Children's home run by East Sussex County Council in Lewes

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:

 The leadership and management of this service is inadequate. The Registered Manager fails to use monitoring systems to effectively identify strengths and weaknesses. As a result, there are multiple shortfalls in the organisation of the home.  There are areas for improvement within the supervision, appraisal, and induction of staff. This includes relief workers who often work outside of direct management hours and observation. Relief workers’ performance is not appraised annually.  The use of relief workers is high. This compromises the continuity of staffing. Young people feel there are too many relief workers. The Registered Manager does not have a clear workforce plan to demonstrate how staffing levels are calculated and monitored.  Risk assessments and care plans fail to clearly state what risks are present for young people, and what actions staff should take.  The statement of purpose describes in very generic terms what it aims to

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because:

achieve and how. It does not reflect the rationale for a single sex home.  Guidance for staff about maintaining good professional boundaries is not comprehensive. Relevant information that is available is captured across a variety of documents. This makes it difficult for staff to refer to.  Staff do not have a residential lone working policy to follow. Assessments do not take place to identify risks when a member of staff is working alone with young people during a shift. This risks inconsistent practice by staff.  Recruitment practice requires improvement. Staff from the local authority who request to undertake additional ‘relief work’ hours within the home do not undergo additional checks around their suitability for such a role.  Key working meetings are reactive, rather than planned. Key working records fail to demonstrate how the sessions link to young people’s individual care plans.

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The children's home strengths

 Young people are well-prepared when moving on. Structured outreach work takes place after young people leave. This is effective at supporting young people through change and increases likelihood of stability in the new placement.  The individual educational needs of young people are identified and met. Staff work positively with the virtual schools team. They promote learning within the home and as a result young people’s academic outcomes are improved.

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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

6: The quality and purpose of care standard:

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Requirement Due date

In order to meet the quality and purpose standard, with particular reference to key working, the registered person must ensure that staff:

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Requirement Due date

(2) (b) (iv) provide personalised care that meets each child's needs, as recorded in the child's relevant plans, taking account of the child's background 07/12/2015

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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, the registered person must ensure that staff:

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Requirement Due date

(2) (a) (i) assess whether each child is at risk of harm, taking into account information in the child's relevant plans, and, if necessary, make arrangements to reduce the risk of any harm to the child; (v) understand the roles and responsibilities in relation to protecting children that are assigned to them by the registered person 07/12/2015

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Requirement Due date

13: The leadership and management standard:

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Requirement Due date

In order to meet the leadership and management standard, the standard requires the registered person to:

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Requirement Due date

(2) (e) ensure that the home's workforce provides continuity of care to each child; (h) use monitoring and review systems to make continuous improvements in the quality of care provided in the home 07/12/2015 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, with specific regard to describing in more detail the outcomes the home seeks to achieve and its approach in achieving them. (Regulation 16(1)) 07/12/2015

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Requirement Due date

The registered person may only employ an individual, specifically in relation to relief staff, to work at the children's home; if the individual satisfies the requirements in paragraph (3).

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Requirement Due date

(3) The requirements are that— (a) the individual is of integrity and good character; (b) the individual has the appropriate experience, qualification and skills for the work that the individual is to perform; (c) the individual is mentally and physically fit for the purposes of the work that the individual is to perform; and (d) full and satisfactory information is available in relation to the individual in respect of each of the matters in Schedule 2. (Regulation 32(2)(a)(3)(a-d)) 07/12/2015

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Requirement Due date

The registered person must ensure that each employee completes an appropriate induction; and provide each employee with a job description outlining the employee's responsibilities. (Regulation 33(1)(a)(c))

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Requirement Due date

The registered person must ensure that all employees receive practice-related supervision by a person with appropriate experience; and have their performance and fitness to perform their roles appraised at least once every year. (Regulation 334)(b)(c)) 07/12/2015

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Recommendations

To improve the quality and standards of care further the service should take account of the following recommendation(s):  Ensure there is a workforce plan which can fulfil the workforce related requirements of regulation 16, schedule 1 (paragraphs 19 and 20) (The Guide to the Quality Standards, page 53, paragraph 10.8)

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Recommendations

 Ensure that if it is likely that there might only be one member of staff on duty at any time the manager makes a formal assessment of the implications for children's care, including any likely risks. This assessment should be recorded. (The Guide to the Quality Standards, page 54, paragraph 10.18)

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Information about this children's home

This children’s home provides care and accommodation for up to four children with emotional and behavioural needs. The home is registered to provide single sex occupancy. This home is managed and run by a local authority.

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Information about this children's home

Inspectors were aware during this inspection that a serious allegation was being investigated by the appropriate authorities. While Ofsted does not have the power to investigate allegations of this kind, actions taken by the setting in response to the allegation were considered alongside the other evidence available at the time of the inspection to inform the inspectors’ judgements.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

12/03/2015 Interim Sustained effectiveness

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Requires improvement

Young people speak positively about living in the home. They say ‘staff are nice’ and ‘staff try to help me, and do help me’. Residents meetings allow the young people regular opportunity to share their views about matters such as the menus and activities. Complaints made by young people are responded to seriously.

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Requires improvement

Since May 2015, 13 different relief or agency staff have worked in the home. Young people feel that there are too many relief staff and say, ‘I want permanent staff, not different people all the time. I want to feel at home with familiar staff’. The continuity of care is compromised by the high use of sessional staff in the home.

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Requires improvement

Educational outcomes for young people are improved while living at this home. Following a period of non-attendance at school, prior to placement at this home, one young person is back in full-time education and recently passed a music exam. Other young people engage well with tuition services while a suitable educational placement is actively sought. An education professional commented ‘staff always contact me to discuss any issue connected with education and as to how they can support the young people to be aspirational. The staff support visits to university, attend parents/carers evenings, always attend personal education plans (EPs) and welcome any additional tuition in the home’.

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Requires improvement

Opportunities for young people to actively engage in the local community are wide. Staff facilitate activities such as horse riding, bowling and cinema trips. Some young people took part in a house holiday. This provides them with opportunity to visit new places and try new experiences. A family member said ‘I feel [child] has improved greatly since going to this children’s home. They have had two lovely holidays which would not have happened otherwise’. Healthy living is promoted through gym sessions, swimming and regular exercise in the local area.

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Requires improvement

A strength of the service is how well young people are prepared to move onto their next placement, which may be supported lodgings. Young people undertake simple household tasks assisting in the day to day running of the home. Through these they learn age-appropriate life skills. A family member commented ‘it is very clean and has a relaxing sort of atmosphere. Everyone does chores and helps each other. More like a normal family home should be’. Through looking after a small pet, young people learn about responsibility and commitment. When young people move on, they receive good support. This helps lessen any anxiety and supports the stability of their new home. Contact arrangements are well-facilitated and supervised by staff as required. Careful planning supports young people to rebuild relationships with family members. Some young people successfully move back to live with their family. Individual young people’s health needs are met. Young people are supported and

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Requires improvement

encouraged to access services such as child and adolescent mental health service (CAMHS), the sexual nurse, and substance misuse team but their level of engagement is mixed.

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Requires improvement

Individual time for staff to meet young people is now scheduled on rotas. This shows that young people are afforded time with staff on a regular basis to share feelings. Although planned sessions are infrequent. These sessions are recorded but the discussions are often reactive conversations following serious events. Key working systems are not linked to young people’s care plans therefore their individual needs are not regularly addressed.

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Requires improvement

Weaknesses identified within safeguarding arrangements, and in regard to management failings, impact on young people’s experiences as there are shortfalls in staff practice and oversight across a wide range of areas.

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Requires improvement

Allegations or suspicions of harm are shared with the relevant safeguarding agencies. The Registered Manager attends strategy discussions and professionals meetings ensuring she is kept up to date with any on-going investigations or follow up work. Relationships between the Registered Manager and external agencies are strong. One professional commented ‘staff work well as a team and are keen on taking a multi-agency approach so all can work together to keep the young people safe’.

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Requires improvement

The quality of risk assessments relating to young people’s risk taking behaviours is poor. Risk assessments do not clearly identify what the actual risks are for individual young people and the strategies to mitigate them. Although staff update them regularly, often the ‘suggested strategies for intervention’ remain the same. Staff add chronological updates about specific incidents, rather than evaluating whether current strategies in place remain relevant and effective. Risk assessment training is planned this month for the Registered Manager and deputy, although the impact of this cannot yet be considered in relation to how young people are supported.

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Requires improvement

Records do not indicate that all staff have completed training in order to meet the needs of the children including training in self-harm, child sexual exploitation and substance misuse. Although the Registered Manager reports that training workshops occurs during team meetings these are not recorded. This means that not all staff have up to-date knowledge and skills.

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Requires improvement

In-house care plans also lack clear guidance for staff to follow in relation to achieving targets such as reducing risky behaviours for example missing episodes or substance misuse. Young people’s engagement and understanding of their own assessments and care plans is difficult to ascertain, as their views are not captured.

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Requires improvement

Staff support some young people who have histories of going missing frequently. These young people make very good progress from their starting points and reduce the number of times they place themselves at risk by running away. One young person was previously within a secure accommodation due to their high risk and regular missing episodes. Following a move to this home, this young person ceased this behaviour over nine months. Staff actively search for young people when their whereabouts is unknown. Return interviews consistently take place. They are facilitated through a voluntary organisation, providing young people opportunity to reflect on their time away with an adult independent from the home. These strong internal systems in place, alongside regular management meetings with the local police, successfully supports young people to reduce their missing behaviours.

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Requires improvement

Restraint is rarely used in the home, with only two low-level physical interventions used since the previous inspection. Sanctions are imposed regularly. Records sampled show these are fair and appropriate. Young people are encouraged to, and do, write their views on sanctions given. For example, one young person wrote ‘fair enough’. This supports the Registered Manager in reviewing the measures of control to consider if they are effective and reasonable. Young people engage well with reward systems in place. This promotes positive behaviour.

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Requires improvement

Staff have very limited guidance and procedures to follow in relation to sustaining appropriate professional boundaries within a residential children’s home. This information is spread across a variety of documents. Staff do not have easy access to comprehensive guidance about setting and maintaining professional boundaries with young people with complex and traumatic personal histories. Without this clear guidance there is a risk of inconsistent approaches by staff to building suitable relationships with young people. Additionally, staff may not have the confidence or knowledge to challenge any inappropriate practice they may observe.

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Requires improvement

Despite local authority guidance which states that there should be a team ‘lone working plan’, there is no direction in place to inform staff about safe lone working practice. A working party is in place to write residential lone working procedures. However, there is no draft information available for staff to follow and no lone working risk assessments in place to consider potential risks. There have been no new external staff appointments since the previous inspection. Within the local authority, some members of staff work hours in addition to their substantive posts, as ‘relief’ workers in the home. When staff commence these posts, additional checks and verification to demonstrate that they are safe and suitable adults to work in a residential setting do not take place. This does not demonstrate a robust approach to the vetting of all adults who work in the home.

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Inadequate

The Registered Manager has been registered with Ofsted since August 2012, for two of the authority’s children’s homes. She is a qualified social worker and has achieved the Level 5 Diploma in Leadership and Management for Residential Childcare. Throughout her career, she has had experience of working with looked after children through a variety of social work roles.

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Inadequate

The majority of young people living in the home since the last full inspection have been at risk of child sexual exploitation and have shown some missing from home behaviours. The statement of purpose does not clearly describe how the staff team will work with the young people to support them to become safer. This makes it difficult to ascertain if the home is being run in accordance with its stated aims and objectives. The children’s guide to the home is child-friendly and welcoming.

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Inadequate

Weak internal monitoring and quality assurance systems fail to effectively identify strengths and challenges. For example, monthly checks note how many staff supervisions have taken place but the quality and content of these meetings are not considered. Similarly, for five months the same statement about young people being reluctant to engage in their care plans was repeated without any identified actions to attempt to improve their engagement. Monthly monitoring of rotas failed to identify that some staff were working excessive hours. This risks the effectiveness of staff through tiredness and poor work-life balance. The current monitoring system does not deliver robust and effective monitoring of staff practice and standards.

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Inadequate

At the full inspection in July 2014, supervision processes for relief staff and the practice of relief workers leading shifts were identified shortfalls. Progress was noted at the interim inspection in March 2015 but this has not been sustained. During this inspection 13 shifts between the end of June 2015 and the start of September 2015 were identified as being staffed only by relief workers. This risks inconsistency in practice and the quality of care given to young people. Staff who commence work as a relief worker, or move from another of the local authority’s children’s homes do not receive a formal induction into the statement of purpose of this home. This does not adequately prepare staff to work within this single sex home with young people with histories of exploitation or abuse.

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Inadequate

Supervision systems require significant review. The Registered Manager delegates the task of supervising all the staff members to the current acting deputy. This member of staff has not had any formal supervision training for this vital role. The quality and content of supervision records sampled during the inspection were variable. Not all records are signed. This fails to demonstrate if staff agree with minutes taken and any identified actions. The duration of meetings is not logged. This compromises the Registered Manager’s ability to compare the length of supervisions with written records, ensuring all staff receive good support. Supervisions are not always monthly, contrary to the statement of purpose. In some files there are reasons for the absence logged, in others there is no explanation. The content and action points from supervision records are not always clear. One staff raised repeatedly over a number of supervisions the same

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Inadequate

workload issue. However, records do not demonstrate actions taken to support this individual. These deficits fail to demonstrate a robust supervisory system to ensure standards are met.

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Inadequate

Permanent contracted staff receive an annual appraisal of their practice but relief staff are not subject to the same performance management systems. A small number of relief staff work across a number of the local authority children’s homes and the monitoring of their practice is not coordinated. The local authority has recently set out proposals to tighten the oversight of such staff. This is not yet embedded in practice and therefore cannot be fully evaluated for its effectiveness.

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Inadequate

Job descriptions for relief and permanently contracted staff are exactly the same. They include a description of relief staff mentoring other relief and agency staff to ensure they are aware of key policies such as safeguarding. This is not appropriate and risks unfamiliar staff mentoring other casual staff in crucial aspects of care. Leaders and managers acknowledge that the current job description for relief staff requires review to provide a clearer description of their roles and responsibilities.

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Inadequate

Previously a recommendation was set to ensure all staff completed training in self- harm awareness. In June 2015 four core staff and two regular relief workers completed a relevant course. The last two core team members are booked to attend this training in December 2015. This provides staff with up to date training in this key safe caring topic.

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Inadequate

Training records show that all staff have recently completed medication administration training. However, training records are incomplete. They do not demonstrate which staff have attended substance misuse courses or workshops. This is particularly relevant as young people in the home have admitted using cannabis regularly and are accessing alcohol on occasions. This is another example of weakness in management oversight and planning.

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Inadequate

In May 2015 the annual team plan was due for review, however this review has not yet taken place. Consequently, progress towards the 21 identified targets is difficult to evaluate. Actions listed are generic and are not always allocated to individual persons. They include words such as ‘menus’, or ‘one to one work’, but do not specify clearly what these actions mean for staff in day to day practice. The impact of the team plan in raising the quality of care is minimal. It contains out of date information and has not been reviewed for effectiveness and relevance in seven months.

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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

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Information about this inspection

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Information about this inspection

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Information about this inspection

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