Children's Home run by North Yorkshire Council in North Yorkshire

Requires improvement

The children's home is not yet delivering good help and care for children and young people. However, there are no serious or widespread failures that result in their welfare not being safeguarded or promoted.

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The children's home provision is requires improvement because:

 Young people are not in sustained education or training and what the provider is doing to address this is unclear.  The homes placement plan for a young person is not on their record and monitoring systems do not effectively identify poor recording practice.  Missing behaviour by some young people is high. This is not consistently followed up with the placing authority to ensure interviews by an independent person are carried out.  Young people’s behaviour management plans are not tailored to their individual needs.  Coercive behaviour is experienced by some young people and a consistent approach to address this is not evident.  Young people are stopped from using some parts of the home by staff routinely locking internal doors. This restricts young people’s liberty within their home.  Staffing availability and the actual numbers of hours worked by staff including any overtime are unclear.

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The children's home strengths

The home forms part of a newly launched and aligned outreach provision. This means staff undertake valuable and meaningful work in in the wider community with young people and their families. This is aimed at promoting family cohesion and stability.  In addition the service also aim to provide young people with support into adulthood after leaving the home and where possible from their key-worker. Where this is already happening, young people benefit from improved family relationships and a meaningful experience of independent living.  Young people benefit from access to a multi-disciplinary team of professionals. This is an integral part of the service that the home provides.  Staff and key-workers make a concerted effort to ensure support for young people is consistent when they have time away from the home. For example, when a young person receives care within a ‘bespoke’ setting such as a caravan or cottage.

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The children's home strengths

 Multiagency working to address young people’s risk-taking behaviour regularly takes place. This is effective, as is communication with other professionals about any concerns.  Significant progress is being made to integrate staff from a closed home within the existing team. For example, within team meetings agreements are reached about approaches to caring for young people that are swiftly made available to staff as guidance to support their practice.  The majority of staff are trained in restorative and therapeutic approaches specifically aimed at working with young people. Some staff with additional skills primarily work within the outreach service however these individuals deliver useful training to all staff.

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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

6 The quality and purpose of care standard

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Requirement Due date

In order to meet the quality and purpose of care standard, with particular reference so that the homes care and progression plans are written in a way that can be used to engage young people, the registered provider must ensure that staff:

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Requirement Due date

(2)(b)(i) understand and apply the home's statement of purpose;

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Requirement Due date

(2)(b)(iii) treat each child with dignity and respect;

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Requirement Due date

(2)(b)(iv) provide personalised care that meets each child's needs, as recorded in the child's relevant plans, taking into account the child's background. 30/10/2015

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Requirement Due date

In order to meet the education standard, with particular reference to ensuring that children’s educational needs are reflected within the home’s care and progression plans, the registered provider must ensure that staff:

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Requirement Due date

(2)(a)(i) help each child to achieve the child's education and training targets as recorded in the child's relevant plans. 30/10/2015

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Requirement Due date

In order to meet the protection of children standard, with particular reference to ensuring children and young people are safe from bullying; Also that agreements with young people about their behaviour are individual to each child and not reliant on police involvement, the registered provider must ensure that staff: 30/10/2015 (2)(a)(iv) manage relationships between children to prevent them from harming each other;

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Requirement Due date

(2)(a)(v) understand the roles and responsibilities in relation to protecting children that are assigned to them by the registered person.

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Requirement Due date

13 The leadership and management standard

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Requirement Due date

In order to meet the leadership and management standard, with particular reference to ensuring the staff roster identifies who is in charge on each shift; Also that there is sufficient oversight to address any deficiencies relating to young people's case records, the registered provider must ensure:

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Requirement Due date

(2)(d) the home has sufficient staff to provide care for each child;

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Requirement Due date

(2)(h) use monitoring and review systems to make continuous improvements in the quality of care provided in the home. 30/10/2015

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Requirement Due date

The registered provider must ensure that:

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Requirement Due date

(21)(b) children can access all appropriate areas of the home premises; and

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Requirement Due date

(21)(c)(iv) allows children as much freedom as is possible when balanced against the need to protect them and keep them safe. (Regulation 21)

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Requirement Due date

In particular, that any internal doors are not routinely locked. 30/10/2015

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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 children are provided with nutritious meals suitable for each child's needs. Specifically, that children should be involved in choosing and preparing meals and opportunities to sit together and eat should be promoted. (The Guide to the Quality Standards, page 15 paragraph 3.8 )

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Recommendations

Ensure there is a domestic and homely environment. Specifically, that young people do not have to routinely sign any documentation as a means of indicating compliance with activities of daily living. (The Guide to the Quality Standards, page 15 paragraph 3.9)

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Recommendations

Children in residential care may be worried about being stigmatised or bullied by their peers for being different because of where they live. The home’s environment and care should be designed to take account of this and staff should support children to talk about and help them address any concerns. In particular to prioritise physical improvements to that portion of the building within the children live (The Guide to the Quality Standards, page 16 paragraph 3.13

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Recommendations

Ensure staff continually and actively assess the risks to each child and the arrangements in place to protect them. Specifically, that the most up to date and relevant risk assessment is clearly indicated within the child's case record, detailing the steps the staff will take to manage any assessed risks on a day to day basis. (The Guide to the Quality Standards, page 42 paragraph 9.5)

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Recommendations

Ensure that when a child returns to the home after being missing from care or away without permission, the responsible local authority provides an opportunity for the child to have an independent return home interview. Staff should take account of information provided by such interviews when assessing risks and putting arrangements in place to protect children. (The Guide to the Quality Standards, page 45 paragraph 9.30)

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Recommendations

Ensure every effort to achieve continuity of staffing so that children's attachments are not overly disrupted, including ensuring that the employment of any temporary staff will not prevent children from receiving the continuity of care that they need. Specifically, make it clear within the home’s roster how many hours staff work including supplementary staff. (The Guide to the Quality Standards, page 51 paragraph 10.1)

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Recommendations

Ensure contingency plans are prepared in the event of a shortfall in staffing levels. If it is likely that there might only be one member of staff on duty at any time, the manager should make a formal assessment of the implications for children's care, including any likely risks. This assessment should be recorded and available for inspection by Ofsted and placing authorities. (The Guide to the Quality Standards, page 54 paragraph 10.18 )

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Recommendations

The registered person should undertake a review that focuses on the quality of the care provided by the home, the experiences of children living there and the impact the care is having on outcomes and improvements for the children. Reviews should be underpinned by the Quality Standards as described in Regulations 5 to 14. Specifically, that reports clearly demonstrate the impact for children of any improvements. (The Guide to the Quality Standards, page 64 paragraph 15.2 )

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Recommendations

Ensure any individual appointed to carry out visits to the home as an independent person must make a rigorous and impartial assessment of the home's arrangements for safeguarding and promoting the welfare of the children in the home's care. In particular that reports evaluate the quality of care and the impact of this for children. (The Guide to the Quality Standards, page 65 paragraph 15.5)

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Information about this children's home

The home may only provide care and accommodation for up to 6 children with emotional and/or behavioural difficulties (EBD). The home is run by the local authority.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

23/02/2015 Interim Improved Effectiveness

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requires improvement

Young people and staff are experiencing a period of significant change due to a recent transition involving moving staff from a closed children’s home to this one. This happened more quickly than anticipated and has contributed to some inconsistent care practices. This is confusing for young people resulting in raising young people’s anxieties and leading to increased testing out behaviour with some staff. Despite these current difficulties there are examples that trust exists between some young people and their key-workers. A young person said, ‘I tell my key- worker everything.’ Another young person is able to openly challenge the key- worker about arising difficulties safe in the knowledge that this doesn’t negatively affect this relationship. This demonstrates that some young people have achieved a meaningful level of emotional security. Not all young people are attending school or in training. This significantly reduces their life chances. Educational needs,

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requires improvement

including school attendance within the home’s placement plans, are not clear. Therefore, demonstrable progress within this area is difficult to evaluate or measure. There are some examples where staff have made concerted efforts that have impacted positively. For example, one young person out of education for over a year completed a brief period of some weeks within school. Similarly another young person now out of education obtained a work position for a brief period. Additional support is offered to young people to help them apply for training and work, for example, with completing application forms. These examples show promise of potential progress in promoting education; however, overall outcomes for educational achievements are mixed. Young people are stopped from using some parts of the home restricting their liberty. For example, the games room, the downstairs toilet and the lounge have been routinely locked at times.

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requires improvement

Young people’s behaviour contracts are not individualised and there is an over reliance on staff to call for support from the police. This approach stereotypes young people and doesn’t meaningfully engage them to reflect on the underlying issues leading to the behaviour. Young people are routinely expected to sign documents including, care and progression plans, pocket money records, receipt of phone tops ups, significant incidents, young people’s meetings, and restraints. This is at odds with the ethos as outlined within the home’s statement of purpose which emphasises the following. ‘The staff team do not ‘give up on young people, but rather work consistently and deliberately to maintain positive relationships’. This practice is not in the best interest of young people as it makes them feel different to their peers and does not fit with domestic living. Development work to make the children’s guide more accessible for young people

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requires improvement

is underway. This is aimed at improving young people’s overall understanding about the home. Young people have access to a private phone and information about how to raise complaints and use advocacy services. This promotes the rights of young people by enabling them to contact independent sources of help. Young people benefit by input from the home’s communication support worker. This person is a qualified speech and language therapist who is able to screen young people and identify any additional communication needs. This role is a recent addition to the team and as such their full potential is yet to be fully realised. Nonetheless, this has led to significant improvements in the understanding of young people’s underlying needs. Staff are sensitive to young people who may struggle to celebrate special occasions. So staff plan for these events with this in mind. Young people receive support to take part in activities and interests that are meaningful and enjoyable.

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requires improvement

For example, in respect of a young person who takes part in the sport of scootering a member of staff said, ‘We bought him new handlebars for his scooter’. A social worker said, ‘Staff take him to the park and I think this has helped him sustain friendships.’ A young person said, ‘I’m going to London for my birthday.’ Some young people improve their health and wellbeing. For example, a young person has overcome anxieties about visits to the dentist. In addition, in-house healthcare professionals can progress concerns about young people’s health needs leading to the speedy involvement of medical staff for assessment. This approach promotes better health in later life. Young people can access other sources of specialist help including support from a life coach who is qualified clinical psychologist. The psychologist said,’ I see myself as trying to build relationships and trying to work with young people’s goals.’ This

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requires improvement

additional post is a recent development and as such the full impact of this is not yet evident. However, ease of access to professional advice and guidance promotes increased understanding by staff responsible for meeting young people’s needs. Young people and staff benefit from close links with the child and adolescent mental health service (CAMHS). For example, a senior CAMHS clinician said he can help staff, ‘to think about emerging themes and patterns of behaviour’. This type of support increases staff’s awareness about the impact that trauma has on young people’s lives and promotes improved care practice. Young people are actively encouraged to maintain and rebuild relationships with their families. Skilled staff are available to support them when it in their best interests to have contact. Young people and their families realise staff will provide them with consistent support. This helps all concerned to reconcile differences and

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requires improvement

Outcomes for keeping young people safe are mixed. Young people say they do not feel safe and some aspects of their behaviour demonstrate this. For example, trying to exert control over other young people. Some staff also expressed concerns for their own safety, primarily due to young people’s challenging behaviour and at times threatening outbursts. When questioned, one staff member said, ‘I like to think young people are safe.’ Comments from social workers and other professionals include, ‘Young people are as safe as they can be’, and, ‘Hats off to staff for the amount of support because I think without what is in place here it would be a very different outcome.’ Young people are at increased risk of being criminalised. For example, failures in systems to manage keys have resulted in young people obtaining keys to the staff office, the safe, and the pool car. This was due to one young person unwittingly

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requires improvement

being given a master key. This level of oversight placed young people at increased risk of harm and escalating behaviour. The outcome of one incident was the young people involved were arrested and charged by the police. In response to this, immediate action was taken during inspection by establishing a system for the safe handling of keys. This is aimed at protecting young people by ensuring no reoccurrence of such incidents. A young person’s assessment of risk is confusing. While a number of risk assessments are on the young person’s case record, it is unclear which of these is the most up to date. Information about some levels of risks are contradictory. This can lead to misunderstanding about current concerns and how best to respond. The missing behaviour of two young people has recently placed them at increased risk. Staff are clear about what action to take including searching for young people,

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requires improvement

notifying the police, professionals and Ofsted when necessary. It is also clear that action is being taken by the professionals involved with young people to address these concerns. For example, professionals’ meetings to consider the possibility of alternative accommodation to secure a young person’s safety. An established system is in place to bring to the attention of the local authority the need for a visit by an independent person after a missing incident. Recently these visits are not taking place as necessary. This is a lost opportunity to improve young people’s safety by increasing understanding about any underlying reasons for their behaviour. Conversely, the missing behaviour of one young person has markedly reduced because measures taken to keep him safe are working. A social worker said, ‘His safety has actually improved over the last six months, he was missing a lot and this has greatly reduced.’

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requires improvement

The impact and the effectiveness of the measures taken to address bullying behaviour between young people are not consistently clear. This is confusing and undermines young people’s understanding about safe relationships. A number of staff referred to bullying as instrumental in leading to a young person having to leave the home. Young people live in an environment that is in major need of refurbishment and redecoration. This gives young people a negative message about their value. A senior manager said, ‘Plans for major internal modification of the building are on hold until next year.’ In response to this, the Registered Manager made clear an intention to bring forward plans to redecorate the home imminently, aimed at offsetting the impact of this decision. Additionally, the home incorporates offices used by staff and professionals involved with the home and aligned outreach service behind an interlocking door. This is

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requires improvement

currently a source of tension for some young people. This is because they see staff, some of whom are well known to them, beyond their reach coming and going. These arrangements cause uncertainty for young people about who is arriving on duty to work in the home or elsewhere. Some steps are being taken to address this by the Registered Manager as additional office space within a separate building on the same site is now available. A member of staff said, Young people always ask who’s on duty.’ Multi-agency professional’s meetings take place where safeguarding measures are reviewed to consider all the options aimed at protecting young people and reducing young people’s risk taking. This means no time is lost in progressing actions to improve young people’s safety. Restraints are very rarely used as staff are trained in restorative approaches and therapeutic care interventions that manage some elements of behaviour positively.

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requires improvement

A member of staff said, ‘Most of the work we do now avoids using restraints.’ Staff have established links with community police and officers with specialist responsibility for exploitation. This provides good quality advice and support to young people and the staff team. The home’s communication support worker provides assistance to young people. A staff member said, ‘I went with a young person and the idea was that I could support him with communication difficulties. The youth justice worker found this very, very useful.’ This approach increases understanding by other professionals resulting in a tailored response to young people’s needs. Judgement grade

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requires improvement

There are strengths in the management of the home. The Registered Manager is a very experienced and suitably qualified person who has been in post since November 2013. He is clearly fully motivated in setting up this relatively new service that aims to prevent young people from becoming looked after. The service seeks to engage very vulnerable young people with complex needs; Aiming to offer them a consistent key worker whether accommodated within the home, when they leave or if they live elsewhere for example within the family home. This approach promotes the development of trusting and stable relationships in line with an attachment model of care. Ensuring care practice that is underpinned by research promotes the emotional development of young people. A designated staff member in charge at each shift is not demonstrated on the staff roster. This can lead to inconsistent practice undermining the accountability of

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requires improvement

staff. Contingency arrangements in the event of lone working for staff are not in place. This increases the vulnerability of staff and can raise the anxieties of young people. Measures to monitor the quality of the care are not identifying practice concerns, including completion of the homes care and progression plans for some young people. This reduces the accountability of staff to comply with the home’s statement of purpose. This also means care plans are not useable documents used to engage young people. A review about the quality of care young people receive has been completed by the Registered Manager. The report does not sufficiently demonstrate the impact and outcomes of the care young people receive and how this leads to improvements. Independent person reports do not evaluate whether young people are effectively safeguarded or if their wellbeing is promoted. As a result, opportunities for further improvement are reduced.

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requires improvement

Some staff have additional responsibilities for specific areas such as, risk management and education. The impact of this is compromised due to additional staffing pressures. For example, a member of staff said, ‘The care for young people has not been what it should have been. It feels like we are just a few months in and we are short staffed. We can’t begin to do the things that we need to.’ This has affected the quality of care available to young people undermining good outcomes. The Registered Manager takes effective action when it is clear that a young person is not making progress and that the home cannot meet their needs. As a result, multi-agency meetings take place to agree alternative plans. The impact of this is carefully considered, in particular, when and how to share this information. This type of proactive response to significant concerns increases the likelihood of a well- planned transition causing the least distress possible to the young person

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requires improvement

concerned. The Registered Manager promotes a culture of continuing professional development, placing appropriate emphasis on research based approaches. For example, there are plans in place for new staff to receive additional specialist training in line with their established colleagues. Ensuring that new staff have the same knowledge and skills and as everyone else promotes shared understanding about young people underlying needs. This also promotes harmonious team work. There are good examples of effective working with other professionals who share the view that joint working and communication is good. A senior social worker said, ‘The Registered Manager and I communicate quite often at regular meetings, looking at risk management.’ Another social worker said, ‘I used to get a monthly update about how my young person was doing, when the changeover happened that dipped a bit but they’re back on track with that now.’ This partnership working

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requires improvement

promotes outcomes and progress for some young people.

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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. procedures set out in 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

regulates and inspects to 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

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Information about this inspection

Policy Team, 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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