Children's home run by Hexagon Care Services Limited in Preston

Inspector Stella Henderson

Enforcement action since last inspection None

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people living in the home are

The children’s home provides effective services that meet the requirements for outstanding.

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This children’s home provision is outstanding because:

 Young people make significant progress across all aspects of their welfare and development, particularly in educational attendance and emotional health. They benefit from good routines, clear boundaries, consistency of care and a strong focus on safeguarding.  Young people enjoy good relationships with staff and feel that living here is a positive experience. Staff are committed to young people and have a genuine attachment to the young people they care for.  Effective management and leadership, the clear commitment of staff and stringent monitoring is key to improving young people’s experiences and progress. The home works successfully alongside others, with the young person's interest being of primary importance.  Some areas are identified for further improvement and to maintain consistency with the regulations. These are procedural matters which have no direct impact on young people.

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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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Reg. Requirement Due date

Reg 44 ensure that the independent person’s report sets out, in particular, the independent person’s opinion as to whether children are effectively safeguarded (Regulation 44)(4)(b) 01/06/2015

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Reg. Requirement Due date

* These requirements are subject to a compliance notice.

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Recommendations

To improve the quality and standards of care further the service should take account of the following recommendation(s):  review and amend the Statement of Purpose to clarify range of needs the home can accept (The Guide 3.5)

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Recommendations

 improve systems to measure educational progress that takes into account how well the child is being prepared for their next stage of education, training or employment, and quantitative data where available (The Guide 5.2)

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Recommendations

 challenge the child’s education provider if the child does not receive sufficient support to progress as outlined in relevant plans. Specifically ensure that any challenge is directed at an appropriate level of the organisation. (The Guide 5.11)

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Information about this children’s home

The home is run by a private company and provides care and accommodation for up to six young people with emotional or behavioural difficulties. This is the home’s first inspection since a change of ownership and move to a new property.

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Outstanding

Young people make excellent progress because they receive consistent, focused and highly individualised support in an environment of emotional warmth and acceptance. They benefit from a daily routine where they know what is expected of them. There is a predictable structure around the school day, and the opportunity to fill their spare time with constructive activities. Young people feel able to engage and take advantage of the opportunities to change and improve their lives. This is evident in the progress they make in their education, emotional health and wellbeing and general behaviour. A family member felt that, for their relative, there had been ‘a dramatic improvement in behaviour and attitude. They’ve managed to work with him and helped him.’ For example, young people who have previously been involved in offending behaviour have had no engagement in such activities since admission to the home. They stop

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Outstanding

taking drugs and their physical health improves, particularly in relation to personal hygiene, diet and immunisations. They take more exercise and sleep better. Young people are enthusiastic about the wide range of activities available to them which reflect their choices and interests, particularly around physical exercise. Learning outside of the school curriculum is not being captured sufficiently to show young people’s wider learning and progress. Better evidence gathering would give young people, their families and staff a clearer indication of the ‘distance travelled’. Where education has been difficult or sporadic, this improves overall. One young person is now at school 100% of the time from an original 5% attendance level. An independent reviewing officer (IRO) commented how another young person, ‘had been on a reduced timetable and now attends every day.’ Young people are undertaking examinations when they were not originally predicted to do so.

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Outstanding

In this respect, the home meets the aims of its Statement of Purpose to provide young people with, ‘an environment of constant warmth, predictability and responsiveness’ and ‘enhance their practical, social, emotional and educational skills’. The manager and staff make a difference to young people’s lives because they take time to really get to know each young person in their care; their needs and personalities, family histories and family dynamics. Staff understand young people’s care plans and, in consultation with young people and their families, implement these successfully. The manager and staff recognise the strong ties that young people have with their families, and see support for the parents and relatives of young people as a key part of their work. This helps to maintain family bonds, social networks and a sense of identity. Practical help is given to facilitate contact, particularly for those young people

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Outstanding

who are a long way from home. A placement support worker said, ‘every member of staff knows my young person and his plan, knows what’s in place to support him.’ Everyday choices and care planning decisions are influenced by young people. This inclusive approach makes young people feel that this is, 'a good place to live’. One young person reported, ‘I don’t feel like I’m in care here.’ Staff develop strong relationships with young people, who say that staff are friendly and supportive. One young person spoke positively of his key worker, ‘he’s more like a mate. He helps me a lot.’ A family member said that staff relationships were key to making this, ‘a brilliant home.’ The influence of staff in improving young people’s emotional health is apparent. They provide young people with good parental role modelling; they set reasonable boundaries, persevere to get to the heart of any problems and don’t give up on them

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Outstanding

when things go wrong. Staff spend time with young people; playing football, going out together or watching films. The attention and company of staff are as important as the activities for young people. They value the time they spend with staff who use these situations to build relationships, develop attachments and initiate meaningful discussions. A placing social worker felt that a particular strength was the way in which male members of staff, ‘get the message across that you can be caring and sensitive as well as strong and masculine’. A family member explained that his relative was more able to, ‘tell staff how he is feeling.’ Developing ‘emotional literacy’, learning to negotiate with others and being able to function in the real world is a fundamental aspect of the home’s Statement of Purpose. It is integral to the support young people receive to prepare for the next stage of their lives. For example, young people feel confident to take more responsibility for areas

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Outstanding

of their lives, such taking the initiative to arrange college interviews and being pro- active about managing their medication. Young people live in a warm, welcoming environment and demonstrate pride in their home. They think it is a comfortable and a nice place to live in. There is investment in the fabric, maintenance and equipment in the home. It is well- resourced in terms of food, activities, transport, toiletries, spending monies and clothing. This enables young people to enjoy good standards of care and conveys to young people that they are valued. Judgement grade

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Good

Good safeguarding practice is fully embedded in the home. Effective support from staff helps young people to live safely and they know with whom they should speak if they have problems. A careful and considered response to the management of risk protects young people while enabling them to take reasonable risks as part of their growth and development. Young people are beginning to make more positive choices and seldom go missing from the home. Where young people have been absent or missing without authority, the measures taken to safeguard them are quickly implemented. This risk is regularly reviewed and adjusted when new information or behaviours emerge. Where young people have placed themselves at risk of harm, such as through self- harmful behaviours, a thoughtful and sensitive response has been applied. Expert advice is sought to assist staff to support young people in managing these albeit rare

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Good

incidents and referral to more specialist services. Strong relationships are fostered with safeguarding agencies and placing social workers commented on the effective communication with the home on safeguarding matters. They feel confident that the young people they are responsible for are safe in placement. Young people say they know what is expected of them. When they fail to meet these expectations young people see sanctions imposed as reasonable and fair. Incidents of challenging behaviour have significantly decreased and the use of sanction and restraint is rarely needed. Staff use restraint minimally and safely, preferring to de- escalate or talk young people out of angry situations. As young people’s emotional wellbeing improves they take on board the strategies suggested to them by staff to defuse situations. They more clearly recognise the impact of their behaviour on others and show remorse and empathy; buying flowers

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Good

for a neighbour when minor damage was caused by a football for example, or writing a letter of apology to the manager for their behaviour. This indicates that the home is meeting the aim in its Statement of Purpose to ‘allow young people to accept measures to reduce negative behaviour and develop strategies to cope with situations.’ Young people want to conform; they value their relationships with staff and absorb the positive messages about good behaviour. This is demonstrated in the courtesy that young people extend to visitors, such as offering lunch and drinks, and undertaking a ‘guided tour’ of the home. Young people are protected by robust procedures for the recruitment and selection of new staff. Fire safety and other household checks are conducted at frequent intervals. This provides a safe environment for young people.

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Good

The registered manager has held ‘registered manager’ status for children’s homes for over 7 years. She was registered to manage this home in February 2015 and prior to that in February 2014 before a change of company and location.

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Good

The registered manager is suitably qualified and has worked for over 30 years in child care services and has a proven track record of delivering quality services. She leads by example in creating a culture where the individual needs of young people are placed firmly at the heart of practice. Asked what made this a good home, one family member said, ‘it’s to do with the manager and staff. They don’t come in just to work…they genuinely care for the kids and want them to do well.’

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Good

Staff have genuine regard for young people. They are thoughtful and considered in their approach. Along with good professional skills this combines to give young people a strong foundation from which they make continual good progress.

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Good

Staff feel very well supported to do their job. As indicated in its Statement of Purpose, the organisation invests in its staff by offering good quality training and regular focused supervision. This means that few staff move on, except for promotion. This provides young people with good levels of continuity and stability.

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Good

In moving to a new geographical area the manager is still in the process of developing key relationships. She has prioritised networking with local safeguarding agencies and work is well under way in establishing networks in the local community. For example, a local councillor has visited the home, as have people in neighbouring properties.

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Good

The manager and staff are clear about their level of decision-making and particularly the implications of different legal orders under which young people are placed. The manager provides challenge to local authorities and other agencies when services are not delivered as they should be, or when decisions are not made in a timely manner. However matters are not always directed at the most appropriate level of seniority within an organisation.

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Good

Monitoring undertaken by the manager is effective in driving forward improvement, identifying and prioritising areas for improvement and consulting with parents, young people and professionals. A professional commented that, ‘the manager always asks me about my opinion and whether improvements can be made.’

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Good

The independent visitor provides some critical challenge and confirms that young people’s welfare is promoted. The visitor’s opinion on how well young people are safeguarded is less explicit. Clearer emphasis on this point would reassure the Responsible Individual and other readers of the visitor’s view on this matter.

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Good

Overall the home fulfils its commitment to young people, outlined in its Statement of Purpose, to enrich their lives, have positive relationships and reduce negative behaviour. A slight amendment to the document is needed however to clarify the range of needs the home, rather than the organisation in general, intends to provide care for.

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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.

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What the inspection judgements mean

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.

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What the inspection judgements mean

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

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What the inspection judgements mean

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 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.

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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. procedures set out in 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

regulates and inspects to 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.

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Information about this inspection

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Information about this inspection

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Information about this inspection

T: 0300 123 1231 Textphone: 0161 618 8524 E: enquiries@ofsted.gov.uk W: www.gov.uk/government/organisations/ofsted

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