Children's home run by Benjamin UK Ltd in Hammersmith and Fulham

Good

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

p.2

The children's home provision is good because:

 The management team has been successful in stabilising the home and therefore enabling the young people’s placements to be maintained.  Both current young people are now in full-time education and enjoying the benefits that this has to offer. There has been a huge improvement in education attendance and engagement.  Young people describe the home as ‘a completely different place from before’, ‘we are all here to support each other’ and ‘it feels like a home’. The home is calm and the young people now want to live here.  The relationships that young people are developing with the staff team mean that they are on the journey of beginning to feel that they are able to talk to staff when they feel worried.  The management team has worked hard to re-build confidence within the staff team and with the young people and they are continuing to identify and develop practice. Young people reflect that they have completed this

p.3

The children's home provision is good because:

journey together. Young people feel that the home has improved significantly.  The staff team works cohesively and now reflects upon their practice and how they can learn and improve experiences for the young people.  Young people benefit from tailored support that is in place and are starting to develop a clear understanding of themselves and are therefore steadily addressing their behaviours and views.

p.3

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.4

Requirement Due date

13. The leadership and management standard In order to meet the leadership and management standard, the registered person is required to— (2)(a) lead and manage the home in a way that is consistent with the approach and ethos, and delivers the outcomes, set out in the home’s statement of purpose; (c) ensure that staff have the experience, qualifications and skills to meet the needs of each child. This specifically relates to ensuring that staff undertake appropriate training in mental health, attachment disorders and gender identity. In addition, that training in therapeutic ways of working takes place during the induction process for staff. 30 May 2016

p.4

Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendations:  Ensure that the manager’s internal monitoring report is used as a tool for continuous improvement in the home (‘Guide to the children’s homes regulations including the quality standards’, page 65, paragraph 15.4).   Ensure that the independent person makes a rigorous and impartial assessment of the home’s arrangements for safeguarding and promoting the welfare of the children in the home’s care (‘Guide to the children’s homes regulations including the quality standards’, page 65, paragraph 15.5).   Ensure that children understand their rights as a child looked after and inform them how to contact the Office of the Children’s Commissioner for advice and assistance about their rights and entitlement. In addition, provide advocacy support, where possible, by a person the child chooses (‘Guide to

p.4

Recommendations

the children’s homes regulations including the quality standards’, page 23, paragraph 4.19).   Ensure that records of restraint and incidents are comprehensive to enable managers to review its use and identify effective practice (‘Guide to the children’s homes regulations including the quality standards’, page 49, paragraph 9.59). 

p.4

Information about this children's home

This children's home is registered to take up to four young people with emotional or behavioural difficulties. The home is one of a group of homes owned and operated by a private organisation.

p.6

Recent inspection history

Inspection date Inspection type Inspection judgement

p.6

Recent inspection history

21 August 2015 Registration No judgement

p.6

Good

Young people describe the home as ‘a completely different place from before’ and stated ‘we are all here to support each other’ and ‘it feels like a home’. This is a vast contrast to young people’s comments at the last inspection. Secure relationships are being formed between staff and young people and this has enabled them to progress and develop confidence. Young people have developed a sense of permanence in this home. This has enabled young people to be able to start addressing their emotional and behavioural issues. Following the inadequate judgement at the last full inspection, the staff at the home took the decision to cease any further admissions and allow the home to stabilise. Two young people moved out. These decisions were made in conjunction with the placing authorities. The management team has been successful in the stabilisation of the home and therefore enabling the young people’s placements to

p.7

Good

be maintained. The home is calm and the young people now want to live here. Future placements will need to be managed in a planned manner to minimise impact. The management and success of future admissions cannot be determined at this inspection. Young people are settled and are beginning to progress in many areas of their lives. Young people have begun to make sense of their childhood experiences and this is resulting in their emotional well-being and self-esteem improving. Young people benefit from tailored support and are starting to develop a clear understanding of themselves and are therefore steadily addressing their behaviours and views. A culture of openness is enabling young people to speak out. They know how to make a complaint and raise any concerns, but they have not felt the need to do so as they feel that any issues are resolved informally without the need to complain. Both current young people are now in full-time education and are enjoying the

p.7

Good

benefits that this has to offer. There has been a huge improvement in education attendance and engagement. Young people’s potential, aspirations and preference for future learning are now being fully recognised. Young people are proud of their achievements. Staff support young people to make decisions in this area. This is further enhancing their self-esteem and confidence. Young people are able to benefit socially through a range of activities available. These are individualised to meet young people’s interests and to motivate them to develop new skills. Young people are really positive about these experiences and about how they are able to make friendships outside of the home. They participate in local clubs, including Scouts, drama lessons and swimming. These opportunities widen the young people’s horizons. Within the home, the young people are encouraged to acquire and begin to develop life skills that will help them to move into adulthood and onto more

p.7

Good

independent living. Staff make sure that young people are well prepared and confident about their future plans. One young person has recently been appointed to be part of the police commission panel. Young people are given responsibilities to begin to take ownership and experience a sense of achievement.

p.8

Good

Staff work closely with external professionals to support young people in beginning to learn how to keep themselves safe and to become aware of which behaviours may put them at risk. Staff are very aware of the risks for the young people currently in placement and seek at every opportunity to reduce risks in a supporting manner. The relationships that young people are developing with the staff team mean that they are on the journey of beginning to feel that they are able to talk to staff when they feel worried. Now that the environment is calmer, young people are able to experience nurturing care where staff have the time to be able to work with young people to reflect on their behaviour and the impact that this has on others and themselves. This ensures that regular opportunities are given for young people to discuss appropriate ways to keep themselves safe. In recent months, a culture of openness between the staff and young people in

p.8

Good

placement has been successfully created with open discussions around bullying and how young people can be supported to manage and how situations will be resolved. Young people no longer perceive this to be an area of concern in the home. They said that they felt safe. Young people currently in the home predominantly behave appropriately and were seen to interact positively both with each other and staff. Since the last inspection, there has been a reduction in risk-taking behaviours due to only two young people in placement. Risks are being appropriately managed, but future admissions will determine if staff are able to manage any further risk- taking behaviours. There have been a small number of incidents of going missing and absent from care. These have been dealt with appropriately. On occasions, this has involved supervising and following young people out of the home to maintain their safety due to particular vulnerabilities. Return interviews are now

p.8

Good

taking place, following the home contacting the placing authorities for this to be implemented. On young people’s return, they are also encouraged to speak to staff focusing on risks and staying safe and to explore the reasons why they went missing. Young people currently in placement do not present with risks of exploitation, although staff are very aware of the individual vulnerabilities of the young people and are vigilant in ensuring that risks due to vulnerability are minimised. Young people in placement do present with risks and behaviours in relation to self-harm. Staff are aware that there are times when young people’s emotional fragility and how various life events impact on young people’s ability to keep themselves safe. Incidents of self-harm have reduced and staff work with external professionals to ensure that responses are appropriate to ensure young people’s emotional and physical health needs are being met. Staff persevere and

p.8

Good

they are aware when young people may need additional support. Young people are supported to manage challenging behaviours, and sometimes aggression, through discussion and key work sessions. Through these discussions, staff support young people in making a change. Boundaries are re-enforced by the staff with effective role modelling. Sanctions are reasonably low and there is a focus on restorative work, enabling the young people to build positive relationships but also to take ownership. Physical interventions have taken place and recording has improved. However, this could be further enhanced to ensure the detail of every intervention is consistently recorded. This will enable interventions to be fully reviewed. Allegations or suspicions of harm are swiftly shared with external safeguarding agencies and with placing authorities. Staff and managers attend relevant meetings and will share applicable information with regard to young people's well-

p.9

Good

being. This demonstrates effective partnership working. The physical environment is safe and the management of health and safety checks is sound. This provides young people with a safe environment. The building risk assessment currently does not take into account risks around potential fire setting to enable staff and the necessary contractors to be fully aware and put the necessary precautions in place. The manager took action to include this during the inspection.

p.9

Requires improvement

The home was judged as inadequate in January 2016 and was subject to a monitoring visit on 9 March 2016, where good progress was seen to be made against all requirements set and a significant improvement was noted. There is a manager in post who is currently going through the process of registering with Ofsted. He has a very child-centred approach and has the necessary skills and experience to manage the home. The last six months have presented with various challenges to the home. The management team has worked hard to re-build confidence within the staff team and with the young people and they are continuing to identify and develop practice. Young people reflect that they have completed this journey together. Young people feel that the home has improved significantly. The last inspection was in recent months and although significant progress has been seen at this inspection, it is difficult to establish if this is embedded in practice. Since the last inspection judgement,

p.9

Requires improvement

senior managers have been supporting both the staff team and managers in the home. This has resulted in the manager being able to build a stable and efficient staff team. Priority since the last inspection has been to stabilise the home and ensure that young people are safe. The managers now need to focus on continuing to move the service forward and meeting the home’s aims and ethos of a therapeutic home. Vacant positions have been filled and staff are enthusiastic and committed to the young people in their care. They are forming good relationships with young people and speak positively about them. The majority of staff are still very new into post and young people do express some uncertainty and resistance in building attachments due to anxieties that the staff may leave again. Managers are supporting young people to begin to trust in the staff team and try to alleviate this apprehension. The home’s statement of purpose reflects an aim and ethos of a therapeutic

p.10

Requires improvement

community. This does not currently happen in practice. Staff are unaware of what this aim involves and therapeutic work is not incorporated into everyday care planning. Therapeutic plans are focused on aspirations and do not identify progress made and strategies that staff can use to meet any therapeutic aims. There is currently a lack of joined-up working between the therapy team and staff team. Training plans are in operation for the staff team and within recent months there has been a drive to ensure that staff are equipped with the basic skills to care for the young people through a range of training. Training in relation to therapeutic ways of working does not take place until a number of months into employment. In addition, training in relation to mental health, attachment disorders and gender identity has not taken place to enable staff to fully support the young people currently in placement. Staff are not equipped with the skills to ensure that the

p.10

Requires improvement

objectives set out in the statement of purpose are achieved. Staff speak consistently about the good level of day-to-day support that they receive from the management team. As a result of this support, including regular team meetings, the staff team works cohesively and now reflects upon their practice and how they can learn and improve experiences for the young people. Staff and managers have and do advocate on behalf of young people. However, they do not take every opportunity to fully put advocacy into practice. When young people have raised concerns about their future care, placements managers have not contacted additional professionals or services to ensure that their voice is fully heard. This home is subject to regular internal auditing by the management team and external scrutiny by an independent visitor. However, monitoring reports seen are limited in their evaluation of the quality of care provided and on the author’s

p.10

Requires improvement

opinion of whether young people are effectively safeguarded. This hinders the ability of the manager to identify patterns and trends. Within internal monitoring and comprehensive development plans, it is evident how the manager intends to further improve the quality of care for the young people. However, it is not evident how it is used as a tool for continuous improvement in the home. Since the last inspection, the managers and staff team have developed their working relationships between parents and professionals from a range of other agencies. This includes consultants, the local authority designated officer, social workers, police and a range of specialist workers. This networking is enabling information to be shared to fully support the young people in all areas of their development.

p.10

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’.

p.12

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

p.12

What the inspection judgements mean

harmed or at risk of harm or that result in children looked after not having their welfare safeguarded and promoted.

p.12

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

p.13

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 .

p.13

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.14

Information about this inspection

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

p.14

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.14

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.14