Children's Home run by My Choice Children’s Homes Limited in Surrey

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:

 Management and staff have a thorough understanding of the needs and vulnerabilities of each young person. The well-being and safety of young people is at the centre of staff practice.  Effective multi-agency working ensures risks associated with young people going missing are clearly defined. Strategies implemented to reduce missing episodes produce positive results, and young people are safer as a result.  Young people benefit from developing strong and consistent relationships with staff. They feel confident to discuss their concerns and accept the support offered. Young people are able to access specialist support when necessary.  The stability and security offered by the home supports young people to make good progress across most aspects of their lives. They develop increased emotional resilience and improved mental health.  The home is well managed and staff work as a team to ensure continuous

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The children's home provision is good because:

improvement. They receive good support and are motivated to progress in terms of personal and professional development.  Young people are encouraged to express their views and opinions on most aspects of life in the home. This helps develop self-confidence and young people take a more active role in decision making that affects them.  Skilled and experienced staff maintain good relationships with families. As a result, contact arrangements are well planned and provide appropriate levels of support for young people.

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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 protection of children standard, with particular reference to concerns about a child’s welfare, the registered person must ensure that staff:

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Requirement Due date

(2) (a) vi) take effective action whenever there is a serious concern about a child's welfare; specifically, ensure young people have a return home interview following every missing episode. 31/08/2015

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Requirement Due date

Ensure medicine which is prescribed for a child is administered as prescribed to the child. (Regulation 23 (2) (b))

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Requirement Due date

Ensure a record is kept of the administration of medicine to each child. (Regulation 23 (2) (c)) 31/08/2015

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Recommendations

To improve the quality and standards of care further the service should take account of the following recommendation(s):  Ensure children are consulted regularly on their views about the home's care, to inform and support continued improvement in the quality of care provided; specifically, ensure young peoples’ views are recorded and taken into account when appointing new staff to the home. (The Guide to the Quality Standards, page 22, paragraph 4.11)

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Information about this children's home

The service can accommodate three children of either sex with emotional and/or behavioural difficulties. It is one of eight children's homes operated by a private company.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

12/02/2015 CH - Interim sustained effectiveness

p.5

good

The home provides a comfortable, well-maintained, homely environment. There is sufficient space and amenities for group living and young people personalise their bedrooms according to their individual preferences. Young people say they have enough privacy and are treated with respect. They are able to maintain contact with people who are important to them and staff support them to develop appropriate friendships.

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good

Most young people have lived at the home for long periods, and this has provided them with stability and increased levels of security. Their emotional resilience and psychological well-being improves as a result. Consequently, when difficulties do arise and young people experience a ‘crisis’ in their lives, they are more likely to respond positively to the support they receive and disruption to the placement is avoided.

p.6

good

Staff build strong, supportive relationships with young people. They understand their needs and prioritise their well-being. Young people feel confident to speak to staff about sensitive issues, such as their personal development and health requirements. A young person referred to a member of staff as always being ‘happy, positive and full of energy’ and this helped create a good atmosphere in the home.

p.6

good

All young people either attend the organisations on-site school or have full time external school placements. Attendance is generally good, and staff quickly recognise signs that young people could be experiencing difficulties in school. The Registered Manager is a strong advocate for the residents, and recently took prompt and effective action to support a young person being bullied in school. The staff offer encouragement and practical support to help young people achieve their education goals, and success is recognised and celebrated. Young people’s school work is displayed around the home, ensuring young people feel recognised and valued for their achievements.

p.6

good

Good support is given to young people planning their post 16 educational provision. A young person planning an army career has been helped to apply for a place in the army cadets, and given advice and guidance on how to prepare for the interview. This approach enables young people to develop their self-confidence and learn the skills that will assist them in developing successful careers in the future. Healthy lifestyles are encouraged and young people benefit from eating a balanced diet. They learn to cook and acquire other independence skills appropriate to their age and ability. Young people receive guidance on maintaining good sexual health and the trusting relationships they have with staff means they can talk about these sensitive issues. However, young people do not always follow the advice they are given.

p.6

good

A shortfall was identified in relation to the administration and record keeping of medication. Incomplete records mean that management and staff cannot identify why young people have not taken medication as prescribed. This shortfall has the potential to have a negative impact on young peoples’ health and well-being.

p.7

good

Staff monitor young people’s mental health and liaise with the organisation’s consultant psychologist for advice and guidance on how to provide appropriate care. Referrals are made to specialist agencies, including a local clinical psychology service, when young people are identified as needing therapeutic intervention. This is kept under review, and multi-agency planning takes plan when young people make insufficient progress.

p.7

good

Young people enjoy a range of community based activities, which provides good exercise and opportunities for integration with their peer group. A young person spoke enthusiastically about having horse riding lessons and going to the local youth club to meet friends and socialise.

p.7

good

Since the last inspection, management have ensured that the needs and feelings of young people are not adversely affected by new admissions. Consequently, peer relationships are good. Young people describe these as being similar to ‘brother and sister relationships’. New admissions settle quickly and benefit from receiving consistency of care with appropriate boundaries in place. One young person said ‘this is the best home I have been in - - - I used to self-harm nearly every day, but I haven’t even thought about it here’. This reduction in self-harm was verified by the Registered Manager. A Youth Offending Team Officer further stated that offending rates had significantly reduced for a young person recently admitted to the home.

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good

Regular young people’s house meetings take place, providing young people with the opportunity to express their views on how the home is managed. Young people are also encouraged to voice their opinions in key-work sessions, with a trusted member of staff. These sessions focus on the needs and vulnerabilities of the young people, as identified in their placement plans.

p.7

good

As a result, young people take a more pro-active role in decision making processes. An Independent Reviewing Officer reported that a young person is ‘more able to contribute to his looked after child reviews, and plays an active part in the meetings’. Despite this commitment to acting upon the wishes and feelings of young people, leaders and managers have not acted upon the recommendation made at the last inspection to involve young people more in the recruitment of staff. Young peoples’ views on new applicants are not recorded. A young person expressed the view that the residents should be more involved in the recruitment process.

p.7

good

Staff prioritise young peoples’ needs and have a thorough understanding of their vulnerabilities. Consistent boundaries are maintained and behaviour management plans are implemented in practice. Consequently, young people feel secure and are able to talk to staff about any concerns or sensitive issues.

p.8

good

Young people report that they feel safe in the home, and understand why particular measures are implemented to protect them from harm. One young person explained why staff contact the parents or carers of his friends before they can visit him, and he could appreciate the rationale for this.

p.8

good

There are robust procedures for protecting young people and minimising the risk of them coming to harm. Risk assessments are read and understood by staff, and are regularly updated to reflect changing circumstances. This ensures a consistent response from staff when young people engage in unsafe activities. This approach has enabled a young person to make significant progress. Prior to admission four months ago, the young person was frequently offending and self-harming. There have been no such incidents since coming to the home. A Youth Offending Officer stated she was ‘very impressed’ with how staff had supported the young person to manage a community reparation order.

p.8

good

Staff quickly identify changes in young peoples’ behaviour and emerging triggers which may cause them to go missing. A robust and well-coordinated response follows any missing episode, and staff take steps to locate missing young people at the earliest opportunity. Excellent communication is maintained with the Police and other professionals so that all relevant information is shared. When concerns escalate, the Registered Manager contributes effectively to multi-agency strategy meetings, enabling effective risk management plans to be implemented. This coordinated approach has ensured a young person’s missing episodes dropped from eleven in one month, to none in recent weeks.

p.8

good

The home is currently taking part in a pilot project initiated by the police missing person’s team. Young people are given mobile phones which only contain contact numbers for those providing emergency help and support. This pro-active approach ensures young people have an additional means of keeping themselves safe when they do go missing.

p.8

good

Detailed written records are kept of all missing episodes, and these highlight any risks associated with sexual exploitation and substance misuse. Records indicate that ‘safe and well checks’ are usually conducted by the police when a young person returns. However, independent return home interviews are not taking place and there are currently no formal arrangements made with placing authorities for undertaking these. Consequently, an opportunity to gather information which could help safeguard young people further is being missed.

p.9

good

The majority of young people attend the organisation’s on site school. Lesson plans confirm that young people complete work around how to use social media sites safely and avoid risks associated with the internet. These issues are addressed in key-work sessions for young people attending external schools. Risk assessments identify which young people are susceptible to abuse via the internet, and strategies for supervising their access are implemented.

p.9

good

Clear behaviour management plans ensure staff know how to respond to an individual’s challenging behaviour. Rewards and incentives promote good behaviour, and this approach is prioritised over the use of sanctions. Staff are skilled in de-escalation techniques and consistently maintain a positive dialogue with young people. There have been no recent physical restraints of young people. Records indicate that a resident who left the home in February 2015 was restrained on three occasions, when his behaviour placed others at risk of harm.

p.9

good

Child protection concerns are promptly referred to the relevant placing authority and the host child protection team. A detailed record is kept of all subsequent actions taken. The potential for young people to harm one another has been assessed, and appropriate supervision is maintained to minimise the risk.

p.9

good

Staff prioritise the protection of young people, and know their particular vulnerabilities. They benefit from attending regular safeguarding and child protection training. A member of staff was able to describe their learning from recent child sexual exploitation training, and recount a number of indicators that would alert them to the possibility of a young person being in danger. Staff are aware of the home’s policies for protecting young people, including the whistle blowing policy, and know how to respond if they have concerns for a young person’s welfare.

p.9

good

Staff recruitment documentation was not viewed at this inspection. However, the organisation’s recruitment procedures were examined in detail at a recent inspection of another of the organisation’s homes. The process was found to be thorough and robust. This helps ensure that unsuitable adults are not employed in any of the homes’ managed by the organisation.

p.9

good

The home is well managed by a qualified and experienced Registered Manager. She holds the NVQ Level 4 Leadership and Management in Children’s Residential Care qualification, and has been in post for just over three years. She has the commitment and skills to prioritise the welfare of the young people, and demonstrates a thorough understanding of their complex emotional and psychological needs. Staff benefit from being led by a good role model and work as a team to provide consistency and stability for the residents.

p.10

good

Although new staff have recently joined the team, continuity of care has not been disrupted. This has been achieved through good induction processes and support provided by experienced colleagues. Sufficient staff levels ensure risk and behaviour management plans are fully implemented to keep young people safe.

p.10

good

The home delivers services in accordance with the statement of purpose and achieves the aims and objectives it sets for young people. Senior managers review the statement to ensure it accurately reflects developments in practice and the resources available to young people.

p.10

good

Management and staff maintain positive relationships with other agencies and professionals. This has resulted in early resolution of difficulties some young people experience in school, and helps secure a well-coordinated multi-agency response when young people are at risk of exploitation. Excellent communication is maintained with families, and this helps establish safe and reliable contact arrangements. An Independent Reviewing Officer describes this as a ‘particular strength’ of the home.

p.10

good

Placement plans are regularly reviewed and progress against their goals is monitored and recorded. When young peoples’ progress declines, the Registered Manager consults other professionals and engages them in the planning process. Consequently, recent concerns regarding a young person’s increased missing episodes and substance misuse resulted in planned interventions delivering a successful outcome.

p.10

good

An independent visitor who provides an appropriate level of scrutiny and challenge monitors the quality of care. Detailed reports identify any shortfalls in good practice. The Registered Manager ensures that recommendations resulting from the visits are actioned. All stakeholders are encouraged to express their views on how the home is performing by way of survey questionnaires. There have been four complaints made by young people since the last full inspection, relating to the behaviour of a resident who has left the home. The Registered Manager has taken the young peoples’ views into account and ensured subsequent admissions do not disrupt the group.

p.10

good

Leaders and managers’ respond positively to regulatory inspection and reports are used to generate discussion with staff on developing and improving practice. The requirement made at the interim inspection in relation to safeguarding young people from bullying, has been met. Two of the three recommendations made have been acted upon. The recommendation made in respect of young peoples’ views contributing towards the recruitment of new staff, has not been fully implemented.

p.11

good

The organisation provides a comprehensive training programme for staff, which focuses on the complex needs of the young people. Managers ensure the provision of additional training when identified, such as training around self-harm. All staff have undertaken child protection training and supplementary training on child sexual exploitation. Some individual staff members training records are slightly out of date, and the Registered Manager is addressing this issue.

p.11

good

Staff feel well supported and benefit from receiving regular supervision from experienced members of the team. Group supervision and regular team meetings enable reflective discussion to take place, which focuses on young peoples’ development and individual needs. The Registered Manager quickly identifies any shortfalls in staff performance and offers appropriate support and guidance to raise standards.

p.11

good

The Registered Manager has a good understanding of the strengths and weaknesses of the home. There is a development plan for the home. The Registered Manager has identified that this does not provide a detailed description of work being undertaken to develop practice and secure additional resources to support young people. She is therefore working to ensure the document is an effective tool for securing continuous improvement.

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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

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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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