Children's home in Manchester

children and young people since the most recent full inspection

This home was judged Requires improvement at the full inspection. At this interim inspection Ofsted judge that it has sustained effectiveness .

p.2

children and young people since the most recent full inspection

Due to the emergency response and short term nature of the home, young people move in and out of it relatively quickly in most cases. Managers have improved both methodology and systems for gathering information about young people’s needs and interests. There is now improved guidance and planning available to staff, to ensure they effectively welcome and support young people for whom English is not their first language. The manager has also introduced new paperwork which assesses the baseline situation and needs of young people, so that keyworkers and young people can measure their progress more easily. They use this information to work with other professionals to identify suitable next steps that meet young people’s needs. They meet regularly with other residential managers to hear updates about how young people are making progress in their placements. This equips them to predict and prepare for any disruption in young

p.2

children and young people since the most recent full inspection

people’s lives, and to plan supportive alternatives when necessary. Some of the time, young people return to their families, with additional support in place to help them to be successful. Working together in weekly meetings, residential managers assess and match young people’s needs to the resources available, and in many cases this has improved their stability and progressed their plans to be prepared for life in a foster family. This forum also enables managers to challenge drift in the responses of other professionals, such as ensuring education plans are realised for those who have no school place, or challenging social workers to ensure young people have interpreters who speak their own dialect at planning meetings. This enables young people to contribute to their plans. Keyworkers maintain clear records about the actions they are taking to chase other professionals, so that shift changes do not

p.2

children and young people since the most recent full inspection

delay this process. When necessary, managers escalate their concerns about drift to weekly contact meetings with senior managers. Due to unforeseen emergencies, young people may arrive at the home who are not compatible with the group. This causes cycles of unsettled behaviour, with increased risk to staff and young people through dangerous behaviour such as fire setting, assault of staff, and damage to the home. Following requirements and recommendations made at the last inspection, managers have improved their monitoring of records kept about incidents and physical restraint, and complaints and allegations made by young people. Poor recording is identified, and staff are being individually coached and supervised to improve. Shortfalls in staff conduct and effectiveness are analysed and reflected upon, to find ways to develop the quality of care provided. Although this is very much work in progress, the impact of

p.2

children and young people since the most recent full inspection

improved staff supervision is evident in the recently created workforce development plan. It focuses on the skills, knowledge and tools needed for staff to deliver care that is in line with the home’s approach to the positive emotional understanding, care and support of young people. The manager advised that the document will be further improved, to break down steps for success and ensure there are clear time frames identified to prevent drift targets for staff training and development. The home has the local missing from home protocol in place and staff understand their duties in reporting and searching for young people. Clear risk assessments inform staff of the agreed actions to take and highlight any vulnerability of the young person. These comprehensive assessments are immediately updated to reflect any new knowledge about where young people may go or who they may be with. Staff contribute to care planning and strategy meetings, so that intelligence is

p.3

children and young people since the most recent full inspection

shared both with protection professionals, and with prospective carers. Due to the transitional nature of the home, the number of times young people are reported missing fluctuates dependent upon their individual circumstances. Staff help young people to identify motivators to reduce this behaviour, such as engaging them with providing progress reports to potential independent living providers, or working to go home. Other young people are more difficult to engage, and move on to other services more suitable to meet their needs. Young people’s views wishes and feelings are listened and responded to. Since the last inspection, there is a clear audit trail of actions that managers take in response to complaints made by young people. Previous errors in these records have been rectified, with clear conclusions in place. The manager noted that an important element of ensuring closure was to expect social workers to follow up with young

p.3

children and young people since the most recent full inspection

people in their new home. While this is difficult at times, he is persisting, to ensure young people’s views were captured within the home’s records, even though they had moved on. Staff confirm that they now understand not to become involved in resolving complaints against themselves, until managers have fully investigated all concerns raised by young people. This ensures that in future, young people’s complaints will be considered without any influence from those involved. The manager and staff give young people good advice and challenge professionals if they do not agree on decisions made for them. For example, one young person said that she wanted to go into a supported semi-independence accommodation, although there were plans in place for her to move to another children’s home. Staff were advising her of their efforts in setting up discussions with her social worker, and talking to her about the expectations of living independently, so that

p.3

children and young people since the most recent full inspection

she fully understood the implications and responsibilities of her choice. Staff also supported her to receive good health support for the early stages of pregnancy, and to consider the impact of cannabis use, as well as understand the nature of the parenting assessments she will undergo. This means that she will leave in a planned manner with support from the home and other professionals. She said that she valued the support given to her by staff, and liked the way they chatted to her and helped her. The home has a deputy manager who has recently returned from long term absence, and a temporary deputy manager who is also sharing some of the management tasks. This means the manager has been freed to focus on matters such as maintaining good standards of care for young people during senior management discussions about the closure of this home, and potential changes to the emergency support service that is planned to be provided in another property.

p.4

children and young people since the most recent full inspection

The manager seeks to minimise the instability in staffing that is a consequence of the proposed changes, by use of fixed term contracts for agency staff to fill any vacancies and gaps in the rota. Due to an authority-wide service review, staff transfer from one home to another. The manager has improved oversight of those who move to work in his home by setting up a joint supervision prior to the move, with the individual’s current line manager. This enables any staff development needs to be identified prior to their arrival, to reduce the impact on young people. He ensures that any damage to the home is repaired in good time, although bigger projects such as refurbishment of bathrooms has been shelved due to the home’s uncertain future. The impact on young people is further minimised because they are only resident in the home for short periods of time. Staff receive regular supervision and attend monthly staff meetings. Therefore,

p.4

children and young people since the most recent full inspection

they have several opportunities to discuss their practice and developmental opportunities. Young people’s meetings are organised regularly, but young people’s attendance varies according to the group resident at the time. Most often, their views are gathered in one to one discussions with staff, and relate to their futures and plans rather than the conduct of the home because young people see themselves as temporary residents. The manager acknowledged that it is a challenge to review their wishes about the home because the needs of young people, and their length of stay vary so greatly. He asks young people to complete exit questionnaires, but he has not used this information within his home’s development plan. Independent visitors prepare regular reports arising from their visits to the home. They identify clear actions to improve the home arising from their discussions about young people’s plans and their progress. They speak to young people when

p.4

children and young people since the most recent full inspection

this is possible, although frequently young people decline their offer. They do not ensure the reports evaluate the quality and effectiveness of staff actions to ensure the safety and welfare of young people. For example, visitors record the number of episodes of self- harm or missing from home but do not comment upon the actions taken by staff. A recommendation to improve this aspect of their visit has not been met. Senior managers have undertaken to deliver further training and familiarisation of local councillors to improve the quality of their monitoring, and the engagement of young people, but there is no timetable yet in place to achieve this. This limits the capacity of the home to improve within this area.

p.4

Information about this children's home

The children's home operates as an emergency care unit, and is managed by the local authority. It provides short-term care and accommodation for up to five young people of either gender.

p.6

Recent inspection history

Inspection date Inspection type Inspection judgement

p.6

Recent inspection history

27/01/2016 CH - Full Requires improvement

p.6

Recent inspection history

20/02/2015 CH - Interim sustained effectiveness

p.6

Recent inspection history

23/12/2013 CH - Interim Satisfactory Progress

p.6

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.7

Requirement Due date

The independent person, when carrying out a visit, must report their opinion as to whether— (i) children accommodated at the children's home are effectively safeguarded; and (ii) the conduct of the children's home promotes the well-being of the children accommodated there. (The Children’s Homes Regulations 2015, Regulation 44, (4)). 09/05/2016

p.7

Requirement Due date

The registered person must ensure that all actions identified to improve the quality of care in the home reflect when appropriate the views of young people, and are evaluated for effectiveness. (Children’s Homes Regulations 2015, Regulation 45, (2, 3)). 09/05/2016

p.7

What the inspection judgements mean

At the interim inspection we make a judgement on whether the home has improved in effectiveness, sustained effectiveness, or declined in effectiveness since the previous full inspection. This is in line with the Inspection of children's homes: framework for inspection.

p.8

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 focused on the effectiveness of the home and the progress and experiences of children and young people since the most recent full inspection.

p.8

Information about this inspection

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 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.8

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.9

Information about this inspection

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

p.9

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.9

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.9