Children's Home, Residential special school run by SES Turnstone Limited in Norfolk

Good

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

p.2

The children's home provision is good because:

 Young people make progress in significant areas of their development, including emotional well-being, behaviour and education. They benefit from close relationships with staff who know them well and are committed to providing secure and stable care.  Parents have confidence that staff will be able to manage the behaviour of their young people. They are very pleased with the progress that young people have made. The mother of one young person said: ‘I have never been so hopeful and I cannot praise them highly enough.’  Parents are encouraged to visit regularly and are enthusiastic about the support they receive to maintain contact.  Comprehensive risk assessments and behaviour management plans are developed with young people who show increasing confidence in reflecting on their behaviour and expressing themselves positively.  An experienced and passionate management team provide a clear sense of purpose. Staff are provided with training and supervision which helps improve

p.3

The children's home provision is good because:

their work. They act as a team and have confidence in each other.  Staff and managers have access to external professionals who provide specialist help and expertise. There is a sense shared ownership and responsibility which ultimately benefits the young people.  Ensure that young people have the opportunity to have regular and consistent meetings to voice their views. meetings are held regularly and consistently.  Provide further opportunities for the staff team to develop and gain confidence in their work.  Improve recording so that provides a comprehensive outline of all incidents and ensure that there are no gaps in provision of services to young people

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

The registered person must ensure that within 24 hours of the use of a measure of control, discipline or restraint in relation to a child in the home, a record is made which includes a description of any injury to the child or any other person, and any medical treatment administered, as a result of the measure. (Regulation 35(3)(a)(viii)) 29/08/2015

p.4

Requirement Due date

13. The leadership and management standard

p.4

Requirement Due date

In order to meet the leadership and management standard with particular reference to the frequency of children’s meetings, the registered provider must ensure that staff:

p.4

Requirement Due date

(2)(f) understand the impact that the quality of care provided in the home is having on the progress and experiences of each child and use this understanding to inform the development of the quality of care provided in the home. 30/10/2015

p.4

Recommendations

To improve the quality and standards of care further the service should take account of the following recommendation(s):  Ensure that when a child returns to the home after being missing from care or away from the home without permission, the responsible local authority must provide an opportunity for the child to have an independent return home interview.(The Guide to the Quality Standards, page 45, paragraph 9.30)  Ensure that staff are familiar with the home 's policies on record keeping and understand the importance of careful, objective and clear recording, with particular regard to the recording of restorative sessions for young people.( The Guide to the Quality Standards, page 62, paragraph 14.4)  Ensure care which meets each child's needs and promotes their welfare, taking into account of the child's ethnicity and cultural background.(The Guide to the Quality Standards page 14, paragraph 3.2)

p.4

Information about this children's home

 The home is managed and run by a private company. It provides residential care for up to eight young people with emotional and behavioural difficulties. Education may be provided on the same site.

p.5

Recent inspection history

Inspection date Inspection type Inspection judgement

p.5

Recent inspection history

06/11/2014 CH - Interim Improved effectiveness

p.5

Good

Young people have benefitted from being in this home because they have been able to develop trusting relationships with staff who establish consistent boundaries.

p.6

Good

Young people follow established routines In addition, all young people have individualised programmes, which link behaviour and emotional well-being with education and leisure activities. Care staff demonstrate an insightful and empathetic approach. For instance, the personal tutor for one young person wrote in a report ‘he is currently not engaging with the learning centre staff. We need to recognise that it is difficult for him and will be much improved if we spend time relationship building before attempting to hook him into learning’. As a result, young people with a history of school refusal have learnt to sustain significant periods in the centre. This is clear progress given their starting points.

p.6

Good

Both care and Learning Centre staff persist in driving progress and recognising academic achievements and these are linked with emotional well-being. For instance, where a young person has made progress in English and Maths, this is linked with a growing confidence in her ability to manage her emotions and behaviour.

p.6

Good

Young people have access to a range of activities and leisure pursuits in the home including going to the gym, shopping with staff, crafts and outings in the holiday. Staff are asked to provide a programme of activities for the following term using a particular theme. They see all activities as potential learning opportunities and connect them with the individual learning plan. Staff are well aware that most young people prefer and benefit from individual time spent with them, sometimes engaged in routine tasks. One member of staff said: ‘I offered her a trip out but she didn’t want to. Instead we cleaned her room together for two hours. She really enjoyed it and we had a laugh.’

p.6

Good

It is central to the ethos of the home that relationships between young people, their families and those closest to them are maintained and nurtured. The parents of most young people are extremely positive about the progress that the young people have made, one parent said: ‘at the beginning it was really rough. She is calmer now and more relaxed. When we speak, there is joy in her voice.’ Parents are supported to make visits and confirm that they are kept informed regularly of developments. This reflects both the difficult and challenging starting points of many young people but also the impact that progress and hope can have in improving the self- esteem of young people and the confidence of staff and managers.

p.6

Good

Young people feel safe and are increasingly safe as the result of close and protective relationships with staff who are aware of their vulnerabilities. Young people know that they can make complaints formally but prefer to raise issues with staff directly in the confidence that they will respond in a timely manner. As a result, young people feel treated with respect and know that staff who are looking after them take their concerns seriously, even if they cannot always resolve matters to their satisfaction.

p.7

Good

Before a young person joins the home, their needs and behaviours are assessed rigorously. The principal and manager visit them in advance to talk to them and to give them the choice of whether they want to be admitted. Young people are also able to visit the home in advance so they know what to expect. The management team consider the profile of the current group for the ‘best fit’ of any prospective arrival. Their views are included in the deliberations and contribute to a new arrival could be welcomed in a highly individual way. Most local authorities have found this pre-admission process helpful in developing confidence in professional partnerships. Young people who come to this home can present highly challenging behaviour so this integrated and measured approach can help young people settle into their new regime.

p.7

Good

If staff identify significant risks, they match these with clear management strategies to reduce the possibility of harm. This core activity, provides the basis for planning for a young person, includes their learning objectives, leisure and social activities and contact with family. Young people participate in progress meetings which review these objectives. However, the manager is aware that she needs to improve the frequency of these meetings and has addressed this in her development plan for the home. Staff confirm that they are required keep up to date with any developments in the care of any young person. They are equipped with laptops by the company and receive regular emails and updates. Staff also discuss cases in handover sessions and team meetings. As a result, the needs of the young person are under constant review.

p.7

Good

On occasion, some young people go missing. Each young person has an individual risk assessment for this behaviour, which outlines the actions that staff should take. Staff remain in close touch with the young person, and persuade them to return to the home in a short time and without calling the police.

p.7

Good

Staff and managers follow up all episodes of missing with a restorative session where young people are encouraged to consider the impact on themselves and others of this behaviour. The social worker for one young person said that she was now choosing safer options. ‘She loves the freedom; she uses the extensive gardens when she needs to cool off. Staff are always alert. They understand the difference between cooling off and being at risk’. Return from missing interviews have not been taking place. The manager is aware of this and is vigorously pursuing this shortfall with local authorities.

p.8

Good

On occasion, young people can present highly complex and challenging behaviour. Staff and managers understand that this is a reflection of their experiences and inner turmoil. Staff promote positive behaviour by applying regular individual routines and consistent boundaries. Managers and staff have recorded incidents, notifications and restraints appropriately since the last inspection, although there are some shortfalls in the recording of where staff have not recorded if they have offered young people medical attention. The manager is aware of this and is addressing this with staff to ensure that recording is consistent.

p.8

Good

The frequency of incidents since the last inspection indicates that this has been a difficult time. In these circumstances, staff require robust leadership and planning. There is evidence that the management team are monitoring reports and are aware of triggers that may affect individual young people’s behaviour. In addition, a bi-monthly committee of senior managers from the company reviews all physical interventions. Managers link this information with external and internal monitoring reports to provide a clear and comprehensive analysis. Consequently, they are able to develop a coherent understanding of the risks and the most effective strategy.

p.8

Good

Recently there is evidence of some improvement with a decrease in the frequency of incidents of physical interventions as young people learn to express their anger and frustration in a different way. Even so, improvements in behaviour can take time. The local authorities for most young people are pleased with the progress that they have made given their starting points. One social worker said: ‘it was very difficult at the beginning and staff struggled to maintain the placement in the face of violent and challenging behaviour. She is engaging more now.’

p.8

Good

It is central to the ethos of the home that staff are aware of their roles and responsibilities when dealing with safeguarding issues including internet abuse and cyber-bullying. They receive training on this as part of their mandatory induction training and this regularly refreshed. Staff are confident that should a child protection issue arise they would deal with this appropriately and in a timely manner. This is confirmed by local safeguarding professionals who confirm that that managers contacted them appropriately to provide information and take advice. Staff deal with any concerns robustly and immediately. This means that young people are safe in the home. The home is comfortable and has extensive grounds which the young people enjoy. There is evidence where the young people have taken some of their frustrations out on the fabric of the building and this has required regular maintenance. The management team are aware of this and understand the

p.8

Good

importance of a well-ordered environment for agitated and distressed young people. There is a regular programme of repairs and improvements. This means that young people benefit from attractive and comfortable surroundings.

p.9

Good

Leaders and managers demonstrate commitment and passion for this service. The current Registered Manager gained her NVQ Level 5 in 2006 and was the Registered Manager in a therapeutic service for 4 years prior to the home two years ago. The management team of four deputy managers are all qualified at NVQ level 5. Staff are ambitious and engaged in a programme of qualification and training. This means that the team operates at a very high professional level.

p.9

Good

Managers use feedback from a wide range of resources to monitor the quality of care in the home. Staff write care plans to reflect a young person’s progress in the six main developmental areas, physical, emotional, communication, health, social, behavioural, and educational. Monitoring tools help them follow a young person’s progress in detail, identifying progress in different areas. Young people are encouraged to contribute to this process and some young people have recently attended and participated in young people’s meetings and statutory reviews. This is progress given that some of these young people had no previous experience of this and demonstrates their growing self- confidence.

p.9

Good

Most professionals comment very positively on the commitment and drive of staff and managers to the care of young people with volatile and challenging behaviour. One social worker said: ‘it has been very stormy at times. You don’t always expect people to keep their word but they did and she has stayed. It was a breath of fresh air.’ Most social workers describe partnership with the staff and managers as very constructive. They are provided with regular updates and find managers open to suggestions and requests for individualised programmes and activities. Young people benefit from this co-ordinated approach.

p.9

Good

Young people make progress because they learn to develop relationships with staff who know them well. It is central to the ‘no limits’ ethos of the home that staff are ambitious for young people and are innovative and resourceful in engaging them in plans for the future. Some young people have been encouraged to follow particular interests such as horse riding or go karting which help engage them engage with adults and benefit from following a routine. As they realise that they can sustain a daily programme, their self-esteem increases. Some young people are beginning to think confidently in terms of a career. As the social worker for one young person said: ‘It is so important to give her hope for the future.’

p.9

Good

Managers are very aware of the impact on staff who have to maintain a professional and consistent approach in very challenging circumstances. The manager is aware that the staff team need support to develop their skills over time. There is a very positive attitude to training and staff confirm that they can ask for extra training in specific areas if they feel this would benefit the service. Staff are allocated time to familiarise themselves with developments in the home and the underlying therapeutic approach of the company.

p.10

Good

Staff receive monthly supervision but extra sessions are arranged quickly if necessary. Ultimately, the focus of all training is the impact that this has on the ability of staff to care for young people. Supervision is regarded as the key tool where individual workers may be challenged and supported about their practice. One member of staff said: ‘team cohesiveness is so important. We are a close-knit bunch and we need to be. We need to have confidence in one another.’

p.10

Good

Some young people at the home come from different ethnic backgrounds. Social workers have commented that the staff group does not reflect this racial mix. The manager is well aware of the importance of this issue and recruitment does encourage applications from applicants of all racial backgrounds. In the meantime, young people and their families confirm that they receive care that reflects their personal individual needs and identities.

p.10

Good

The home uses external consultants in assessing possible referrals and as a key part of the team working with young people who may have long standing and complex needs. One consultant was particularly impressed with the ability of staff to work under pressure with the result that young people make progress both in terms of their behaviour and managing their medical needs. On occasion, some young people have needed a short period of specialist attention in another care setting. Staff have maintained contact with them to reassure them that they are welcome back when they are ready. Consequently, young people develop a sense of belonging and security.

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