Children's Home run by After Care (NW) Limited in Sefton

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.

p.2

because:

 Young people are not been fully safeguarded as some staff fail to recognise and fully understand their safeguarding responsibilities. Furthermore, they have not always taken prompt effective action to protect young people from harm.  Risk assessments do not sufficiently identify or assess all relevant risks, such as, child sexual exploitation (CSE) and mobile and internet use.  Staff are not been trained on important safeguarding matters, such as, CSE and on-line safety. This prevents them from acquiring an in-depth understanding of these risks, which in turn, hinders their ability to teach young people to keep themselves safe  Not all young people benefit from having their cultural needs understood by staff. Not only does this impact on how staff interpret and respond to certain behaviours, it hinders the young person’s development of a positive self-identity  Staff, in particular, agency and relief staff, are not fully trained or formally

p.3

because:

supervised on a regular basis  Shortfalls in compatibility risk assessments result in inappropriate placements. This has led to young people and staff being placed at risk and placement breakdown  On occasion, agency staff have had sole responsibility for the running the home and this compromises the continuity of care that is provided by the permanent staff team  Delays in notifying social workers and Ofsted of serious safeguarding matters has impacted on the investigation and external scrutiny of these matters  Independent monitoring reports are still not being routinely provided to Ofsted. This prevents the regulator from carrying out its quality assurance and monitoring role.

p.3

The children's home strengths

 Young people make noticeable progress from the start of their placements. Staff support them to engage with services that can help meet their needs and stay safe, such as, child and adolescent mental health services (CAMHS) and CSE teams  School attendance has improved. This is down to staff’s effective support, encouragement and partnership working with internal and external education providers  Staff tackle missing from home well. Collaborative working with the police and social workers is reducing incidents of missing and, thus, enhancing young people’s safety  Staff have developed trusting relationships with young people. This ensures they have someone who they can talk to about their worries and concerns  The new manager is committed, enthusiastic and has a clear understanding of the home’s strengths and areas for improvement. She has already started to address some areas for development and has plans in place to drive the

p.4

Statutory Requirements

This section sets out the actions which must be taken so that the registered person/s meets the Care Standards Act 2000, Children's Homes (England) Regulations 2015 and the Guide to the children's homes regulations including the quality standards. The registered person(s) must comply with the given timescales.

p.5

Requirement Due date

12. In order to meet the protection of children standard, the registered provider must ensure that staff:

p.5

Requirement Due date

(2) (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 the risk of any harm to the child; (ii) help each child to understand how to keep safe; (iii) have the skills to identify and act upon signs that a child is at risk of harm; (iv) manage relationships between children to prevent them from harming each other; (v) understand the roles and responsibilities in relation to protecting children that are assigned to them by the registered person; (vi) take effective action whenever there is a serious concern about a child’s welfare. 11/12/2015

p.5

Requirement Due date

13: The leadership and management standard

p.5

Requirement Due date

13. In order to meet the leadership and management standard, the registered provider must:

p.5

Requirement Due date

(2) (c) ensure that staff have the experience, qualifications and skills to meet the needs of each child. Specifically, in relation to staff training on CSE and on-line safety. 11/12/2015

p.5

Requirement Due date

14. In order to meet the care planning standard, the registered provider must ensure:

p.5

Requirement Due date

(2) (a) that children are admitted to the home only if their needs 11/12/2015 are within the range of needs of children for whom it is intended. Specifically in relation to compatibility risk assessments to avoid the making of inappropriate placements.

p.5

Requirement Due date

Ensure that all employees undertake appropriate continuing professional development; receive practice-related supervision by a person with appropriate experience; and have their performance and fitness to perform their roles appraised at least once every year. Specifically, in relation to agency and relief staff. (Regulation 33 (4) (a, b & c)) 11/12/2015

p.6

Requirement Due date

Ensure to notify HMCI and each other relevant person without delay if a child is involved in or subject to, or is suspected of being involved in or subject to, sexual exploitation; and, any incident requiring police involvement that occurs in relation to a child which the registered person considers to be serious. (Regulation 40 (4) (a & b)) 11/12/2015

p.6

Requirement Due date

Ensure to provide a copy of the independent person’s report to HMCI. (Regulation 44 (7) (a)) 11/12/2015

p.6

Recommendations

To improve the quality and standards of care further the service should take account of the following recommendation(s):  Ensure to meet each child's needs and promote their welfare, taking into account every young person’s ethnicity and culture (The Guide to the Quality Standards, paragraph 3.2, page 14)

p.6

Recommendations

 Ensure no more than half the staff on duty at any one time, by day or night at the home should be from an external agency. (The Guide to the Quality Standards, paragraph 10.17, page 54)

p.6

Information about this children's home

A private organisation owns the home. It provides care and accommodation for up to two young people with emotional and or behavioural difficulties.

p.7

Recent inspection history

Inspection date Inspection type Inspection judgement

p.7

Recent inspection history

12/03/2015 Interim Sustained effectiveness

p.7

Recent inspection history

13/01/2014 Interim Satisfactory progress

p.7

requires improvement

Young people make noticeable progress from the start of their placements. When difficulties arise, staff support them to get back on track and continue with their progress. This is particularly noticeable in young people’s education. For one young person, school attendance has been a significant challenge, both prior to moving in and while living in the home. His attendance rates have fluctuated from 14% in May 2015, rising to 61% in July. For him, this is a huge achievement, of which he and staff are extremely proud. He demonstrates this well in his comments, ‘Staff help me with my school work and I feel supported. I used to do stupid things like running away but I am doing as I am told now and I’ve been going to school.’

p.8

requires improvement

Educational progress is down to staff’s effective communication with the in-house and external education provision, social workers and young people. An education co-ordinator confirmed good communication between her and the home, stating, ‘staff are firm; they provide him with clear expectations and instructions. They have built good relationships with him and they share mutual respect and understanding. When difficult periods arise, we work together and look at ways of getting him to attend. His attendance fluctuates but more recently it has really improved.’

p.8

requires improvement

Staff promote young people’s physical and emotional health by ensuring that they have access to a range of health services, including child and adolescent mental health services (CAMHS). When young people refuse to engage with CAMHS, staff persevere and this has led to a young person attending some of his appointments. Independent therapists are commissioned to support young people with their emotional health should there be delays in accessing CAMHS or if they refuse this service. One young person is having weekly counselling sessions to improve his anger management strategies. This is helping him to cope more effectively when faced with challenges and difficult emotions. They say, ‘I am doing well here. Better than the last home where the other young people used to wind me up. I get on with everyone here.’ Clear and effective health plans, including up-to-date records of their immunisations, ensure that young people’s

p.8

requires improvement

In the main, young people receive personalised care that meets their individual needs and preferences. One young person explained how staff supported him to attend a local mosque. This helped him to gain a better understanding of his father’s religion and, thus, enhanced his sense of identity. The home can further improve how it promotes cultural identity by ensuring that staff acquire a complete understanding of all young people’s ethnic and cultural needs. Particularly for those who come from minority ethnic backgrounds, have minimal contact with parents and live a distance from their homes.

p.8

requires improvement

One young person is very settled and has lived in this home for over 12 months. He said, ‘I get on with all staff and it feels like my home…. I don’t always get on with other young people living here.’ On two occasions, other young people living in the home have threatened him. He reported this to staff and appropriate action was taken. Nevertheless, his welfare and safety was compromised because of other young people’s behaviour and emotional needs. The home has experienced some placement instability over the past six months with two young people’s placements breaking down quite quickly. This is a result of inappropriate matching of young people’s needs and not ensuring they obtain full information, from placing authorities, to inform their matching decisions. Additionally, improvements can be made in the home’s compatibility risk assessments to ensure they consistently address each young person’s specific

p.9

requires improvement

risks, including, previous assaults on other young people whom they had lived with.

p.9

requires improvement

The home has recently undergone complete redecoration and this helps create a welcoming and homely environment. Young people are able to choose the decoration of their bedrooms and this makes them feel valued, cared for and at home.

p.9

requires improvement

Staff effectively manage risk taking behaviour, such as missing from home. They consistently follow local missing from home protocols and escalate more serious matters to multi-agency strategy meetings. Consequently, incidents of missing are significantly decreasing through successful partnership working with the police and social workers.

p.9

requires improvement

Staff work collaboratively with specialist safeguarding services including child sexual exploitation (CSE) and youth offending teams. They support and encourage young people to attend their sessions, which in turn, are reducing offending behaviour and the risk of CSE.

p.9

requires improvement

Allegations made against staff are managed appropriately. Information is shared with relevant safeguarding professionals, including the local authority designated officer and the placing authority. Ann independent reviewing officer's commented, ‘safeguarding practices are sound. Staff know how to respond to an allegation… they have risk assessments and safety planning in place.’ Effective collaborative working ensures allegations are swiftly investigated and appropriate action follows.

p.9

requires improvement

Although attempts are made to promote a strong anti-bullying ethos through regularly discussion at, young people’s meetings and using anti-bullying agreements staff do not always notice signs of bullying. This was evident on two occasions that relied on the young person reporting the incident after the event. Staff must remain vigilant and be proactive in their approach in order to avoid compromising young people’s safety within the home.

p.10

requires improvement

At times, some staff have not fully understood their role and responsibilities with regards to safeguarding. For example, during an incident while under staff supervision, a young person stole the home’s car. This placed him and members of the public at risk. The member of staff did not ensure the car keys were securely stored neither did they attempt to intervene to get the young person out of the car. On another occasion, staff did not undertake appropriate checks on a young person’s friend, prior to allowing him to stay overnight. This led to an unsafe adult spending the night in the home. The company have taken appropriate action to prevent such incidents from reoccurring; including, disciplinary action and reinforcing expectations to staff about their roles and responsibilities during staff meetings and staff supervision. Changes to the staff team have also improved safeguarding practice at this home.

p.10

requires improvement

Despite CSE and unsafe mobile phone use being identified risks for some young people living in the home their individual risk assessments do not sufficiently assess such risks. Additionally, staff have not received training on these specific safeguarding matters. Shortfalls in risk assessments and safeguarding training is impacting on staff’s ability to identify, act upon, and, teach young people how to keep themselves safe.

p.10

requires improvement

The manager has not always reported serious safeguarding matters to the placing authority or Ofsted in a timely manner. Delays in reporting prevents a swift investigation of the concern, and, the regulator from evaluating the effectiveness of the home’s response to serious safeguarding concerns.

p.10

requires improvement

The manager took up post in May 2015. Prior to this, she was a senior residential care worker within the company. She has over three years’ experience of residential work and has the relevant experience essential to this role. She demonstrates enthusiasm towards continuous improvement of the service and her own professional development. She recently enrolled onto the level 5 diploma in leadership and management. Her application to register with Ofsted has been completed and she is waiting for confirmation of her interview.

p.11

requires improvement

The manager has already identified areas of improvement, including staff training on CSE; she is in the process of commissioning this training from a local specialist CSE team. She has plans to improve young people’s involvement with the running of the service; such as, looking at ways of meaningfully engaging them in staff recruitment and appraisals.

p.11

requires improvement

Not only have there been changes in the management of this service, the team has also undergone significant changes. The home is almost fully staffed with permanent and experienced workers. The use of agency and relief staff ensures that there is always a sufficient number of staff on duty at the home. However, on occasion, the home has been staffed solely by agency workers. Although these workers are, in the main, consistent, experienced and familiar with young people’s needs they do not hold the in-depth knowledge and understanding, as permanent staff do, which in turn, weakens continuity in care and staff’s practice.

p.11

requires improvement

Staff consulted with said the new manager is very supportive and approachable. She encourages them to reflect on practice, share new ideas and be actively involved in the day-to-day running of the home. Permanent staff benefit from regular professional supervision and informative team meetings. This effective support and guidance is essential to improving the quality of care provided to young people. However, agency staff do not benefit from the same level of training and support as permanent staff. They do not receive professional supervision or annual appraisals from the manager; neither do they attend staff training. The manager is not, therefore, ensuring that all staff are suitably trained and supported to meet the specific needs of young people, as set out in the home’s statement of purpose.

p.11

requires improvement

The manager has good auditing systems in place, which supports her monitoring of young people’s progress. In addition to this, an independent person visits the home monthly to evaluate the quality of care provided and safeguarding practice. However, Ofsted have not been provided with the reports from these visits and this prevents the regulator from evaluating the quality of care provided by the service.

p.11

What the inspection judgements mean

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

p.12

What the inspection judgements mean

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

p.12

What the inspection judgements mean

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

p.12

Information about this inspection

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

p.13

Information about this inspection

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

p.13

Information about this inspection

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

p.14

Information about this inspection

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

p.14

Information about this inspection

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

p.14

Information about this inspection

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

p.14