Children's home run by Arc-HD Services Ltd in Eastleigh

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 home is exceptionally managed by a well-qualified experienced registered manager. He is supported by a strong management team in the home and in the wider organisation. They have a clear understanding of the strengths and areas for further improvement.  Young people make very good progress from their starting points, including progress in education, training and employment. They are well supported in making positive lifestyle choices.  Young people’s safety, well-being and development are at the heart of care practice. They are cared for by a well trained staff team. Young people experience nurturing relationships with a skilled, committed, staff group.  All care and pathway plans are individualised and frequently revised to ensure complex needs are met and emerging needs planned for. Risk and behaviour management plans for each young person are subject to constant review and staff work closely with

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The children's home provision is good because:

partner agencies. As a result, young people’s needs are known, understood and are subject to continuous professional assessment.  Staff have effective relationships with young people and each other. They are encouraging and reinforce positive behaviours. They are aspirational for young people to make progress and achieve. These relationships, combined with the high staffing ratios, ensure young people receive high quality care.  The approach to multi-disciplinary working effectively ensures consistency of care and improved outcomes for young people.  The Registered Manager leads by example; he has robust monitoring systems which are well embedded to ensure the care delivered to the young people is of a high standard. Managers are knowledgeable, enthusiastic and child focused.  The Registered Manager and his team are ambitious for the young people in their care. The excellent quality of formal supervision staff receive from their line managers and

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The children's home provision is good because:

the informal support they provide each other aid these ambitions.  Leaders and managers have confidently led the team through a period of change since the last full inspection, with minimal impact on the young people they care for.  Two requirements and two recommendations have been made as a result of this inspection. These do not directly affect the level of care, welfare or safety of the young people. The Registered Manager commenced addressing these deficits before the conclusion of the inspection.

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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

22: Contact and access to communications

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Requirement Due date

(3) Subject to paragraph (5), The registered person must ensure that children are provided at all reasonable times with access to the following facilities which they may use without reference to persons working in the home— (a) a telephone on which to make and receive telephone calls in private; and (b) facilities to send and receive post and, if the necessary facilities are provided for the use of children, electronic mail, in private. (Regulation 22 (a)(b)) In particular: Children’s homes have a duty to provide access to a telephone that children can use privately. This can include the provision of a mobile phone where appropriate and safe for the child, as long as an alternative is in place for the child to make telephone calls in private if their personal mobile phone is lost, out of credit or broken. 31/01/2016

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Requirement Due date

The registered person must make arrangements for the handling, recording, safekeeping, safe administration and disposal of medicines received into the children's home. (Regulation 23(1)) 31/01/2016

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Recommendations

To improve the quality and standards of care further the service should take account of the following recommendation(s):  Ensure homes should as far as possible maintain a domestic rather than ‘institutional’ impression. (This is in relation to the star locks on each of the kitchen cabinets). (Guide to the Quality Standards page 15 3.9)  Ensure that young people must have access to appropriate advocacy support, and where possible this should be provided by a person that the child chooses. (This is in relation to the young people living in the home approaching 18 years of age and possibly at a time of transition to a different provider). (Guide to the Quality Standards page 23, 4.16 and 4.17)

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Information about this children's home

This children's home is registered to accommodate three young people who have complex emotional and behavioural difficulties. A multi-disciplinary team support young people with their mental health needs. This home is owned by a private organisation that operates another children's home in the locality.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

19/01/2015 CH - Interim Sustained Effectiveness

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Recent inspection history

16/01/2013 CH - Interim Satisfactory Progress

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Good

This is a good home with leadership and management that is outstanding. From their complex starting point at admission, young people make very good progress in all aspects of their lives. This is particularly good in relation to engagement in education, employment or training, social skills and interaction with professionals, accessing community based resources and learning skills for independent or semi- independent living. One example is of a young person who was not able to access his last year of formal education. The staff explored with him his aspirations, looked for solutions with him, and he eventually found employment at which he is excelling and has had in house promotion. A social worker says,’ The relationships with staff are excellent. Considering ‘X’ journey, the progress made is exemplary, detailed help is provided, this is excellent across the board, great understanding of our young person’.

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Good

The Registered Manager and his staff team provide young people with detailed personalised care packages; these are constantly reviewed to meet the changing needs of the young people. As a result the current and emerging needs of the young people are met. Staff have high expectations of themselves and of the young people. The relationships the staff have with young people are very effective. They are established on trust, and through treating the young people with respect and dignity. The communication between young people is very clear and effective, delivered empathetically. Staff are particularly skilled at understanding individual young people’s communication methods. An example of this is the time taken with them, listening carefully to what they say and what this means for them, and then acting on what is being communicated. For some of the young people who have come to the home from a previous placement, where their

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Good

freedom of choice may not have been so apparent, this is the first time that some have formed meaningful relationships with people outside their families. As a result young people’s self-confidence increases and they develop new social circles and activities.

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Good

New admissions to the home are carefully managed. A rigorous process, which is well established, includes careful matching with the current young people resident at the home, prior to any admission being agreed. When it is agreed that a young person can be admitted staff take great care to avoid disruption to young people already in residence. There is an effective introduction process which is tailored to the incoming young person and their families or current placement. The young people make very good progress in their education, employment and training. Staff work closely with the individual young person’s provider or employer in developing plans, or communicating how they can support the young person to make positive progress. Where appropriate, staff also share these strategies with family members. Accordingly young people receive consistent care of a high standard. A social worker says,’ I find that they are all knowledgeable and keen to

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Good

give ‘X’ the best possible care. In view of their complex problems this is not an easy task. In my experience I wouldn’t have found better care elsewhere’.

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Good

Young people’s health care needs are generally well met, they have detailed health plans as part of their admission and targets for improving health are identified. A number of the young people have extremely complex needs which have to be closely monitored. The Registered Manager ensures that all young people are registered with a general practitioner, dentist and opticians and that all appointments are kept. A clinical overview of young people’s needs and guidance for staff is provided by a consultant child and adolescent psychiatrist. An experienced and qualified mental health nurse is employed on a sessional basis. This supports staff to review risk management plans and ensure consistent and effective care for young people presenting with significant mental health issues. Individual sessions with young people are also in place when required. This multi- disciplinary team understands the complexities associated with psychological

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Good

distress and the mental health issues young people face. Consequently the health and wellbeing of the young people is very well met.

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Good

The systems for the receipt, storage, administration and recording of medication are established and in the main well practiced. A shortfall has been identified in the administration of this. The arrangement for disposal of some prescribed medication received into the home does not meet the appropriate regulation. A requirement is made to address this.

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Good

Young people and their families are advocated for by staff. The Registered Manager recognises that this sometimes may strain working relationships with professionals; however he places the needs of the young people first. An example of this has been the challenges made by the Registered Manager and his staff, to education and health professionals regarding individual needs of young people with a history of non-engagement, absconding, self-harm and mental health needs. This is so that the young people can access appropriate external support to continue to make positive progress in their lives. Professionals contacted as a part of this inspection have commented in writing on the very good quality of care the young people receive and the highly effective communication they receive from the Registered Manager and his staff team.

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Good

Transition planning for young people is an important aspect of overall care planning at the home. Full communication and consultation takes place regularly with the placing authority and other involved external agencies via statutory review processes. A young person may remain in placement at the home beyond their 18th birthday. This is only in circumstances when it is assessed as being in their best interests, and with multi-agency agreement. As a result of the continuity of pathway and care planning, young people make successful transitions to independence and adulthood.

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Good

Staff training is well documented on the homes training matrix. All staff are subject to a three to six month induction period. During this period they are mentored by the Registered Manager who supports them in the completion of a comprehensive induction booklet. Within the induction period a wide range of internal and external training programmes are also completed. Examples of training in this period are child protection, child sexual exploitation, attachment theory and risk assessment. Staff must complete all training if they are to successfully pass the induction period. Consequently young people are supported by well trained staff who are knowledgeable about their complex needs and strategies required to support them.

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Good

The home is located in a rural but residential environment with easy access to local towns by car. It has spacious gardens and provision is in place for young people to have the opportunity to care for small animals such as chickens and ducks. Young people actively engage in this and enjoy the responsibility of caring for the animals and supporting them to grow through incubation of the eggs to the live birds. Therefore they learn about caring properly for another creature and how to nurture, feed and consider its wellbeing.

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Good

The house is a bungalow which has three lounges and three bedrooms, one of which is ensuite. Each young person has the sole use of a lounge and a bedroom. A central kitchen is used to prepare all the meals. There is a conservatory which is for use by young people as part of education, life skills or recreation programmes. The home is well appointed and decorated throughout. The young people contribute to the personalisation of their living spaces and bedrooms. They are encouraged to invite friends back to the home and prepare meals for their guests and or each other. Each young person learns how to manage their individual budgets, shop for healthy food, and prepare it. As a result they are supported to learn appropriate life skills for future independent living arrangements.

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Good

Two shortfalls have been identified in the home. The first in the kitchen, which has star type locks fitted to each of the kitchen cabinet doors. These are not used but do detract from the otherwise very welcoming and homely environment. A recommendation is made to address this. The second is that young people have no access to a telephone in the home (other than personal mobile telephones) without first requesting its use from staff. A requirement is made to address this.

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Good

Young people’s individual cultural needs are met and built into their individual recreational programmes. This may include regular attendance at culturally significant events and engagement with already established or new social groups. Consequently young people are supported to develop an understanding of diversity and tolerance of others. Young people have good access to a wide range of positive activities such as bike riding, climbing, swimming, sailing, fishing, conservation work, music, outdoor challenges, cinema, bowling, bird watching, theatre and performances of the arts. In addition, resources are made available for young people who are keen to pursue any other particular personal interest. Therefore they are enabled to access many learning opportunities. As a result young people’s lives are enriched through engaging in familiar and new experiences.

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Good

Young people feel safe and are safe, they enjoy living in a nurturing environment which enables them to thrive. This is supported through robust risk assessments being in place for all aspects of young people’s lives in and out of the home. These detailed assessments are regularly reviewed through a multi-agency approach, supported by the clinical psychologist and mental health nurse. Changes in need and risk are met and future risks explored. As a result the complex and changing needs of the young people are continually and consistently reviewed, with all associated plans being amended. An independent reviewing officer(IRO) says,’ the level of care and safety they are providing for ‘X’ is excellent…’X’ has appeared to settle in well, staff are supporting well to stay safe and to achieve’.

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Good

Staff training for safeguarding and child protection is at the forefront of each induction and subsequent training for established staff; being refreshed each year. Safeguarding policies, procedures and practices in the home are robust. They are well written linking with the local safeguarding children board procedures. There are also clear links to all other safeguarding related policies and practices in the home. The policies are good guidance for staff giving clear descriptors of signs young people may display if being abused or having survived abuse. There is clear guidance on the recording and reporting of concerns for staff. The whistleblowing policy is also made clear in this document. As a result young people are supported by properly trained and well informed staff, who they have confidence in to keep them safe.

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Good

Staff all have an in-depth knowledge of the young people’s needs and any individual behaviours which they may present. Behaviour management plans clearly show what the triggers may be and strategies to address this. The same approach of review by the team is taken in managing these plans, therefore past plans show the effectiveness of behaviour management strategies and future requirements. Behaviour management is based on positive reinforcement, respect and trust. The use of sanctions is minimal and used at a very low level. There have been no restraints since the last inspection. Accordingly, young people form positive, trusting, emotional attachments with staff. This also supports and enables them to develop successful attachments with others as they move towards adulthood and independence.

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Good

There have been instances of young people going missing or absent without permission. Before joining the home, some young people have a long history of this which has been a key risk factor for them. When young people do go missing staff are very pro-active in looking for them as they recognise their vulnerabilities and the risks they face. Appropriate policies and procedures are in place should a young person leave the home without permission. The shared protocols with police and placing local authority are very clear. Individual risk assessments for young people are unambiguous, giving staff strategies to manage the situation should it arise. Young people know that staff care for them and are concerned for their safety. A social worker says, ‘X’ has not absconded whilst in their care. This is a major improvement because ‘X’ spent four months in secure accommodation and one of the concerns was their absconding’.

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Good

The procedures for engaging and employing new staff, both full time and temporary are robust. Safer recruitment practices are strictly followed and vetting procedures protect young people from adults who may harm them. Staff recruitment files and staff interviews demonstrate an excellent working knowledge of safeguarding and child protection procedures. They clearly acknowledge the complex needs of young people and the additional risks presented with the young people they care for. This is a fundamental principle of their duty of care for young people. The Registered Manager and his team have developed good working relationships with the local authority designated officers (LADO) who inform this inspection that the home is ’forthcoming and open to advice, that consultation is positive and always conducted in the young person’s best interest.’

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Good

There is a dedicated keyworker for each young person with whom they have regular one-to-one sessions. Part of the role of the key worker is to act as an advocate for the young people. As well as their keyworker and staff team young people should be given access to independent advocates. However for young people who find themselves approaching leaving the home, this is not always the case. Staff should complement any explanation given by the IRO by helping looked-after children to understand the role of an independent advocate and how they can access one. A recommendation is made to address this.

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Outstanding

The Registered Manager is an appropriately qualified professional to Diploma Level 5 Leadership for Health and Social Care and Children and Young People Management. Since 1999 he has worked in the independent residential sector with children with severe social, emotional, behaviour difficulties and associated mental health diagnoses. Prior to managing this home he was Registered Manager of another children’s home. He is supported by a deputy manager who has five years’ experience of working with young people with self-harming behaviour and mental health difficulties. Together they ensure the smooth running of the home.

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Outstanding

The Statement of Purpose reflects the service provided in the home. There is clear connection between this, the home’s development plan and the location risk assessment. It follows that they are all active live documents which interact. They inform professionals having contact or visiting the home with a concise view of the service provided. As a result young people can be suitably placed.

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Outstanding

The Registered Manager has overall responsibility for managing the staff on duty during the day and night. In his absence, the responsibility is held by the deputy manager. The staff team of thirteen full time staff is supported through additional bank staff in the wider organisation. Agency staff are only engaged as a last resort. These are usually people who have worked with the home on previous occasions. As a result the manager maintains a motivated staff team who are stable, consistent and committed to the care and wellbeing of young people.

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Outstanding

Through the manager’s constant review and development of the home’s guidance, policies and procedures, staff are comprehensively guided to support their practice. They say they are fully supported and hold their manager and seniors in high regard. Staff confirm that they have regular supervisions, appraisals and training and this is reflected in all of the homes documentation which is overseen by the management team. There are regular team meetings to further ensure their competence in caring for young people. All staff are either suitably qualified or working towards final qualification. They have a wealth of experience in working with young people who have emotional, behavioural and mental health needs.

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Outstanding

Written records in the home are very good; they provide a picture of young people's daily living. There are inclusive records of the young person’s life at the home and this is complimented with a pictorial record also. At the last full inspection one recommendation was made, this was in relation to record keeping, and how this contributes to the young person’s understanding of their life. This has been addressed. Oversight of records in the home is well monitored by management who countersign and date all entries. If discrepancies are noted this is indicated on the record and then followed up. As a result records are clear, concise and correct; they are easy for young people to follow should they wish to at a later time.

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Outstanding

An example of outstanding management has been where the Registered Manager has had cause to investigate a member of staff over an internal disciplinary matter. Meticulous recording of all stages of the investigation and its final outcome has been observed. It is also apparent that this has been conducted with the minimal amount of disruption to the care of the young people.

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Outstanding

A further example of the high standard of management is the very detailed weekly quality assurance checks and monthly reviews made by the management team in the home. As part of this each and every record is reviewed, and any shortfalls found are immediately addressed. This is further supported through the monthly reviews of the independent visitor, who also makes recommendations for improvements as appropriate. Young people contribute to this process through regular written reviews of each aspect of their care. Consequently the morale in the home is high, staff feel that they are wellsupported by management; the further impact of this is that the care and safety of young people can be focussed on by staff who have full confidence in their management team.

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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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