Children's Home run by Kingston upon Hull City Council in Kingston upon Hull

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:

 A placement made at the home further impacted negatively on the behaviours of another young person due to their combined use of legal highs. Consequently, some young people have presented with challenging and risky behaviours and their health outcomes have been compromised.

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because:

 The home‟s physical conditions have declined over recent months resulting in a poor home environment. Management requests to remedy some of the identified deficiencies have not been responded to in a timely and decisive manner. This does not make for a homely and comfortable environment for young people.

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because:

 Not all young people‟s fundamental needs arising from their ethnicity and racial identity have been recognised so they can be promoted, celebrated and be met holistically. This is not compatible with the home‟s Statement of Purpose.

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because:

 A training gap in meeting the needs of young people from minority ethnic backgrounds has missed a vital opportunity for the team to proactively and dynamically champion their specific needs.

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because:

 The independent visitor reports do not meet the regulations with respect to confirming that young people are effectively safeguarded and the conduct of the home promotes their well-being. The insufficient challenge, rigour and analysis of the reports limit the Registered Manager‟s ability to quickly prioritise and drive forward improvements in the home.

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because:

 The most recent internal monitoring report is insufficiently evaluative. Missing analysis of the opinions of parents, placing authorities and staff, make it unclear how their views inform service developments.

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The children's home strengths

 Young people feel safe and their safety and welfare is promoted.

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The children's home strengths

 The staff team have shown high levels of resilience in their care of the young people during a challenging and difficult time. They have developed some good relationships with young people and have stuck by them through thick and thin.

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The children's home strengths

 Staff feel well supported by the Registered Manager and senior staff. Through regular training and supervision, they can meet most young people‟s holistic needs.

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The children's home strengths

 The staff team works effectively with families and professional agencies to ensure continuity of care. The staff team is well regarded by a number of professional agencies and they enjoy good working relationships.

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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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6. The quality and purpose of care standard

The quality and purpose of care standard is that children receive care from staff who— (a) understand the children‟s home‟s overall aims and the outcomes it seeks to achieve for children; (b) use this understanding to deliver care that meets children‟s needs and supports them to fulfil their potential. In particular that children receive personalised care that recognises and promotes their ethnicity and racial identity so their holistic needs can be met. 29/01/2016

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14. The care planning standard

(1) The care planning standard is that children— (a) receive effectively planned care in or through the children‟s home; and (b) have a positive experience of arriving at or moving on from the home. In particular, fully consider the impact that new placements will have on the existing group of children by producing written matching considerations and contingency plans. 05/02/2016

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14. The care planning standard

The independent person must produce a report about a visit (“the independent person‟s report”) which sets out, in particular, the independent person‟s opinion as to whether— (a) children are effectively safeguarded; and (b) the conduct of the home promotes children‟s well-being. (Regulation 44 (4)(a)(b)) Specifically ensure that the independent visitor provides sufficient challenge, rigour and analysis. 05/02/2016

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14. The care planning standard

The registered person must complete a review of the quality of care provided for children (“a quality of care review”) at least once every 6 months. (2) In order to complete a quality of care review the registered person must establish and maintain a system for monitoring, 05/02/2016 reviewing and evaluating— (a) the quality of care provided for children; (b) the feedback and opinions of children about the children‟s home, its facilities and the quality of care they receive in it; and (c) any actions that the registered person considers necessary in order to improve or maintain the quality of care provided for children; with specific reference to producing fully evaluative reports that include the opinions of parents, placing authority and staff and; ensure that the home is well maintained and decorated throughout to a good standard.

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14. The care planning standard

The registered person must ensure that all employees undertake appropriate continuing professional development; specifically, review the training needs of the staff team with respect to promoting children‟s needs arising from all aspects of their personal identity. (Regulation 33(4)(a)) 29/01/2016

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14. The care planning standard

Ensure that after consultation with the fire and rescue authority, the registered person must take adequate precautions against the risk of fire, including the provision of suitable fire equipment in the children‟s home (Regulation 25(1)(a)). Specifically, comply with the fire risk assessment by removing door wedges from the kitchen and dining room areas 29/01/2016

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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 when a child returns to the home after being missing from care or away from the home without permission, the responsible local authority must provide an opportunity for the child to have an independent return home interview. (The Guide to the Quality Standards, Page 45, paragraph 9.30)

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Information about this children's home

The home is owned and run by a local authority. It is registered to look after a maximum of six children who may have emotional and behavioural difficulties.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

09/02/2015 Interim Improved effectiveness

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requires improvement

Young people have experienced instability over a number of months, which has negatively affected their relationships with staff and each other. A placement made at the home, that has ended recently, further impacted negatively on the behaviours of another young person. This was due to their combined use of legal highs. Consequently, some young people have displayed challenging and risky behaviours and their health outcomes have been compromised.

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requires improvement

Their drug use increased and negatively affected their health. The absence of clear matching considerations and contingency planning makes the rationale for the placement unclear. A professional stakeholder said the making of the placement, „Wasn‟t a good match.‟ This, coupled with the wider dynamics in the home led to an increase in challenging behaviours and sustained damage to the premises. Staff have remained resilient during this difficult time and show sheer determination to continue to care for young people, irrespective of their presenting challenges. A social worker said, „(Name of young person) risk taking and offending behaviour was at a high level and they have not rejected her. They have put up with so much since she has been here.‟ Young people subjected to bullying behaviour are monitored and the support provided by staff helps to protect them. Since this time, some young people have experienced planned moves. The existing

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requires improvement

young people and staff are acclimatising to a reasonably settled atmosphere. Despite the challenges and significant concerns, young people have made some progress as a result of the help, protection and support provided by the committed staff team. The staff team value the young people and they invest quality time in getting to know them and their personalities. This has secured some strong, quality relationships between staff and young people. They are developing sufficient trust to discuss their wishes, feelings or concerns, which acts as an additional safeguarding mechanism. A member of staff said, „The job is all about relationships. You‟ve got to teach them right.‟ A social worker described the bond between a young person and their keyworker as, „Fantastic. It‟s a vital relationship.‟ Not all young people‟s fundamental and holistic needs have been recognised and addressed. For example, a young person‟s ethnic origin and racial identity has not

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requires improvement

been established since their placement commenced. The missing information from the local authority social worker has not been requested or challenged. Current practice does not comply with the home‟s Statement of Purpose. It states, „From the planning meeting stage we seek to understand the child‟s identity needs, and the child‟s „My Plan‟ encourages each child to think about identity issues;‟ and „We only agree to care for a child whose needs, including cultural, linguistic and religious, we can meet. This can mean the needs can be met with additional support for the service, which will be part of the decision making process in relation to agreeing to accommodate.‟

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requires improvement

Good staff team interventions ensure that young people‟s health, emotional and psychological well-being and education are individually met. Young people are registered with primary health care services. They are supported to attend their health appointments. Those young people at risk due to taking drugs are well supported and counselled. This has led to a reduction in their usage. A psychologist is on hand to offer advice and support when staff request it. This enables the staff team to develop strategies to improve young people‟s outcomes with various degrees of success. Young people‟s education is valued by the staff team. All are engaged in educational timetables with flexibility to ensure they continue to develop and learn academic and vocational skills. Profitable relationships with the virtual school, education and social care providers help to challenge and improve young people‟s chances of reaching their goals. This is especially pertinent for those young people

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requires improvement

who are yet to attain 25 hours a week education. Young people enjoy out a range of activities, such as visiting the gym, places of interest and socialising with their friends. This provides opportunities for them to relax and enjoy themselves. Young people know how to complain. The staff team act as strong advocates for them, which for one young person, has led to their desired outcome. The voice of the child is supported by this good practice. Young people are supported to see their families, friends and significant others. Staff work hard to build safe and meaningful contacts with these key people. This ensures that young people‟s sense of belonging as far as possible remains intact. Young people experience good opportunities to acquire skills that should help them to take care of themselves when they move into independence. Those young people that have moved from the home remain in touch with the staff. They offer

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requires improvement

practical and emotional support as a good parent would. This values young people. A member of staff said, „We do get attached. They just want to be loved.‟

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good

Young people feel safe and they are safely cared for. One young person said, „All of the staff look after us and make sure we all are safe.‟ A social worker said, „She is absolutely safe.‟ A member of staff said that a young person who has recently moved on, „Felt safe and secure here.‟ Good safeguarding systems and staff practices monitor young people‟s highly risky and challenging behaviours. Staff follow written risk management strategies that help to reduce their known vulnerabilities and risk taking behaviours. In some cases, the risks are associated with the company that young people keep and their drug use. This includes those young people that are considered to be at risk of child sexual exploitation (CSE). Close monitoring through multi-agency interventions minimises risk and maximises young people‟s chances of building their self-esteem through support and education. Additional safeguards

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good

implemented by staff ensure that they physically, but informally check that these young people are where they should be. The staff member‟s good negotiation skills enable them to gain young people‟s agreement to drop them off and pick them up at agreed venues. This promotes trust and further secures young people‟s safety. Similarly, missing from care episodes have reduced. A social worker said the young person allocated to them, „Has no missing‟s in three to four weeks.‟ On the occasions that young people have gone missing, staff promote their safe return. For example, staff will go out and look for them, contact their mobile phones and follow the agreed protocol with the police. This ensures young people‟s prompt and safe return. Return home interviews are not yet fully established at this home. This does not ensure young people are offered access to an independent person to discuss their reasons for running.

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good

Good behaviour management support is delivered by intuitive and supportive staff. Their well-informed strategies help young people to self-regulate and develop respect for the adults caring for them. A member of staff recalled how a young person said, „I used to hate you.‟ Another member of staff said, „I like the kids we‟ve got‟, whilst another expressed satisfaction of not being referred to as „Oi‟. This has been successful in altering some of their negative traits. A social worker said, „They have sat with him when he is struggling and upset and they have gained an understanding of how he is feeling and therefore are able to manage his behaviour and give him support when it is most needed.‟ Another said, „The child I work with is fully supported as he can struggle and display some very challenging behaviour.‟ Recent highly challenging behaviours posed by some young people has significantly challenged the established routines and boundaries intended to

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good

promote socially acceptable norms. However, this has not resulted in physical intervention. A young person who has since moved on from the home said they have, „Never been restrained.‟ A restorative approach is viewed as the most effective way to resolve conflict and this has been done with some successful outcomes. A social worker said, „They always work through their issues.‟ Staff are commended for maintaining strong levels of resilience and not giving up on any of the young people during this turbulent time. Checks on the electric and gas safety equipment shields everyone‟s health and safety. However, the kitchen and dining room fire doors that do not have self- closing restrictors are wedged open. This does not comply with the homes fire risk assessment. The home is addressing this matter to ensure proper action is taken to promote everyone‟s safety in the event of a fire.

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requires improvement

Overall, young people are cared for in a well managed home. The manager has been registered with Ofsted since March 2010. He has attained the Diploma in Social Work and Level 7 Diploma in Management. This assures his qualifications and experience to manage the home. The Registered Manager‟s high aspirations for the young people ensure that their improved outcomes are nurtured and championed no matter how big or small their progress. An established staff team is conscientious, well motivated and child focussed. They understand the young people‟s personalities, risks and have developed some strong, nurturing relationships with the young people and their families. These components develop placement stability. Although the Registered Manager understands most of the home‟s strengths and weakness and has a lot of good ideas for driving forward improvement; he is not achieving its aims and objectives as set out in the Statement of Purpose. This

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requires improvement

specifically relates to staff meeting young people‟s needs arising from their ethnicity and racial identity through challenging the placing authority. Most of the young people‟s records provide a clear audit trail of their development and progress, which will be useful to them in the future. A sufficient number of permanent core and casual staff provide familiar and caring faces in young people‟s lives. A member of staff said, „It‟s great. It‟s a really good team.‟ This promotes continuity of care. Staff feel adequately supported through regular supervision. This includes discussions about the young people. A member of staff described their supervision as, „Brilliant‟ and includes reflective practice of the young people during these meetings. Systemic case discussions about the young people are filtered through the Registered Manager and senior staff, daily handovers, team meetings and informal discussions. Staff team members get

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requires improvement

regular opportunities to update their skills, knowledge and development through relevant training. However, a training gap in meeting the needs of young people from minority ethnic backgrounds has missed vital opportunities for the team to be proactive and dynamic in championing difference. The reports that follow independent visits do not meet the regulations. This is with respect to confirming that young people are effectively safeguarded and the conduct of the home promotes their well-being. The insufficient challenge, rigour and analysis of the reports impede the Registered Manager‟s ability to quickly prioritise and drive forward improvements in the home. The Registered Manager‟s internal monitoring provides him with an overview of care practices in the home. However, the quality of care review report is short on evaluation in parts. This includes the analysis of the opinions of parents, placing authorities and staff, which

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requires improvement

makes it unclear how their views inform service developments. The much needed attention to improve the home‟s physical conditions has not been addressed in a decisive and timely manner. This results in a poor home environment that does not represent a homely and comfortable habitat for young people to live. A member of staff said that the home looked homely about, „Three months ago.‟ The provider is escalating this concern to ensure the home is a place that young people are proud to call their home. Significant events have been notified to the regulator. This enables Ofsted to monitor how the concerns have been addressed. The staff team has developed good working relationships with parents and professional stakeholders. A social worker said, „I feel that we are all able to work together in the best interest of the child.‟

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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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