Children's Home run by Pebbles Care Limited in Lancashire

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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because:

 The assessment of suitable placements is not sufficiently robust. The assessment of risk in relation to the impact of admissions has not been robustly considered or managed. This has at times impacted negatively on the group dynamics within the home.  Incidents of risk taking behaviour has increased for some young people. Their risk management plans do not include clear strategies or actions for staff to take in the event of an incident occurring.  Not all staff are consistent in their responses to risk taking and challenging behaviour. This is partly due to the lack of clarity in young people’s records.  Not all young people have been offered an independent return interview following episodes of missing from care. This is a missed opportunity to uncover and review information that can be used to help reduce the risk of young people going missing again.  Staff do their upmost to build positive relationships with young people.

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because:

However, since the last inspection there has been a large turnover of staff, which in turn has impacted on the consistency of care provided to young people.  Professional supervision of staff is inconsistent and not in keeping with the approach set out in the Statement of Purpose. This means that staff do not have a regular opportunity to reflect upon or develop their practice.  The manager does not have a clear system to monitor and systematically track the progress that young people make from the start of their placement. This hinders the managers ability to assess and evaluate the progress young people are making. 

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The children's home strengths

 Young people maintain relationships with their family. This enables young people to maintain their identity.  Daily routines such as participation in education are fully supported by staff. There is a clear expectation that young people participate in their learning and support is in place for them to do so, despite the mixed outcomes.  Staff spoken to during the inspection recognise the home has had some increased challenges of late. Nevertheless, they continue to express commitment and enthusiasm for their role and genuinely want the best for the young people in their care.  Staff report feeling well supported by their manager. They feel listened to by and able to make suggestions and enjoy their roles.  The home is decorated and furnished to a good standard and provides a homely and welcoming environment 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 the registered person must ensure -

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Requirement Due date

(2)(b) that the home's day-to-day care is arranged and delivered so as to keep each child safe and to protect each child effectively from harm.

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Requirement Due date

This specifically relates to only providing admission to children whose needs have been carefully considered. The impact of these admissions on children living in the home must also be evaluated and carefully risk assessed. 01/12/2015

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Requirement Due date

In order to meet the protection of children standard the registered person must ensure that staff –

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Requirement Due date

(a)(i) assess whether each child is at risk of harm, taking into account information in the child's relevant plans, and if necessary, make arrangements to reduce risk of any harm to the child.

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Requirement Due date

This is with specific reference to risk assessments and support plans which must include clear strategies or actions for staff to take in the event of an incident occurring. 01/12/2015

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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 the registered person is required to -

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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. 01/12/2015 This specifically relates to having robust systems in place to assess and evaluate the progress children make from the start of their placement. It also relates to ensuring that effective action is taken when shortfalls are identified via monitoring systems.

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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 the registered person is required to –

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Requirement Due date

(2)(a) lead and manage the home in a way that is consistent with the approach and ethos, and delivers the outcomes, set out in the homes statement of purpose.

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Requirement Due date

This is with specific reference to ensuring that all staff receive regular formal supervision. 01/12/2015

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Requirement Due date

The registered person must notify HMCI and each other relevant person without delay if a child is involved in or subject to, or suspected of being involved in or subject to sexual exploitation. (Regulation 40 (4)(a)) 16/10/2015

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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

 The Missing from home return interview should be carried out within 72 hours of the child returning to their home or care setting. This should be an in-depth interview and is normally best carried out by an independent person (i.e. someone not involved in caring for the child) who is trained to carry out these interviews and is able to follow-up any actions that emerge. (Statutory guidance on children who run away or go missing from home or care, page 14, paragraph 32)

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Recommendations

 The home's record of an incident or event must include a description of the action taken and the outcome of any resulting investigation. (The Guide to the quality standards, page 63, paragraph 14.14)

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Information about this children's home

This is a privately run children’s home that provides care and accommodation for up to four young people with emotional and behavioural difficulties.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

27/03/2015 CH - Interim sustained effectiveness

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requires improvement

The home has experienced a period of instability over recent months. This has been caused by a number of factors which have resulted in some serious incidents in the home, such as increase in aggression, self-harm and volatility between residents. Some of the challenging placements have since ended and the number of young people living in the home has reduced. This has helped improve the dynamics between the current groups of young people.

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requires improvement

Staff work hard to help young people build trusted and secure relationships. However, there is a mixed picture as to how successful this is as some relationships fluctuate on a day to day basis. There has been a considerable turnover of staff since the last inspection, and this has undoubtedly impacted on the consistency and stability of the home. However, despite this shortfall the current staff group are working hard to encourage young people to develop trusting relationships and positively engage. They listen, value and invest time in young people on a daily basis. There is no doubt that as relationships develop young people will learn to feel more secure, safe and settled in this home.

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requires improvement

The education arrangements for young people are mixed. One young person, who has since moved on made excellent progress. She completed her GCSE’s and achieved a place on a college course close to her home area. This is excellent, however others have presented challenges and have not been attending on a full time basis. This significantly limits their potential to achieve and hinders the opportunity for them to improve their life chances. That said, daily routines continue to promote learning and the home has strong partnerships with education providers to enable young people to get back on track. Staff have liaised appropriately with schools and secured access to tutors and education materials. This enables them to support young people’s learning in home.

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requires improvement

Staff support young people to maintain healthy lifestyles. Young people have specific health plans that clearly document their individual goals and targets. They are encouraged to eat healthily and to understand the importance of maintaining good health. Staff provided them with lots of information and advice about a range of health matters such as sexual health, smoking and the consequences of substance misuse. They are also supported to access a range of routine and specialist healthcare professionals. This ensures their emerging health needs are routinely met and they are able to make informed decisions which promote their health. Young people’s identity is promoted through meaningful and safe contact with their family and friends. All contact is agreed, planned and appropriately supervised to ensure young people enjoy purposeful and safe contact which is a positive experience for them and their families.

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requires improvement

The home is well presented, with appropriate furnishings and décor and some personalisation of rooms. The kitchen is often seen as the ‘hub of the home,’ with young people and staff enjoying meals together and engaging in daily discussions around the kitchen table. This helps create a pleasant environment where young people can feel comfortable and at home.

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requires improvement

Young people’s individual risk assessments and support plans do not clearly identify the actions that staff need to take to reduce the likelihood of disruptive or unsafe behaviour. This is not good practice as it hinders the effectiveness of behaviour management strategies. Staff are trained in behaviour management. However, strategies are not consistently applied. This is mainly due to the lack of clarity in young people’s plans. Furthermore, the lack of internal scrutiny of practice means that the manager has not recognised shortfalls and ensured that staff have the sufficient skill to be confident in managing risky behaviours. This is something the manager fully accepts and has now sourced additional training for staff. This will help them to become more confidence in their practice. The assessment of risk in relation to the impact of admissions is not robustly managed and this has undoubtedly impacted on the group dynamics. Admissions

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requires improvement

to the home are planned and young people have the opportunity to visit prior to placement. This is good, as it enables them to feel prepared and comfortable about the move. However, there is no evidence to show how the admission of young people may impact on the risky behaviours of others, such as, behaviour management concerns and anti-social behaviour. This seriously impacts on the effectiveness of the home’s matching process and the ability to make well informed decisions about admissions.

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requires improvement

Staff make use of incentives systems to promote more socially acceptable behaviours. Young people have full say over what they want to achieve and their accomplishments are celebrated and rewarded. For example, one young person was rewarded with her own pet hamster. This is something she worked hard to gain and was extremely pleased to achieve her goal. Staff also use other strategies to help young people manage their anxieties and distress differently. Some young people have sensory boxes and calm jars and staff encourage them to use these during times of stress. The effectiveness is variable. However, despite the challenges, staff persevere with helping young people to identifying alternative coping methods. Overtime, this will impact positively on their emotional well-being, self-esteem and confidence.

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requires improvement

The homes records confirm that the frequency of young people going missing from the home has reduced. If young people do go missing staff know the local community well and implement agreed procedures to ensure their safe return. This was confirmed by the police who said ‘The home are much improved at managing their resident’s absences and there has been a reduction in episodes of missing.’ When young people return staff complete a de-brief session. This is positive as it allows the young people to reflect upon the reasons why they went missing and it reinforces the message that staff care about them. However, formal missing from home return interviews are not completed by an independent person. This is vital, in particular when young people are known to be at risk of Child Sexual Exploitation (CSE). This is a missed opportunity to gather information, understand the underlying reasons for missing episodes and to help young people make safer

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requires improvement

The recruitment of staff is sufficiently robust. The manager follows agreed procedures to ensure the thorough scrutiny of applicants prior to their employment in the home. This helps prevent unsuitable people from being able to work with young people.

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requires improvement

Staff completed regular health and safety checks on fire, electrical and gas equipment. This practice keeps everyone safe within the home.

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requires improvement

The manager was registered by Ofsted in September 2015. She is an experienced social care professional and is currently working towards gaining a relevant management qualification. The manager has demonstrated an understanding of what is required to lead and manage this service and fully understands the implications of not doing this to a high standard. She is passionate about her role and is committed to providing a child-focused service.

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requires improvement

There are some weaknesses in the effectiveness of leadership and management that require improvement. Currently not all staff receive supervision at appropriate intervals. This hinders the manager’s ability to routinely monitor and help improve staff’s performance, competency and conduct. New staff confirm that they had a thorough induction which included shadowing opportunities and training. However, they are not being formally supervised and supported in a manner that is consistent with the Statement of Purpose. This is not good practice as it impact on the manger’s ability to assess performance during the early stages of employment.

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requires improvement

Leaders and managers acknowledge that this has been a difficult period and have identified ways to improve consistency in staff practice. This includes reflection in team meetings and additional training. Staff spoken with during the inspection confirm that their development needs are met through regular training. That said, there is still some way to go in evaluating the impact this training has had on the day to day practice.

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requires improvement

The manager does not have a robust system to assess and evaluate the progress made by young people from the start of their placement. Young people’s records are cumbersome and information is stored across a number of files. There isn’t a coherent flow of information within the file that provides a picture of the young person’s journey throughout their placement. This is a missed opportunity to clearly evidence and monitor the progress made by young people.

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requires improvement

Leaders and managers have failed to record incidents of concern appropriately. For example, there has been at least one occasion when a young person’s disclosure was not recorded with sufficient detail. The record offered a limited overview of what was disclosed and there was no information about the action taken and subsequent outcome. Records made in this way do not stand up to scrutiny in the event of an investigation. Furthermore, this is evidence that internal records are not robustly monitored by the manager.

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requires improvement

Procedures are in place to ensure relevant professionals and agencies are informed in the event of serious incidents. However, the manager has failed to notify HMCI of information pertaining to suspicion of child sexual exploitation. This hinders the regulator from effectively carrying out its safeguarding responsibilities to ensure that young people are protected from harm.

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requires improvement

Requirements made at the last inspection have been met. This demonstrates the home does have an ability to learn from inspections, improve and develop.

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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

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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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