Children's home run by Crystal Care Solutions Limited in Cheshire East

Good

The children's home provides effective services that meet the requirements for good.

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The children's home provision is good because:

The children's home provision is good because:  The manager and staff effectively safeguard young people and the public from the risks associated with sexually harmful behaviour.  Risk management is robust and young people do not going missing as they have in previous placements.  Effective safeguarding keeps young people and others safe from child sexual exploitation.  Managers and staff are proactive in finding and effectively working with a range of agencies. Young people are safer, better educated and healthier as they and staff engage with therapeutic agencies, education services, police, the local authority designated safeguarding officer and social workers.  Changes in management impact well on the running of the home and outcomes for young people. While the new manager is not yet registered; he drives significant and strategic improvement throughout the service. Professionals identify good improvements in the home and say ‘There is light years difference

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The children's home provision is good because:

between now and before.’  The manager and staff have a sound understanding of policies and procedures in the home. Stripping back staff practice and going back to basics streamlines recording processes.  Focused and specialist training equips staff to work with young people who present sexually harmful behaviours. They also maintain a clear child focus and nurturing environment for young people to grow up in.  The manager is forward thinking and outward looking. Research and child focused approaches ensure child care and safeguarding is contemporary and reflective of the changing social care landscape.  This service has met all the statutory requirements and recommendations for the previous inspection.  There are some areas for development. These relate to fire safety, new referral and assessment process and the occasional lack of communication with education services.

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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: The protection of children standard:

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Requirement Due date

In order to meet the protection of children standard, with respect to liaising with the fire and rescue service about the change of the third floor bedroom, to ensure that children are protected from harm and enabled to keep themselves safe the registered person must ensure —

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Requirement Due date

(d) that the premises used for the purposes of the home are designed, furnished and maintained so as to protect each child from avoidable hazards to the child’s health. 28/03/2016

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Recommendations

To improve the quality and standards of care further the service should take account of the following recommendation(s):  Promote proactive relationships with appropriate schools and educational support services. This is with particular regard to making regular contact with young people's schools when outcomes are going well and not just when young people experience challenges. (The Guide to the Quality Standards, page 27, paragraph 5.7)

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Recommendations

 Accept placements for children only where the manager and staff are satisfied that the home can respond effectively to the child's assessed needs as recorded in the child's relevant plans and where they have fully considered the impact that the placement will have on the existing group of children. This is with particular regard to recording and responding to the views of agencies, who specialise in managing young people with sexually harmful behaviours, as part of the risk and compatibility assessments. (The Guide to the Quality Standards, page 56, paragraph 11.4)

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Information about this children's home

This is a privately owned home. It is registered to care for up to three young people with emotional and behavioural difficulties. The home specialises in caring for young people who display sexually harmful behaviours.

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Recent inspection history

Inspection date Inspection type Inspection judgement

p.5

good

Young people make progress and move forward during their placements; they become more focused on and work towards their plans for the future.

p.6

good

Staff are very effective in building relationships. Young people have a strong identity with their key workers and staff. As a result they grow in confidence, self- esteem and improve their inter-personal skills. For example, young people are more able to see viewpoints of others and more skilled in getting their own point across without swearing.

p.6

good

Individualised day-to-day staff practice means young people quickly feel safe and valued. Regular discussion with social workers and review of young people’s progress identifies clear strengths in the operation of the home. Such outcomes are now integral to young people’s wishes to remain at the home until they move onto independent living.

p.6

good

Staff respond well to the challenges of supporting young people in education. Young people are proud of their re-engagement with college. However, a lack of routine contact between the manager and college leaders has resulted in some confusion about meetings. This in turn has left young people without clear plans about their assessment of educational needs.

p.6

good

Going out for a meal at the end of the school week is a great motivator and part of a range of activities young people try and enjoy since arriving at the home. Staff also use days off from college as an opportunity for young people to develop knowledge and skills about being more independent.

p.6

good

Young people enjoy planning meals, making shopping lists and going out to the shops with staff. They are proud they can cook and help around the house. A young person welcomes the plans to swap bedrooms. Being located on the third floor will give a greater sense of independence and more self-contained with an en-suite bathroom. Decorating and measuring up for new furniture combines practicing maths skills and learning to prepare for independent life. However, plans to swap the bedroom have not been checked out with the fire safety service.

p.6

good

Bespoke incentive programmes have a good impact on young people. They enjoy treats, work hard for weekly incentives and look to long term saving. For example, the focus on a new games console motivates a young person to maintain their positive behaviour and achieve their goals. Social workers and other professionals are very satisfied with the service. Their comments include: ‘I feel reassured – they never have a knee-jerk reaction to the young person. They have good relationships at the home. The staff work well with the young person and work well with the family.’

p.6

good

Young people very much enjoy and comment about the homely atmosphere in the house. Refurbishment to the parts of the main fabric of the house, redecoration and furnishings mean young people live in a well-maintained, creatively decorated and comfortable environment.

p.7

good

Young people’s health improves due a good diet and encouragement to enjoy a range of activities and exercise. Young people’s awareness about the risks of smoking impacts on the smoking habits of the staff. They give staff lectures about the dangers of smoking. This level of concern not only identifies good health awareness but also demonstrates the good attachments that young people build with the staff.

p.7

good

The manager and staff have good knowledge about a range of agencies for help with physical, emotional and mental health. Young people re-engage with therapeutic services since coming to the home. Greater confidence and trust in staff contribute to their drive to explore the reasons for sexually harmful behaviours, a greater understanding of their growing up and coping strategies to keep themselves and others safe.

p.7

good

While there are no current concerns about drug use; the manager and staff have access to good information, training and advice with local drugs support agencies. Knowledge about mental health agencies in the locality also equip staff to respond to the needs of young people.

p.7

good

Consultation and young people’s participation is a developing strength. The day-to- day rapport between staff and young people ensures everyone chats about the running of the home and weekly plans for young people. They develop a good sense of personal determination and self-confidence. Young people routinely talk about their concerns, make arrangements for shopping and activities and spend good quality one-to-one with staff. Judgement grade

p.7

good

Good communication with placing authority social workers and the host authority safeguarding children team means child protection concerns are dealt with effectively. Updated safeguarding training for staff mean all staff understand their roles and responsibilities in keeping young people safe.

p.8

good

Young people understand their right to complain and the manager’s response includes swift referral to placing social workers and the local safeguarding children team as required. Young people have a good sense of safety because their concerns are taken seriously.

p.8

good

Risk management is a key part of the care and safeguarding framework. Strategies for risks such as missing from care, self-harm, sexually harmful behaviours, levels of aggression and emotional fragility all dovetail into comprehensive behaviour management plans. Good insight into young people’s backgrounds and history enables effective risk management. For example, strategies are in place to support young people with self-injurious behaviours even though they have not displayed these behaviours since coming to the home.

p.8

good

Good partnership working between the manager, staff, police and placing social workers means young people receive very clear messages and structures for their safety and this includes family contact. Risk and behaviour management is extremely well mapped out in young people’s plans. Staff have good insight into triggers and the significant risks young people present. Robust protocols for going missing and sexually harmful behaviours; include immediate response by the police to promote public safety.

p.8

good

Targeting individual risks and providing personal and meaningful strategies are integral to the success in supporting young people with complex and sometimes dangerous behaviours. Triggers for going missing are effectively assessed. Staff understand young people’s profiles and can therefore pre-empt going missing behaviours. Young people break previous patterns of going missing since living at this home. Good practical risk management and strong boundaries for internet use and social networking protect young people. They develop a stronger awareness of safe and trusted use of the internet.

p.8

good

Staff work alongside young people to draw up bespoke and creative strategies. For example, young people can now intervene and regulate some of their own behaviours. They know asking to go for a drive, listening to music or having a warm bath helps them calm down. They also identify that talking things through helps them remain calm and better understand their own emotional and behavioural challenges. Newly developed recording process for incidents and use of disciplinary measures gives a strong sense of accountability to staff practice and how they write about incidents. This robust approach exemplifies how seriously the staff team take the use of physical intervention to keep young people safe. There have been no incidents of physical restraint since the last inspection. This is a marked difference and improvement in how young people’s behaviour has been managed in previous placements.

p.8

good

Recruitment procedures include all the relevant background checks and promote the safety of young people.

p.9

good

Health and safety monitoring ensures young people are safe. Regular fire drills and checks make sure young people are clear about what to do in an emergency.

p.9

good

The manager’s application to register is in process at the time of this inspection.

p.9

good

He brings experience of working with young people with sexually harmful behaviours and a suitable Level 5 Diploma management qualification to the post.

p.9

good

The manager had made significant changes and improvements since coming to the post. He leads a staff team who have been re-trained and systematically versed in the policies, procedures and administrative processes in the home.

p.9

good

All the requirements and recommendations from the previous inspection are met. The care planning and safeguarding frameworks are much improved. New décor and furnishings provide a homely environment. Partnership working with education providers is also improved and young people have good education attendance. Knowledge of and access to a range of health agencies for physical, mental and substance use now support young people’s health needs.

p.9

good

The manager does not want to repeat the previous shortfalls in the matching process at this service. With this priority in mind he has developed a comprehensive referral and planning document in order to assess and monitor the compatibility of young people wishing to come to live at this home.

p.9

good

The manager and staff identify the dynamics and compatibility of group living as a key focus for the continued stability and success of this service. However the current referral and compatibility recording format does not take account of the role of other agencies. For example, there is no section to evidence collaborative work with, and viewpoints of, the police and the therapeutic agency which are integral to maintaining the safety of young people and the public.

p.9

good

Staff note a marked improvement in the management and operation of the home. The manager’s attempts to take staff knowledge back to basics is clearly successful. Staff comments include; ‘the home is more organised, more up to date. Know what we are doing. Manager has put things in place and explained them to us. Set up a brilliant file for paperwork guidance. Really clear and how to write them. Better understanding of what and why we have to write.’

p.10

good

The manager and staff team are confident and determined in fulfilling the service’s statement of purpose. They demonstrate an in-depth insight into the individual needs and the underlying reasons for behaviour and emotional fragility. This skill- set facilitates effective assessment and bespoke care planning. The safeguarding and well-being of young people remain the central focus for the whole staff team.

p.10

good

Current staffing levels meet the current occupancy in the home. The manager is due to recruit and holds consistency of staffing high on his list of priorities. Effective monitoring contributes to the manager’s awareness to ensure staffing arrangements can respond to complexity and changing needs of young people. For example, gender balances and the robust risk assessment of lone working in the home.

p.10

good

Currently staffing is stable with a cohesive team and provides young people with a good sense of permanency. Staff say ‘consistency from staff is a priority’. Young people like having the same staff and say, ‘I need consistency and that is what I get here.’ Some staff are building on their experience by completing their Level 3 qualification in caring for young people. Others are qualified and experienced. They feel well managed with clear boundaries for their practice. Staff expect to be picked-up on their practice and also believe they can put forward their views due to the approachability of the manager.

p.10

good

Staff are very positive about the support and development they receive from the manager. Regular supervision and team meetings enable them to renew and reflect on their practice. Their commitment and competency is clear to see in the good progress and experiences of young people living at the home.

p.10

good

Staff are clear about their roles and responsibilities and effective monitoring ensures the good quality of care at this home is robustly scrutinised. The manager and staff are quick and keen to address shortfalls and hold high levels of pride and enthusiasm in the on-going improvement in the home.

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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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