Children's Home run by Blue Mountain Homes Ltd in Nottinghamshire

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 requires improvement because:

 There is a high staff turnover, which does not provide stability to young people.  There are shortfalls in staffing levels, resulting in a lack of consistency for young people.  The manager had not felt able to make improvements in the home with regard to the inconsistent staffing structure, due to a lack of support from senior managers. However, senior managers are now committed to the required improvements.  Where there have been shortfalls in staff practice, this has not been appropriately challenged or dealt with.  Placement matching, although improving, has been poor. This has resulted in young people being placed together who are not compatible. This does not promote their welfare or progress.  Some areas of recording require improvement to provide a clearer picture of young people’s progress.  Links with Independent Reviewing Officers, (IROs), are not always good enough. For example, when they request documentation, this is not sent in

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The children's home provision requires improvement because:

a timely way.  Some minutes of strategy meetings and statutory review meetings are not kept in the home. This does not allow for staff and managers to see the recommendations to ensure progress.  The home’s statement of purpose requires updating to provide a current picture of how care is being delivered.  Records of return interviews after young people’s missing episodes are not kept in the home and therefore improvements to practice or risk reduction are not fully considered.  Young people do not always experience a positive ending of their placement.

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The children's home strengths

 The manager is highly committed to her role and, despite the issues raised in this inspection, remains focused on making the required improvements. She has the young people’s best interests at heart and they are at the centre of her practice.  Some creative work takes place to assist young people to ascertain and understand their own safety. Key working sessions are responsive to incidents so that young people are offered good support and guidance about safeguarding issues.  Young people feel very able to speak openly to the staff about their worries and aspects of their safety, which is very positive.  Staff deliver some good quality care to young people. They build relationships at an early stage so that young people can receive the support they need.  Whilst young people continue to have missing episodes, they are becoming increasingly safe because they keep in touch with staff better, therefore a

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The children's home strengths

picture of safety can more easily be established.  Although progress is variable, some young people are making good progress with their behaviour and education. They also enjoy a wide range of leisure activities.

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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

13: The Leadership and Management Standard

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Requirement Due date

In order to meet the leadership and management standard, with particular relation to placement matching, the registered provider must: (1)(a) help children aspire to their full potential; and (b) promote their welfare. 30/11/2015

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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, with particular relation to staffing issues, the registered provider must: (2)(c) ensure that staff have the experience, qualifications and skills to meet the needs of each child (d) ensure that the home has sufficient staff to provide care for each child (e) ensure that the homes workforce provides continuity of care to each child. 30/11/2015

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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, with particular relation to monitoring and review systems, the registered provider must: (2)(h) use monitoring and review systems to make continuous improvements in the quality of care provided by the home. 30/11/2015 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 to the bathroom floor, the registered person must: (6)(c)(i) ensure that the premises used for the purposes of the home are designed and furnished so as to meet the needs of each child. 30/11/2015

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Requirement Due date

Ensure that after consultation with the fire and rescue authority, the registered person must take adequate precautions against the risk of fire, this is in relation to the fire risk assessment. (Regulation 25(1)(a)) 30/11/2015

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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 that all staff consistently follow policies and procedures and that there are clear lines of accountability. (The Guide to the Quality Standards page 54, paragraph 10.20)

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Recommendations

 Ensure that the registered person monitors and reviews patterns and trends of turnover of staff and understands and where possible addresses any negative trends. (The Guide to the Quality Standards page 54, paragraph 10.19)

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Recommendations

 Ensure that contingency plans are prepared in the event of any shortfall in staffing levels. (The Guide to the Quality Standards page 54, paragraph 10.18)

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Recommendations

 Ensure that the home develops and keeps under review a "Statement of Purpose". The home's Statement of Purpose should be child focussed, indicating how the home provides individualised care to meet the quality standards for the children in their care. (The Guide to the Quality Standards page 14, paragraph 3.5)

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Recommendations

 Ensure that all case records are kept up to date and signed and dated by the author. (The Guide to the Quality Standards page 62, paragraph 14.3)

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Recommendations

 Ensure that the registered person oversees the welfare of the children in their care through engagement with professionals involved in the care or protection of each child including their Independent Reviewing Officer (IRO). (The Guide to the Quality Standards page 54, paragraph 10.23)  The registered person should work with the placing authority to ensure that each child's transition is planned and help each child to prepare for leaving, both practically and emotionally. (The Guide to the Quality Standards page 57, paragraph 11.9)

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Recommendations

 Ensure that evaluation of missing incidents is undertaken to identify any gaps in training, skills or knowledge for staff or to record and retain evidence of what worked well. This evaluation should inform the review of the quality of care. (The Guide to the Quality Standards page 45, paragraph 9.31)

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Information about this children's home

The home is owned and run by a private organisation. It is registered to care for 4 young people with emotional and behavioural difficulties. The home also provides an option for same day admissions.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

03/03/2015 Interim Sustained Effectiveness

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Requires Improvement

An unstable and inconsistent staff team hinders young people’s progress. This means that they do not live in a stable and consistent environment. Despite this, staff do work hard to build positive and trusting relationships with young people and find time to spend with them. One professional confirmed this point in discussion about a young person saying, ‘one staff quickly built up a relationship with her’. There are examples of a very personal approach to young people such as reading to young people and spending time having good quality discussions. In addition, some young people have been allowed to purchase a pet to assist them to settle in to the home. The building is generally pleasant and has a homely feel. However, there is damage to one young person’s bathroom floor which was sustained prior to their moving in. The delay in carrying out the repair does not encourage young people to respect or take pride in their environment. One young person commented

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Requires Improvement

negatively about this issue. Young people’s progress is variable in relation to education. Staff commented on one young person’s progress saying, ‘she is very good regarding education, she gets up in the morning, has gone up in her reading and life skills are much better’. Another young person was very proud to tell inspectors that they had improved in their attendance and attainment saying, ‘before I came I was not good, I had thirty eight percent attendance before and now I have ninety six percent’. However, despite efforts to engage young people in education, they are not all making good progress. Where self-harm was an issue for young people in the past, this is now reducing in severity. There is evidence that some young people become more confident and develop greatly in their self-esteem, which impacts on their overall wellbeing. Health has a high priority in the home. Staff encourage regular physical activity

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Requires Improvement

and teach young people about the benefits of healthy eating. There are some good strategies to manage young people’s individual needs and, where they have difficulties with managing situations such as their contact visits or bedtimes, there are specific guidelines written to ensure that staff can support young people effectively and consistently. This allows young people to know what to expect in times of stress, and to be supported appropriately. The home encourages a range of activities to suit individual needs. Young people have been on holidays, camping trips, walks and trips to the seaside. In addition, young people can develop their personal interests such as fishing and animal care. The home also provides other opportunities for young people. For example, a variety of work experience placements ensure that young people can learn about what they like and enjoy for their future. In addition, young people have the

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Requires Improvement

opportunity to develop their independence skills such as shopping and cooking. Young people have their say in this home. They are listened to and staff take on board their comments and suggestions. Young people’s meetings, the complaints process, and regular contact with the manager ensures that they understand that their views are valued and respected. This builds their confidence about raising issues in their future.

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Requires Improvement

Placement matching systems have not consistently ensured that young people’s risks and vulnerabilities are fully considered prior to admission to the home. Young people with similar risk profiles, such as child sexual exploitation, have been placed together without careful consideration. Managers acknowledge and accept this shortfall and have implemented new procedures to ensure such issues are not repeated. There has been an isolated incident where staff did not respond as quickly as they should have done after a young person went missing. However, lessons have been learned and practice has started to improve. During the next period of missing, staff acted in accordance with agreed risk assessments. They responded promptly and called the appropriate professionals in a timely manner. This demonstrates an improvement and ensures that young people are as safe as possible. The registered manager ensures that independent return interviews happen

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Requires Improvement

regularly as a response to episodes of missing. However, the details of information gathered are not routinely shared in the home, so improvements to safety cannot be fully considered. Although managers acknowledge that improvement is required to demonstrate that the home is good at protecting children, young people are safe in the home. Professionals, staff and young people agree that young people are as safe as they can be, despite their vulnerability. One young person reported that they were ‘quite happy with safety’. Young people do go missing but they are becoming increasingly safe. This is because they stay in touch with staff. This is a significant improvement for some young people, who did not have contact with staff at all during periods of missing in previous placements. Professionals are happy with the way that staff respond during periods of missing. One reported that staff, ‘did all they could and that they

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Requires Improvement

look for the young person and inform the social worker of their whereabouts’. Young people experience improvements to their behaviour and their risks in this area have reduced. For example, there is less criminal activity and less incidents where behaviour escalates. Physical intervention only happens as a last resort and to keep young people safe. Staff reported, ‘we would rather talk’, reflecting the ‘hands-off’ ethos. One young person spoke about their experience saying that staff conducted the intervention safely. They were pleased that staff had asked their opinions afterwards. This ensures that young people are always at the centre of practice. Despite the staffing issues, staff are highly committed to ensuring that young people are safe and protected. For example, they supervise young people incredibly closely, especially when there is a heightened risk of child sexual exploitation. In addition, young people feel very able to talk openly to staff. The

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Requires Improvement

standard of key working is good. Key worker sessions happen after incidents and additional work is undertaken to help young people learn about their own personal safety. For example, there is a resource pack in the home, which is used well to ascertain and share information about personal safety. This allows gaps in learning to be identified, so that further work can be undertaken. The fire risk assessment helps to protect staff, young people, and all who use the building. For example, there are regular checks on the fire equipment, fire training and drills. However, there is a lack of clarity from the registered manager about the fire risk assessment. For example, a light is said to be required in the ceiling hatch and a visual panel is said to be required on the first floor. The manager is not clear about whether the work has taken place or if it is a required or recommended piece of work.

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Inadequate

Staffing continuity in the home is poor. The home is registered for four young people yet only has seven staff. With a rota requiring three groups of four staff, this is not sufficient. A high turnover of staff has led a situation where there are only three staff who have worked at the home for more than six months. The rest of the staff team is made up of new staff. Many staff from the company’s other homes are also being used to supplement the staffing quota on a daily basis. Some of the staff are experienced and qualified, but do not know the young people well. This does not offer consistency to young people. The Registered Manager has two years’ experience of managing a children’s home and holds the Diploma Level 5 in Management. However, she feels that she has been unsupported by the organisation concerning the poor staffing situation and reports that she has recently had to take the matter into her own hands by putting

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Inadequate

a staff recruitment advert in a local shop window. Despite this, she acknowledges an improvement in support since a new care director started her role in July 2015. The management team accept that such a poor staffing situation cannot be put right in a short space of time and plan to take a measured approach. They have made a decision not to move to full occupancy until the staffing situation is such that this can be supported. Whilst they have started to plan to rectify the situation, the continuity of staffing is currently inadequate. The challenge of managing so many staff coming and going has proved to be very difficult for the registered manager. Where staff have made mistakes, there is no evidence to suggest that this has been dealt with as it should have been. Staff have not been consistently held to account for errors and there is little evidence to demonstrate that staff are expected to learn lessons from identified shortfalls.

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Inadequate

The care director acknowledges that managers have not always been careful in the matching of children. This means that young people are not always placed appropriately. The registered manager reports pressure from the company with regard to recent admissions. However, the registered manager and the care director are able to reflect and think about how they will manage this better in the future. The registered manager’s monitoring in the home does include all aspects of care. However, this process is basic and does not inform future planning for the running of the home. There is an overall picture of a responsive rather than pro-active management approach. The manager reports that she has had little time to undertake development planning or identify opportunities for improvement because she has had to step in to fill gaps in the rota. Staff have undertaken formal training. However, training is not always organised

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Inadequate

around the specific needs of young people. For example, young people sometimes come back to the home under the influence of drugs. Staff have not had specific training on drug use and the signs and symptoms to look out for. This has not put young people at risk to date, but could in the future. This is because staff may not have a good understanding of whether the young person needs medical attention or not. Some records are not completed to a high standard. For example, some dates are incorrect or missing on meeting minutes and risk assessments. Also, key professionals’ telephone numbers are not recorded accurately. This does not allow staff to promptly contact other professionals to share information. It is not easy to gain a picture of the daily lives and experiences from young people’s individual records. Links with other professionals are reported to be improving. One social worker said, ‘now there is good communication’. However, another professional reported

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Inadequate

that they have requested a young person’s risk assessment and are yet to receive this to establish a fuller picture of the young person’s safety. In addition, minutes of strategy meetings and review meetings are missing. The manager does have some information to work from because she takes her own notes to ensure that she can action any recommendations, but this does not provide a full picture of planning for care in the future. The home’s statement of purpose is available but does not reflect the actual picture of staffing in the home at this time and there is a possibility that this may not give professionals, parents and young people a true picture of how the home is providing care. Whilst it sets out that there are only seven staff, it does not reflect the staff that are being used from other homes. The document does not set out how the home will care for young people who have a risk of child sexual

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Inadequate

exploitation, yet young people who are at high risk have been living at the home. Therefore, it is difficult to measure progress because there is not a clear starting point. Despite all of the above, the registered manager remains absolutely committed to the home and is able to provide evidence to confirm that there is some good progress for young people. Young people speak extremely highly of her. One young person said, ‘yes, she’s a good manager, you can compromise and that makes her a better manager’. In addition, staff have high praise for her and feel that she has a good understanding of what needs to be done to sustain improvements. One member of staff said, ‘she is fantastic’. There is a high level of commitment from the existing staff, who genuinely want things to improve so that young people can receive a higher quality service.

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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

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Information about this inspection

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Information about this inspection

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Information about this inspection

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