Children's Home run by Exceptional Care Limited in Sefton

Good

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

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The children's home provision is outstanding because:

 Children receive exceptionally good, individualised care that significantly enhances the quality of their lives and promotes excellent progress across all areas of their development.  The manager and staff team provide nurturing, trusting and supportive relationships which enable children to feel safe, listened to and valued. Children report this home is far superior to others they have lived in. They feel emotionally secure, well cared for and have a sense of belonging.  Children’s safety is given the highest priority. For example, staff take swift, robust and effective action to keep children safe and to secure their safe return if they are missing. A police officer explained, ‘It’s all about the interaction with staff, which is very good. They are able to understand children. They are there to help and the children know that. They’ve got to the bottom of why a child goes missing and I’ve hardly had anything

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The children's home provision is outstanding because:

reported recently’.  Staff are well trained to support children at risk of grooming or sexual exploitation and have embedded learning from current research into their practice. They work extremely well with partner agencies and respond quickly, sensitively and effectively to disclosures or signs of possible abuse. Consequently all children say they feel very safe in the home.  Children are very well supported to successfully re-engage with their families and to renew contact when relationships have previously broken down. This helps children to look forward to a future with a supportive family and encourages them to take the steps needed to address their anxieties and challenges and so improve their lives. The home is very well managed and the staff team receive strong leadership, supervision and support. Other professionals recognise the very positive impact of the home and the quality of care on children’s lives.

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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 the safety and suitability of the premises, the registered provider must ensure: (d) that the premises used for the purposes of the home are designed, furnished and maintained so as to protect each child from avoidable hazards to the child's health. In particular, ensure that outside areas are well lit, electronic buzzers on exit doors are fully operational and handrails are fit for purpose. (Regulation 12 (2) (d)) 17/10/2015

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Recommendations

To improve the quality and standards of care further the service should take account the following recommendation(s):

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Recommendations

ensure that all staff have been adequately trained in the principles of restraint and any restraint techniques appropriate to the needs of the children the home is set up to care for as defined in the home’s Statement of Purpose. (Guide the Quality Standards, page 49, paragraph 9.57)

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Information about this children's home

This is a privately run children’s home that is registered for three children presenting emotional and behavioural difficulties. This includes children who may self-harm, misuse substances and those who are frequently absent from home or school. The home caters for two children in the main part of the house and one child in the basement annexe which is designed to support children who are preparing for independent living. The home was registered in February 2015. This is the first full inspection.

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Recent inspection history

Inspection date Inspection type Inspection judgement

p.5

Good

The home admitted its first child in February 2015. The child was not suitably matched to the skills of the staff team, having very complex and challenging needs. This was not a successful placement and the child moved to secure accommodation after a month. The provider took action immediately by appointing a new manager and deputy manager and strengthening the staff team as well as the systems for assessing the suitability of the home for children referred. This began a journey of improvement that has seen the quality of care significantly improve.. for the three children admitted to the home since. The home provides excellent care for children whose home address is some considerable distance from the home and who have a history of challenging behaviour and complex emotional needs that have not been well met in previous placements. It is extremely child-focused and highly individualised. Social workers and teachers note significant positive changes in children’s

p.6

Good

presentation, attitude, engagement and emotional stability. One social worker said, ‘The young person disclosed a sensitive issue and the manager followed it up. It’s made a massive difference to their emotional stability. The young person feels at home there, more secure and happy’. Another professional commented, ‘They look after her extremely well, not only her basic but individual needs have been addressed. They are very active in terms of promoting the young person’s education and a healthy lifestyle. For example, she has given up smoking and is engaging in education better than she has done for years.’ These views are widely shared by other professionals, children themselves and their families. and there is clear evidence in children’s records of excellent progress in meeting their individual goals. Children are made welcome on arrival at the home. They feel staff care about them and have their best interests at heart. Wherever possible, children visit the

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Good

home before admission so that moving in is a positive choice in which they are fully engaged. Staff go the extra mile to support children in their early weeks of placement. For example, key workers who are off duty for any length of time phone up to speak with children and check they are alright. This gives children a sense of belonging and promotes feelings of being valued and cared for. The quality of relationships between staff and children is a particular strength which supports children’s emotional and psychological well-being. Children report that the manager and staff really listen to them and ‘get things done’. For example, one child explained, ‘This is my twelfth placement in 2 years. No other home was able to help me, but they’ve helped me with everything. I don’t need to see CAMHS when I’ve got these. They are like a sister and a mum and a dad rolled into one. Daren is the best. I can really talk to him and he listens. He sorts things out

p.6

Good

for us. Everything has to be spot on. He’s fair but firm. My key worker is fantastic – we are all working together... I’ve never come across a placement like it…’ Other children are equally positive about the quality of their relationships with staff, describing the home as ‘boss’ and ‘a great place’. One explained, ’I used to see CAMHS but it took me six months to open up. Here I can open up to these guys. I can talk about anything and everything. They’re not intrusive. They don’t ask me questions. They let me talk and then ask how I’m feeling. It’s relaxed. My key worker listens and she just gets it. She is really supportive and you can have a good laugh with her. I have faith in the staff team that they can help me get where I want to be.’ The manager has high aspirations for children, helping them to understand the importance of a good education. Through strong and persistent challenge to placing authorities, he ensures that personal education planning meetings take

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Good

place and children are fully involved in decisions about their education. An education provider explained the positive difference that moving to the home has had on a child, ‘We’ve seen a big difference in him since he moved there. He has really settled down. He seems happier in his own skin. His engagement is better and his attitude to work and in class is massively different. He’s beginning to feel successful. His attendance and risk-taking behaviour has greatly and measurably improved with the support of this care home.’ The home supports children’s education very well. It contracts with an independent teacher who successfully teaches children who have no allocated school, providing one to one teaching, in the home. Those who have missed significant amounts of education in previous placements get the support and teaching they need to re- engage with education and achieve success. Education is delivered in line with the

p.7

Good

placing authority’s wishes, following consultation with key personnel and the virtual head teacher. All children are fully engaged in education in accordance with their care plans. Staff support children’s health exceptionally well. They provide sensitive, nurturing care and advice that contributes to the development of strong bonds between staff and children. For example, staff ensured that a child with a serious health emergency received prompt medical attention and was very well supported during a stay in hospital. Because the home had obtained parental consent to medication at the time of placement, there was no delay in medical procedures. Children’s sexual health is promoted sensitively and children find this reassuring. For example, a child said, ’If I want an appointment, like the G.P. or the sexual health clinic, it’s done straight away and staff have been great about it’. Consultation with children is excellent. Children appreciate being involved in

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Good

decisions about their day to day care and being kept fully informed of matters relating to their own care and development. They sign records and risk assessments and are fully engaged in children’s house meetings, in regular discussions with their key workers and in their own care plans. They know how to make a complaint but none could identify any concerns they have about the home. Describing the home, one said, ‘It’s exceptionally good. I could not ask for better.’ Others were equally positive. They are proud of the home and of their own bedrooms, which, with support from staff, they personalise and maintain in a clean and tidy state. This helps them to feel valued and positive about themselves. One child explained, ‘I chose everything for the flat, all the furniture and everything. I love it.’ The home recognises the crucial role of families in developing children’s emotional security. It works extremely well with families and supports the re-establishment of

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Good

relationships that had previously broken down. Children benefit enormously from the way the home positively engages with parents and for some; this has dramatically altered the course of their lives. A social worker commented, ‘The staff team deserves a lot of credit for encouraging positive contact between the young person and their family. The parents recognise the progress the young person has made and their relationship is improving all the time.’ Similarly, a child explained, ‘I didn’t used to see my family where I lived before but now I do and I’m having more contact. Daren sorted it for me’. Children appreciate the way their families are made welcome at the home. One explained, ‘It’s a lovely thing for parents to come and visit and have dinner with us and it puts her mind at rest because she sees where I’m living.’

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good

Placing authorities report that children respond very well to the consistent and nurturing care and the clear boundaries the home provides. Comprehensive risk assessments and behaviour management plans address children’s individual complex and challenging behaviour. They are based on information supplied by placing authorities and provide clear and detailed guidance for staff. This enables the staff team to develop and use effective behaviour management strategies, which are founded in strong and supportive relationships with children. As a result, children’s dangerous risk-taking behaviour such as misuse of drugs and missing from home has significantly reduced since coming to the home and they are increasingly safer. The home deals extremely well with incidents of self-harm. Staff work skilfully with children who self-harm and successfully identify their individual triggers which cause them to engage in self-harm. They help children to also recognise them and

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good

to take preventative action before their desire to self-harm becomes overwhelming. Consequently, incidents of self-harm are significantly reducing in frequency and intensity. A social worker explained how a child’s self-harming has dramatically reduced since they moved to this home: ‘Since the young person’s admission there have been a couple of very minor safety issues. A safeguarding plan has been put in place following each incident. The young person has made a massive transformation particularly due to the emotional support that has been on offer, which has stabilised them in placement.’ Children recognise the impact of the excellent support they receive from the home. This is evident in one child’s written contribution to their individual risk management plan: ’These behaviours are all behind me…without the support from the manager I wouldn’t be where I am today. He’s an inspiration, amazing and a role model… and the staff obviously.’

p.8

good

Children who have presented extremely challenging and aggressive behaviour in previous placements are very well managed and respond positively to the staff team. For example, children who have been restrained on a daily basis because of violent behaviour in successive placements have not needed to be restrained in this home. Indeed, there have been no restraints in this home and very little damage to property since the discharge of the first child. This is because children feel they are listened to and their views are important to staff. Positive behaviour management techniques focus on praising and rewarding children and this encourages improving behaviour, self-esteem, confidence and emotional stability. A social worker said, ‘I am very impressed with the empathic way they care for him. They explain why they do things and engage with him really well… he feels at home there…his previous cannabis misuse has stopped. He has taken legal highs

p.9

good

on one occasion but the staff team dealt with it very well and have engaged a local drugs counselling support group.’

p.9

good

The home responds swiftly and pro-actively to children who go missing or fail to return from time out with friends at the appointed hour. Although some children have lived at the home for less than three months, early signs are promising. Children who were frequently missing from previous placements have significantly reduced or ceased this behaviour and engage much better in the life of the home than in previous placements. A child said, ‘This place is obviously doing something that the other 11 weren’t. I haven’t absconded once since I’ve been at Oak House.’ The staff team search for missing children and liaise effectively with the police, parents and placing authority to secure the child’s safe return. To better safeguard a child who had been frequently missing from previous placements, the home gave the child a mobile phone. This has proved very effective in enabling staff to maintain contact with him whenever he is away from the home. He uses it freely

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good

and contacts them regularly, keeping staff up to date with his plans, even when they involve not returning on time. Although his missing behaviour is not yet eradicated, there are clear signs it is reducing. The home’s robust and persistent response demonstrates to the child that his safety and well-being are important to staff. He commented, ‘There is no point in going missing. I’m happy where I am. Everything is good. It was all going down-hill before I moved here and now it’s all going up-hill. I would definitely recommend this home. They are helping me get my life back on track.’ Children report they feel completely safe in the home. They report that bullying is non-existent and are confident it would not be tolerated. They appreciate the close supervision staff provide helps keeps them safe. Having developed strong bonds with the staff team, children are enabled to take age appropriate risks in

p.9

good

accordance with their level of development and safety needs. For example, children with a strong history of going missing and at very high risk of sexual exploitation enjoy time out in the community with staff, where they feel safe and protected. Through regular key worker sessions and frequent informal discussions, the staff help children learn how to keep themselves safe from harm. One child explained, ’Before I came here I was going with lads and getting sexually exploited…but not since I moved here. They keep me safe here. I didn’t respect myself but now I know better.’ Recruitment and selection procedures for new staff are mostly strong and records demonstrate all checks and references are completed and followed up before staff are appointed. This helps to prevent unsuitable people from having access to children. Up-to-date photographs are not routinely obtained for every new staff member. This breach in regulation does not impact on children’s safety because

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good

thorough checks have been completed, including photographic identity by way of passports and driving licenses. The manager addressed this shortfall within 24 hours of the inspection, demonstrating a swift response to an identified shortfall in the home’s practice. There has been one allegation made against staff. This was a practice issue that was raised with the manager under the home’s whistle-blowing procedures. It was fully investigated in consultation with the designated officer in the local authority. Safeguarding practice in the home was further strengthened as a result, demonstrating the home places children’s safety at the heart of its work. For the most part, the accommodation in the home is of a high standard and routine checks promote children’s health and safety. However, there are some shortfalls with the premises which could be a hazard to children’s health and safety. For example, the bannister rail on the mains staircase and on the outside

p.10

good

steps to the basement flat wobble slightly and could be a hazard, should they give way. Although security lights have been installed to the side and back of the exterior of the house, the area at the top of the steps to the basement is not well lit and this is a potential hazard, increasing the risk of stumbling. There is no curtain on the shower in the basement which means the floor gets wet. There is a risk of a child slipping and sustaining an injury. The electronic monitoring devise on the kitchen door is not fully effective and this increases the possibility of people entering or leaving the home without staff knowing. These risks to children’s safety are all easily rectified and the manager demonstrated his eagerness to address them promptly. No child has suffered as a result of them, to date. Children have requested that a mirror and a bin be installed in each bathroom and the manager has agreed to address this.

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good

Shortfalls in the oversight and management of the home were identified soon after registration of the home and the registered manager left after a month. The provider met with Ofsted and put in place an improvement plan that has been effective in addressing the shortfalls in practice and enhancing the quality of care.

p.11

good

The current manager took up post in March 2015 and his registration with Ofsted was granted shortly after this inspection. He has over 10 years’ experience of working with children and much of this time was spent working with children who have sexually harmful behaviour. He has done extensive training in that time and has a good insight into the impact of early trauma and separation and how to support children with challenging needs. He has been the registered manager of a children’s home in the past. He is suitably qualified to NVQ level 4 in the care of children and young people and the management of a children’s home. He has stated his intension to renew his qualification by enrolling on the Level 5 Diploma in the management of a children’s social care provision. His knowledge and understanding of the current Regulations and Quality Standards governing his work is very good.

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good

Actions raised by Ofsted as a result of monitoring visits to the home have been addressed promptly. This has led to a better qualified and trained workforce and enhanced the living environment and quality of care for children. The provider has recognised the importance of having good and effective oversight of the management and development of the company’s children’s homes and in June 2015 appointed a full-time, suitably experienced and qualified responsible individual.

p.11

good

The culture in the home reflects the ethos of the organisation. There is a very strong focus on helping disadvantaged children to have positive experiences in a nurturing environment that will promote their emotional stability and growth, so as to improve their lives. A placing authority social worker explained, ’Compared to other children’s homes, it’s fantastic. They have treated her age appropriately in terms of responsibilities and trust they give her and they are the basic principles that have enabled her to move on. To a large extent she has been in control of what happened next within a safe boundary.’ The manager is extremely child-focused. Through good strategic management and oversight of the home, he ensures that children are at the heart of all decision- making that affects them. Empowering children through positive engagement is a key strength of the home that enables them to take the steps needed to make

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good

positive changes, confident and secure in the knowledge they are listened to, well supported and cared for. A young person explained, ‘We talk about everything we want to - we are fully involved and they listen to us’. Children’s safety is the priority and the manager promotes their emotional stability through strong leadership and guidance to the staff team and very effective partnership working. He has an in-depth knowledge and overview of each child’s progress and development and is very pro-active in identifying their needs and implementing strategies to address them. He is up to date with current research and he implements messages from research in his practice. For example he engages other professionals to support children who go missing, including the Child and Adolescent Mental Health Service. He recognises that the relationships staff have with children are pivotal in ensuring children get the best possible

p.12

good

support and has developed a culture where children feel comfortable to share their worries and concerns. He ensures that staff take swift and proactive action in response to safeguarding concerns and he has developed strong working relationships with the police and other professionals. Placement plans are clearly based on statutory care plans and comprehensively address children’s identified needs. Individualised risk assessments and behaviour management plans guide staff in the minutiae of caring for each child. Staff know and follow the plans so that children get the best possible support aimed at meeting their specific needs. Children make continuous progress from their starting points across all aspects of their development.

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good

Staff are well supported, trained and supervised. New staff attend mandatory induction training before they start work at the home and this ensures they are familiar with the home’s policies, procedures and ethos. They are also given time to become familiar with children’s care plans before they start working with children so they have a good understanding of children’s needs and how the home is addressing them. A staff member explained, ‘They went through all the files with me before I started so I knew what I was coming in to. The manager explained his vision. He likes everything done spot on. I did a shadow shift to see what it was like. It’s a great place to work.’ Fortnightly supervision provides staff with the opportunity to reflect on their practice and develop their understanding of children’s behaviour and emotional needs. A staff member said, ‘I get very good support and supervision and I know

p.12

good

the systems well because Daren makes everything very clear and we have good routines. I feel really well equipped and I know Daren is there and willing to help if there’s anything I’m not sure of. We go through everything in one to one and he tests us to see if we have understood things. We discuss the children in detail and the best way of managing them. He is very knowledgeable.’ Supervision records and team meeting records support comments from staff that show their professional development is promoted through regular discussion of the Quality Standards and reflection on recent publications relating to missing children and child sexual exploitation. This shows how the home embeds learning from research and government guidance in its practice. Plans are in place for staff to receive training on supporting children at risk of radicalization and extremism. This is in recognition of the importance of raising their awareness of the challenges

p.12

good

facing children who may be placed with them in the future. The staff team has grown substantially since registration of the home. Most staff have good levels of relevant experience of working with vulnerable children or adults in social care. Sixty per cent are suitably qualified in caring for children and young people and others are engaged in the Level 3 Diploma qualification training on completion of their induction and probationary period. The provider is committed to having a well-trained work-force and enables the manager, senior management team and staff to engage in relevant training that promotes their continuous professional development. The manager has a very good understanding of the strengths and weaknesses of the home. He has a clear development plan which includes ensuring a stable, well- qualified and trained workforce are appropriately deployed to provide consistent and well-planned support to children. Much of the development plan for this year

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good

has been met, showing the progress the home has made to improve its provision. For example, the basement flat has been developed and is now in use; electronic surveillance has been added in the form of door chimes on exit doors and agreement for these has been obtained; regular shift patterns have been introduced that are known to and liked by staff and children. The manager has responded to actions raised by the provider’s independent visitor promptly, taking immediate action to address the few minor shortfalls identified, thus ensuring that dips in the quality of care are quickly rectified, practice is strengthened and children’s continuing progress is central to the home’s practice. The home is operating in accordance with its Statement of Purpose which has been updated several times. Initially, it aimed to support children with sexually harmful behaviour but quickly found that the original staff team were not sufficiently

p.13

good

experienced and skilled to do this effectively. This led to a review of the provision and the aims of the service, including improvements to the admissions processes so that children admitted since then have been matched more effectively to the skills of the staff team. With the employment of a more skilled and competent workforce, the home is successfully meeting the needs of the children who live there. Partnership working is a key strength of the home. Any safeguarding concerns are immediately notified to the placing authority, parents, police or other agencies, as appropriate. Other professionals speak very highly of the home’s communication with them. For example, one said, ‘I wish I could tell you something needs to improve but it doesn’t. It’s a great home. They keep me up to date with developments and concerns…I’ve spoken to different staff on the phone - they always know what’s going on with him.’

p.13

good

The home successfully advocates for children, ensuring that other professionals fulfil their responsibilities and deliver the level of support the child needs. When responses from other services are delayed, the manager is tenacious in his pursuit of a decision or action. For example, the manager has worked effectively with virtual head teachers, schools and placing social workers to ensure children’s education needs and contact arrangements are given high priority. His dogged determination has led to the appointment by a placing authority of a suitable independent person whose role is to visit a child on their behalf when he returns from being missing. This ensures the child has the opportunity to speak with a known person, independent of the home, about the reasons for going missing. Not all staff have completed restraint training within their initial induction period. Consequently, some staff have been working at the home for over two months

p.14

good

without having been trained in the safe use of restraint. The company is in the process of changing its training provider to one who places greater emphasis on restorative justice and this has caused a delay in a small number of staff receiving training in restraint. The home recognises the importance of having all staff appropriately trained in restraint and has scheduled this training to take place before the end of September. The impact of this shortfall on children has been minimal because the effective behaviour management strategies and supportive relationships with staff have meant there has been no need for children to be restrained.

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What the inspection judgements mean

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

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What the inspection judgements mean

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

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What the inspection judgements mean

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

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Information about this inspection

Inspectors have looked closely at the experiences and progress of children and young people living in the children's home. Inspectors considered the quality of work and the difference adults make to the lives of children and young people. They read case files, watched how professional staff work with children, young people and each other and discussed the effectiveness of help and care given to children and young people. Wherever possible, they talked to children, young people and their families. In addition the inspectors have tried to understand what the children's home knows about how well it is performing, how well it is doing and what difference it is making for the children and young people who it is trying to help, protect and look after. This inspection was carried out under the Care Standards Act 2000 to assess the effectiveness of the service and to consider how well it complies with the Children's

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Information about this inspection

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

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Information about this inspection

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

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Information about this inspection

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

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Information about this inspection

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

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Information about this inspection

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

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