Children's Home run by Cambian Childcare Limited in Rochdale

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:

 Since the last inspection the previous Registered Manager and her staff acknowledge that the home has experienced a difficult period in managing the challenges and behaviour of the young person they have had in placement. This has caused disruption to the home’s usual routine. It resulted in the home serving a seven day notice on the placement, and the young person moving to an unplanned and insecure temporary situation. This has not promoted positive outcomes for that young person.

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The children's home provision requires improvement because:

 Unresolved tensions in the relationship with the young person’s placing authority have contributed towards problematic care planning for the young person at the end of their placement.

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The children's home provision requires improvement because:

 Managers have not always identified weaknesses in the home and taken timely, decisive and effective action accordingly.

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The children's home provision requires improvement because:

 Despite efforts, staff have been unable to effect sustained and positive change in a number of the young person’s significant risk-taking behaviours such as substance abuse, criminality, anger management and property damage. Interventions have failed to get to the root of these challenging behaviours, and have not assisted him to find alternative ways to manage difficult feelings and find a sense of belonging. Ten months into his placement, matters have escalated to the point that the young person is unsafe in both the home and the community.

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The children's home provision requires improvement because:

 The quality of risk assessment is too variable. It fails to identify clear and detailed risk management strategies in respect of potential sexual exploitation, and to include specific staff guidance about how to manage the young person under the influence of harmful substances. In addition, staff have not had training in the management of substance abuse even though this was a known behaviour for this young person at point of placement.

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The children's home provision requires improvement because:

 On the few occasions the young person has gone missing, there have been no independent return home visits provided. This means he has not been given the opportunity to explore the reasons why he went missing. Consequently, staff have missed opportunities to identify additional risks, including child sexual exploitation, and to use this information to inform practice and support provided.

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The children's home strengths

 Staff have helped the young person make measurable progress in some of his outcomes from his starting point during his time at the home. For example, there was sustained positive change in terms of the young person’s previously high levels of going missing and in behaviour that required restraint.

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The children's home strengths

 Staff work in a non-judgemental way so that the young person has been respected as an individual. Staff are resilient and have showed a great deal of perseverance when managing the young person’s highly challenging and often confrontational behaviour.

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The children's home strengths

 Relationships with local partner agencies are effective. They ensure proactive working together and provided opportunities for the young person to access specialist help and services.

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The children's home strengths

 Monitoring of young people's progress and development is good and the manager now has a better understanding of the strengths of the home and areas for development.

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The children's home strengths

 The manager acted assertively and promptly to address the local agency consensus that the young person was at risk in this placement.

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The children's home strengths

 However some significant shortfalls are identified which have limited the young person’s chances to achieve optimum outcomes. Several requirements and recommendations are therefore raised in order to further drive forward improvement for young people and comply with regulations .

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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

12: 12.—(1) The protection of children standard: The protection of children standard is that children are protected from harm and enabled to keep themselves safe.

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Requirement Due date

(2) In particular, the standard in paragraph (1) requires the registered person to ensure—

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Requirement Due date

(a) that staff— . (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; with specific regard to clearer risk management analysis and strategies, particularly in relation to risk of sexual exploitation, and active monitoring of children believed to have ingested harmful substances. 14/02/2016

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Requirement Due date

12: The protection of children standard: 12.—(1) The protection of children standard is that children are protected from harm and enabled to keep themselves safe.

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Requirement Due date

(2) In particular, the standard in paragraph (1) requires the registered person to ensure—

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Requirement Due date

(a) that staff— (iii) have the skills to identify and act upon signs that a child is at risk of harm; with specific regard to training in the management of substance abuse. 14/02/2016

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Requirement Due date

12: The protection of children standard: 12.—(1) The protection of children standard is that children are protected from harm and enabled to keep themselves safe.

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Requirement Due date

(2) In particular, the standard in paragraph (1) requires the registered person to ensure— 14/02/2016 (a) that staff— v) understand the roles and responsibilities in relation to protecting children that are assigned to them by the registered person; with specific regard to staff adhering at all times to agreed boundaries.

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Requirement Due date

13: The leadership and management standard: 13.—(1) The leadership and management standard is that the registered person enables, inspires and leads a culture in relation to the children's home that—

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Requirement Due date

(a) helps children aspire to fulfil their potential; and . (b) promotes their welfare. . (2) In particular, the standard in paragraph (1) requires the registered person to—

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Requirement Due date

(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 home's statement of purpose; with specific regard to consistent delivery of agreed management strategies through the first line management arrangements in the home. 14/02/2016

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Requirement Due date

16: Statement of purpose: The registered person must compile in relation to the children's home a statement ("the statement of purpose") which covers the matters listed in Schedule 1. The registered person must ensure that the home is at all times conducted in a manner which is consistent with its statement of purpose (Regulation 16 (1) (5)) 14/02/2016

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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

 It is crucial that the home works in close partnership with all those who play a role in protecting and caring for the child, but particularly the child's local authority and statutory social worker. It is of crucial importance to develop a strong working relationship between the home and the authority with parental responsibility for a child placed there. (The Guide, page 11, paragraphs 2.3 and 2.5)

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Recommendations

 When a child is found after going missing, they must be offered an independent return interview. Independent return interviews provide an opportunity to uncover information that can help protect children from the risk of going missing again, from risks they may have been exposed to while missing or from risk factors in their home. (Statutory Guidance on children who run away or go missing from home or care, January 2014, page 14, paragraph 31)

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Information about this children's home

The home is dual registered as a school and a children’s home for up to one young person 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

25/03/2015 CH - Interim declined in effectiveness

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Recent inspection history

19/11/2013 CH - Interim Satisfactory Progress

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requires improvement

Staff have tried to help the young person build trusted and secure relationships with them. However it is clear that there were some challenges with this. At times, dynamics in the staff team meant that the young person was able to unhelpfully split the staff team so that consistency around boundaries was compromised. This did not promote effective behaviour management. Relationships between staff and the young person fluctuated considerably on a day-to-day basis, and, towards the end of the placement, the young person became increasingly resistant to positive engagement with staff. This was reflected in his resistance to structured work with him and in the significant damage he caused in the home. He did however manage to sustain a good relationship with his keyworker. This enabled that worker to have a number of useful conversations with the young person to try to influence his behaviour positively. For example, his keyworker was proactive in helping the

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requires improvement

young person understand the impact of his occasionally racist comments.

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requires improvement

There is a mixed picture in terms of actual progress and experiences for the young person who has been living in this home since the last inspection. It is clear that he needed meaningful engagement with specialist services in relation to diagnosed behaviour difficulties, anger management and substance abuse. Although these services were arranged by staff for the young person, staff were unable to obtain his cooperation with them. As a result, he made little sustained progress in these areas and remained unable to take ownership of his behaviour. He remained resistant to most forms of structured work with him, including work around his offending behaviour towards the end of his placement. Consequently, the young person was often unable to manage difficult feelings constructively, and progress in relation to anti-social behaviour and emotional literacy was limited. As his independent reviewing officer commented: ‘I’ve got to be honest. It hasn’t been a

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requires improvement

brilliant experience for this young person. I know he is a challenge and not an easy young person to care for. He is very complex but it is why he was placed there. It’s difficult to know what progress he actually made. It’s very disappointing. It was initially positive at the beginning but I don’t feel he made any real progress, especially educationally. He was occupied educationally for two days a week but only made minimal progress in this.’ This is likely to have an adverse effect on his future social and economic chances in life. Unfortunately, the choices he made in the home have had a detrimental effect on his ability to make the most of the opportunities available to him, despite appropriate efforts by staff. That said, some small steps were achieved with him in relation to acquisition of practical skills and improvements in personal hygiene. Staff worked effectively to motivate the young person in some aspects of his

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requires improvement

education. They tried to address his education needs creatively and broadly. This was achieved through careful work with relevant education professionals such as the Virtual Head. However, there were clear peaks and troughs in the young person’s access to, and engagement with, his education package. He engaged well with the vocational aspect of the education provision but this was not made available to him until seven months into his placement. Towards the end of his placement, he would only get out of bed at a reasonable time for this external aspect of his education. As his social worker confirmed: ‘His education never really got off the ground. There was a lot of frustration around the plan of getting the young person to go to the mechanics course. It was very delayed and I think it could have been facilitated sooner. The young person did make some progress when he started it.’ However, overall his attendance in education was only 31%.

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requires improvement

This does not represent good progress, although it is an improvement from how things were for him when he first came to this placement. Efforts were made by staff to try to get to the roots of the young person’s disaffection with education. They arranged for him to see an education psychologist but he refused to go. This meant that important assessments in terms of dyslexia and levels of attainment never happened. As his head teacher commented: ‘He opposed education. Tutors came into the home on a daily basis and staff did their best to encourage him but with very limited results.’ The young person was encouraged to live a reasonably healthy lifestyle but did not always provide his full cooperation with this. He was supported to access a wide range of physical exercise such as skiing and rock climbing. Efforts were made by staff to encourage him to attend to his health needs but he often refused to

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requires improvement

engage. He was resistant to specialist health appointments and to dental treatment despite persistent staff encouragement. He refused to engage with work in respect of his emotional health, and consequently remained a very angry and upset young person. He continued to smoke and use cannabis. Specialist help was made available to help him to think about his choices in relation to his substance abuse but again staff were not able to motivate his cooperation with this, so any positive impact was negligible.

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requires improvement

Successful efforts were made at early stages in the placement to help the young person acquire some independent living skills in respect of meal planning, budgeting, shopping, cooking, self-care skills and independent travel on public transport. As his head teacher said: ‘I saw staff bringing him out of himself more and doing things with him such as his independence work and help with his hygiene. I think they were meeting his basic needs.’ The young person did well in this respect initially but then regressed towards the end of the placement. This limits his ability to live independently in the future.

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requires improvement

Staff helped the young person to understand his care plan and ensured that he had appropriate advocate support. He was helped to understand the complaints procedure and to know his rights and entitlements. Staff encouraged him to participate in day to day decisions in the home in respect of meals, activities and choice of décor so that he knew his views mattered. He was encouraged to enjoy a wide range of social, educational and recreational opportunities both inside and outside the home. Staff achieved some success in getting him involved in pursuits such as go karting. All his achievements were celebrated and appropriately rewarded to bolster his sense of self-esteem. Staff ensured these positive memories were kept alive through photographs in his scrapbook. That said, the young person showed limited engagement with positive activities and staff report that he preferred to stay in his bedroom.

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requires improvement

Staff maintained close links with the young person’s parent to ensure they were kept informed of his well-being and progress. They supported contact arrangements well, especially as the young person was living a long way from home. His mother was very positive about the support that she received from staff and praised them for all their efforts with her son even though his placement had to be terminated at short notice: ‘I know it’s been a difficult time for everyone involved and fully understand the reasons for the notice. I would like to give you a huge thank you for the high level of support you have given me while my son has been with you. I think that the home has communicated very well with me and their support to me has been fantastic. It’s been much appreciated.’

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requires improvement

Staff worked hard to try to keep the young person safe and to help him to think about the choices he made. However, ultimately it became apparent that he was not safe in the community, and was increasingly unsafe in the home because of the dangerous links he had established in the local area. This means that those efforts to protect him from damaging experiences in the community were not effective. He caused lots of property damage in the home which resulted in an extended youth offending order with conditions. However, towards the end of his placement, staff were unable to motivate him to be compliant with this order despite two formal warnings. The young person came to the home with already established high levels of risk- taking behaviours in respect of substance abuse, going missing, property damage and anger management. Risk assessments undertaken by staff were detailed in respect of how those risks evolved over the duration of the placement. However,

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requires improvement

the actual risk management strategies were quite variable in content and did not always provide clear and easily-accessible guidance to staff to promote a strong and consistent response. This is particularly crucial for bank and relief staff who have been used during the young person’s placement. The risk assessments also lacked recognition and guidance about the young person’s potential risk of sexual exploitation given his known approaches to strangers to acquire drugs and cigarettes. In addition, the risk management strategy in respect of drugs and ingestion of drugs did not include instructions to staff to actively monitor the young person’s welfare when he was under the influence of substances. Overall this did not enable the young person to become increasingly safe. Staff worked well with other agencies such as police, youth offending services, the local authority designated person and specialist substance abuse agencies to try to

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requires improvement

manage the young person’s risk-taking and safety concerns. They thus ensured that help and support was available to help him to develop self-regulatory and preservation skills. However, they were unable to get him to engage effectively with that support, and they therefore achieved few positive outcomes. As the young person’s substance abuse worker commented: ‘I wasn’t able to achieve much progress with him as he refused to engage with anything. Staff tried to de- escalate him when he lost his temper but his aggression and anger got worse and worse as time went on. He had boundaries here but he ignored them. He simply wouldn’t comply and staff couldn’t influence him to do so.’ Risk-taking behaviour in relation to property damage, substance abuse, aggression and criminality increased to the point that the young person was considered to be unsafe in the home and local community.’ That said, there were some indicators that the young

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requires improvement

person’s risk-taking behaviours reduced in relation to the frequency of his missing from home episodes, and in the need for him to be restrained, but not to the extent of amounting to good progress in terms of his overall outcomes.

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requires improvement

Staff put strategies in place to promote the young person’s positive behaviour but they had limited effectiveness. They did not succeed in developing the young person’s sense of personal responsibility. On occasions, boundaries were not always consistently applied by staff, including by staff in positions of management. This meant poor role modelling, lack of structure and a consequent negative impact on staff morale and performance. However, once this was recognised by the Registered Manager, she took assertive action to improve the situation. In the latter part of the young person’s placement, efforts were consistently made by staff to implement agreed boundaries and routine but matters had escalated too far by then for them to have a discernibly positive effect. Opinions between the provider and the placing authority are divided on this matter. The independent reviewing officer commented: ‘A lot of what’s gone on in the home has been about

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requires improvement

appeasing the young person and keeping him happy. Challenge of his behaviours got better in recent months, but too little too late in my view. They considered eventually that they couldn’t keep him safe. I don’t think the provider held the risk very well.’ The provider considers this to be an overly pessimistic view. However, the bottom line is that the home was unable finally to keep this young person safe. Staff took all reasonable steps to anticipate and manage the rare occasions when the young person chose to go missing from the home. They followed procedures and guidance appropriately to ensure his swift return. The home developed close working relationships with community police to locate the young person and promote his safety and well-being on these occasions through well-coordinated responses. However, there were no independent return interviews conducted on his return. This means that opportunities were missed to identify and deal with any

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requires improvement

harm he may have suffered either before he ran away or while he was missing, and to understand and address the reasons for running away. These interviews are crucial to help young people understand that they have options and to provide them with information on how to stay safe if they run away again. There is good evidence of close working together with the police in relation to risks to the young person in the community. Staff sought and obtained clarification from the police about the extent of the developing risk to the young person from local gangs, and weapon-carrying, due to possible drug debts of thousands of pounds. Staff were proactive in obtaining number plates of suspicious cars so that the police could make appropriate checks and interventions. This information also informed the Registered Manager’s appropriate decision to serve notice on the young person’s placement given the perceived level of escalating risk.

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requires improvement

Staff demonstrate sound knowledge of safeguarding procedures and what to do in the event of a child protection concern. They are clearly conscientious and tried to ensure that the young person’s welfare was promoted at all times. They acted responsibly and always conveyed to him the importance of making the right choices to keep himself safe, albeit with limited positive impact. However, they did not have training in the recognition and management of substance abuse. This means they were not fully equipped with the skills they needed to understand and manage some of the known needs of this young person. The home has sound recruitment practices in place to ensure that only adults who are deemed suitable to work with young people are employed. It is good practice that managers now take responsibility for signing off all recruitment files so that they ensure that all the appropriate checks have been completed. All allegations

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requires improvement

against staff are taken seriously and dealt with in appropriate consultation with the local authority. Records of investigations are kept in accordance with statutory guidance. This demonstrates that concerns about young people's safety or well- being are taken seriously and thoroughly investigated to a satisfactory outcome in collaboration with the relevant safeguarding agencies. All visitors to the home are appropriately checked on arrival and have their details recorded in the visitors’ book. This helps to make sure that young people are not exposed to adults who may do them harm. Judgement grade

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good

During the timeframe of this inspection, the home has been managed by a suitably experienced Registered Manager who has almost completed her professional leadership qualification. However, she has recently resigned and a new manager has been appointed. This individual is undertaking the full manager role for the first time and has applied to become the Registered Manager. She has suitable previous management experience and has just enrolled onto her leadership and management professional qualification. She manages two other homes in the local area in addition to this one. In these circumstances, effective daily oversight of all three homes by the Registered Manager is only achievable with a strong first line manager presence in each home. In this home that role is currently undertaken by a person who is also new to the management role. The new manager has had a good initial transition into the role supported by the previous Registered Manager.

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good

Nonetheless, it is likely to be a testing time for the stability of the home while each individual grows into their role. The provider has recognised this vulnerability and has ensured strong senior managerial oversight and a good, detailed induction process for the new manager to prepare and support her in the role. The new manager demonstrates an organised approach to learning about the requirements of the role and voices a real commitment to promote positive outcomes for young people.

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good

There is clear evidence that the Registered Manager has prioritised and championed the young person’s needs in the running of the home. She has established detailed tracking mechanisms to monitor his progress. This has included holding regular professionals meetings with associated professionals and taking action when she has felt that they could no longer keep the young person safe. That monitoring confirms that there have been a number of areas of the young person’s development where the home has been unable to assist him in making meaningful and sustained positive progress. The Registered Manager has completed a competent six month review of the home’s performance which uses feedback from the young person and staff to inform the analysis. It supports the drive for continual improvement. Quality assurance processes in the home are assisted by regular independent visitor reports that provide useful critical friend

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good

feedback. Staff use these reports as a guidance tool. Most of the requirements from the interim inspection have been met – with the exception of issues in relation to risk management planning. The Registered Manager has been proactive in pushing appropriately for the emergent serious safeguarding needs of the young person to be recognised by his placing authority towards the end of his placement. She was able to be professionally assertive and exercise personal effectiveness in the face of quite a fractured relationship with the placing authority. This led to appropriate steps finally being taken to remove the young person from the local area, albeit to a temporary and insecure placement back home. Although it was right to escalate her concerns, with the support of local agencies, it is unfortunate that the timescale given by the provider did not enable the placing authority to find a suitable alternative placement in time.

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good

Managers currently have a sound understanding of the strengths and weaknesses of the home. However, the Registered Manager did not grasp some issues of concern about a previous more junior manager decisively enough when they were initially flagged by the placing authority earlier in the year. Similar concerns needed to be raised again in a different context a few months later before they were then effectively addressed. As a result, a new first line manager was finally brought in. This lack of robust intervention contributed towards inconsistent application of boundaries by staff and provided poor role modelling for staff. It created a situation where some staff felt disempowered as the young person was allowed to form an almost exclusive relationship with that junior manager. This did not represent strong and resolute management at the time.

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good

The current staff team is stable. Half the staff team are suitably qualified and the remaining staff are in process of obtaining their professional qualifications. The placing authority continue to voice their valid concern that some new staff have had no previous relevant experience, and that this inhibits their effectiveness in managing the inevitably complex needs of young people placed in this solo placement home. However, staff receive regular supervision and report that they feel well supported to carry out their roles. Performance is appraised annually and induction processes are suitably thorough. Performance concerns are generally addressed robustly – with the caveat in relation to the previous junior manager. Training was provided to help staff understand the specific needs of the young person they were caring for – though again with the exception of the substance abuse training. For example, staff received diagnosis-specific training with the

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good

provider’s psychologist and had on-going support from this professional in relation to behaviour management strategies. This helped staff to understand the meaning of the young person’s behaviour and to think creatively about how best to address it. As the placing authority social worker confirmed: ‘The provider brought in specialist training to enhance the staff’s approach to the young person.’ Staff have established strong professional relationships with local partner agencies and with the young person’s family. However, the home has been unable to achieve a consistently positive and effective working together relationship with the young person’s placing authority. There are clear unresolved tensions in their expectations of each other, and this is evident in the communication between them. It appears to be a reciprocal issue which has contributed towards a poor final outcome for the young person. After the placing authority social worker and

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good

team manager raised concerns about the quality of care earlier in the year, the placing authority commissioners came out to complete an audit of the home. This concluded positively and one of the commissioners commented: ‘Organised systems and friendly, knowledgeable staff.’ However, those professional tensions with the placing authority social work team continued and finally resulted in the relatively unplanned, conflicted ending of the young person’s placement. He had to move on a temporary basis back to his family home, with subsequent high anxiety for him and his family, and potential risk for his siblings. It means that he was therefore not receiving the appropriate level of support that he needed despite the agreement that staff from the home would continue to provide some support in the family home for a further week.

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good

The home strives to meet the aims and objectives as set out in its Statement of Purpose. However, this document must be kept up-to-date to reflect the current management arrangements. It also needs to ensure that comments within it are not potentially misleading as this document enables placing authorities to have information about the home and the services provided to meet individual needs of young people. Consistent efforts have been made to maintain the physical environment of the home to an acceptable standard in the face of a high level of on-going damage inflicted by the young person. The manager took prompt action to address all required repairs in a timely way.

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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

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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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