism and attachment disorders. Consequently, if a young person with these particular needs is referred to the service staff are not equipped to meet all their needs.

p.9

good

Improvements in the monitoring of the service have been achieved. Monthly independent visits to the home provide young people, parents and other stakeholders with an opportunity to voice their views of the service. These visits support the manager’s monitoring of the home by highlighting areas for improvement, which she swiftly actions. Her own monitoring reports have improved. They now demonstrate how young people’s views are sought and incorporated into developing the service.

p.9

good

A key strength of the service is the effective partnership working between staff, parents, grandparents, teachers, police, and social workers. Consequently, young people benefit from being at the centre of a strong, multi-disciplinary team, where everyone is working towards agreed plans, goals and outcomes. Young people are living in a safer home environment and their views are consistently reflected in the home’s monitoring and development.

p.10

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.

p.11

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

p.11

What the inspection judgements mean

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

p.11

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

p.12

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 .

p.12

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,

p.13

Information about this inspection

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

p.13

Information about this inspection

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

p.13

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

p.13