Children's home run by Keir Lock Children’s Homes Ltd in Wakefield

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:

 Young people are making progress across all areas of their development. They are engaging in education, their overall health is improving and their behaviour is less challenging.

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The children's home provision is good because:

 Young people are safe here. Their own risk-taking behaviours have been significantly reduced and they are protected from dangers in the community.

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The children's home provision is good because:

 Staff offer young people acceptance and emotional warmth. This is a lively household with much affectionate good humour. As a result, relationships between staff and young people are good.

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The children's home provision is good because:

 There is effective leadership and management. There is a 'hands-on' approach by both the manager and the responsible individual.

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The children's home provision is good because:

 Good partnership working helps to ensure that young people's needs are met and that they receive the services that they need.

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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 ‘Guide to the Children's Homes Regulations including the quality standards’. The registered person(s) must comply within the given timescales.

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Requirement Due date

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 (Regulation 16 (1). Ensure that the home is at all times conducted in a manner which is consistent with its statement of purpose (Regulation 16 (1)(5)). 26/05/2016

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Requirement Due date

The registered person must recruit staff using recruitment procedures that are designed to ensure children's safety (Regulation 32 (1)). The requirements are that— full and satisfactory information is available in relation to the individual in respect of each of the matters in Schedule 2 (Regulation 32 (3)(d). 26/05/2016

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Requirement Due date

(4) The independent person must produce a report about a visit ('the independent person's report') which sets out, in particular, the independent person's opinion as to whether— (a) children are effectively safeguarded; and (b) the conduct of the home promotes children's well-being (Regulation 44 (1) (2) (a) (4) (a) and (b)). 26/05/2016

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Recommendations

To improve the quality and standards of care further the service should take account of the following recommendation(s):  Any decisions to limit a child's access to any area of the home must only be made when this is intended to safeguard the child's welfare ('Guide to the Children's Homes Regulations including the quality standards', page 15, paragraph 3.10).

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Recommendations

Specifically, do not use the lounge area as a sleeping-in room for staff.  The registered person is responsible for ensuring that all their staff have been adequately trained in the principles of restraint ('Guide to the Children's Homes Regulations including the quality standards', page 49, paragraph 9.57).

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Recommendations

Specifically, ensure that all staff have updated restraint training.

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Recommendations

 The registered person is responsible for leading a team which provides high quality care for all children living at the home ('Guide to the Children's Homes Regulations, including the quality standards', page 52, paragraph 10.4).

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Recommendations

Specifically, ensure that staff supervision is focused on children’s and young people's experiences, needs and plans.

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Information about this children's home

This is a private children's home. It is registered to take up to four children with emotional and behavioural difficulties. 

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Recent inspection history

This is the home's first full inspection. A monitoring visit was undertaken in January 2016 in response to an anonymous complaint.

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Good

The quality of care that is provided to young people is good. This is because the manager and staff create a nurturing environment, and quickly establish good relationships with young people. This is supported by effective care planning and monitoring which helps young people to begin to turn their lives around. A youth justice professional noted that the manager and staff 'very quickly identified unmet need and their planning led to X being able to settle in very well.' This is a home with a real 'family' atmosphere where everyone, as one young person observed, 'mucks in together'. Young people all have particular jobs to do each day, sit around the dinner table together each night and cook for one another. As well as providing a predictable routine for young people, this is providing a good basis for developing their independence skills. The challenges of three independent-minded teenagers living together do emerge,

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Good

sometimes in an explosive way. Overall, however, young people think that this is a good place to be. They feel that their lives have improved since coming to live at the home, and put this down to the support of staff. One young person said, 'I feel that staff have helped me to get my life back on track.' Parents, too, recognise and appreciate the change in their children. One parent commented, 'Staff are doing a great job. I'm very pleased with my son's progress.' Young people come to the home with generally poor educational experiences. Their commitment can waver as they seek the college course or apprenticeship that is right for them, but staff are very effective at supporting them to persevere. The manager is proactive in ensuring that educational professionals are fulfilling their responsibilities towards young people, and escalates concerns when this is not good enough. As a result of this combined effort, all young people at the home

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Good

are now in some form of education, training or apprenticeship. Staff continually look for opportunities to extend young people's learning and develop their skills. For example, this is through preparation for the first steps to independence, devising questions to ask at staff interviews, or practising how to represent themselves at interviews. This gives them a sense of achievement and bolsters their confidence. Young people are encouraged to make constructive use of their free time, especially where this will improve their health, learning and skills. Some are committed to keeping themselves fit by taking early morning runs, playing rugby and trying new sports such as boxing. They receive good advice and support on how to stay fit and healthy through exercise, health awareness, diet and avoidance of substance misuse. This has a beneficial impact on young people. For example, one young person commented that he had 'stopped smoking for a full week.'

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Good

Young people were also made aware of national testicular cancer week, and the right way to check themselves. More individually, staff closely monitor the effects of medication on appetite and sleep. They liaise with health professionals to manage this and other specific health needs effectively and safely. Young people's emotional health is improved through the nurturing and kind attention of staff. One young person said, 'I don't talk to staff about everything, but I do tell them more now about how I'm feeling.' Young people actively seek out staff to spend 'key-working' time with them, where they can discuss things that are important to them. The positive impact of effective emotional and psychological support is also evident in fewer aggressive outbursts and incidents. Young people have a strong voice in the home, and there is plenty of opportunity for them to make their views known. The manager and staff are good advocates

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Good

for young people, ensuring that they receive the services to which they are entitled. There is a clear understanding of the kind of decisions that staff are able to take on behalf of parents or professionals. This helps young people's lives to run smoothly. The manager and staff give young people every support to maintain contact with their families. Particular effort is made for those who live some distance away from home and need to be accompanied by staff to visit their families. When things go wrong, and contact arrangements and relationships have broken down, the manager has been proactive in suggesting ways to retrieve the situation. This conveys to young people that it is always worth trying again, where family relationships are concerned. The nurturing ethos of the home is reflected in the property itself. The home is spacious, warm and comfortable. There is one bedroom for sleep-in staff, but the

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Good

lounge is used as the second 'sleep-in' room. This effectively puts the room out of bounds for them overnight. Young people do not see this as a problem, as they keep to the routine of the home and, once in bed, they stay in bed. However, such arrangements deny them access to all areas of their own home, should they so wish.

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Good

Good information gathering and communication with other professionals help staff to identify and assess the risks attached to young people's behaviours or particular vulnerabilities. The care planning and staff intervention which follow are effective in reducing those risks. As a result, young people are safer. For example, since being at the home the young people have not re-engaged in offending behaviour. There are fewer episodes of challenging behaviour and 'missing from home' incidents have significantly dramatically. This is achieved because staff bring a good deal of experience and expertise to working with challenging young people. They quickly establish meaningful relationships with them and start to work on what needs to change. One professional commented positively on the manager's 'sound understanding of difficult-to-engage young people.' Speaking of a young person at the home, an independent reviewing officer (IRO) said that staff 'appeared to get to grips with

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Good

the young person quickly’. Decisive action and strong partnership working are protecting young people against the dangers of child exploitation. There is no one at the home who is subject to such risks, but immediate action has been taken to address a potential threat in the community. This is proving effective in reducing the risk, and young people are safer as a result. Young people are supported by boundaries that are distinct, and by rewards and interventions that help them to make better choices, develop acceptable behaviour and regulate their emotions. An IRO noted that 'My young person does not respond well to challenge from anyone. Staff are appropriately positive but are also able to challenge him effectively. They are very astute with regard to his behaviour management.' Play-fighting between young people has, on occasion, developed into bullying, and there are some instances of cyber-bullying. The statement of purpose says that the

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Good

home 'takes all acts of bullying seriously’. This is fulfilled, with action being taken to impress on young people the seriousness of this. One parent said, 'When bullying was raised as an issue they dealt with it immediately. I've been really pleased with the approach they've taken and the clear efforts they've made to stamp this out.' On a few occasions, the very lowest level of restraint has been necessary to prevent young people from harming themselves or others. The restraint was appropriately employed for the absolute minimum amount of time. However, not all members of staff are fully up to date with their refresher training for physical restraint. To date, this has had no adverse impact on young people, but it means that the home is not working to its statement of purpose in respect of this.

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Requires improvement

The registered manager has managed this home since it opened in October 2016. He has a social work degree and is undertaking a level 5 management qualification. A monitoring visit was undertaken in January 2016, following a complaint that suggested regulations were breached. Requirements were set to improve staff recruitment and the content of the independent visitor’s report. For the most part, these are met. There is now a much more robust approach to ensuring that staff are fully vetted prior to beginning work at the home. However, checks on the independent visitor have not been fully completed. As the visitor has not spent time alone with young people, this risk is minimised. The independent visitor's report now reaches Ofsted within a reasonable time. The element of the regulation that requires the visitor to form an opinion about children's safety and welfare is not met. This is an administrative shortfall that

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Requires improvement

does not affect young people, but it needs to be clearly evaluated in each report. Actions are again set in order to ensure compliance with the regulations and to improve practice. Since opening the home last October, the manager has prioritised meeting the needs of the young people admitted to the home. This has clearly had a positive impact. Young people are enjoying stability and security. They are making progress and reducing their risk-taking behaviours. They are learning about the give-and- take of life, and how to respect others. These achievements reflect the ethos of the home, and demonstrate that the aims and objectives of the statement of purpose are met. Some of the detail of the statement of purpose does not entirely meet with the regulations. A requirement is set to improve this document ,but this administrative shortfall does not affect young people's safety and welfare. Young people are looked after by very experienced and skilled staff. The majority

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Requires improvement

of staff already have the nationally-recognised qualification. Just two members of staff need to complete their course, and are on track to do so. Staff say that they receive the support and training they need to do a good and effective job. There is a good deal of reflective practice, but supervision does not always capture staff discussions about the needs of young people, and their experiences, needs and plans. A greater focus on this would contribute to further improvement in the quality of care that young people receive. Partnership working with families, other professionals and support agencies is contributing to the progress made by young people. The manager knows that this is a job they cannot do on their own. He draws on the skills, intelligence, resources and support of others to obtain the best for young people in his care. One professional noted that the manager is 'Always looking for ideas, and will always

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Requires improvement

listen to new ideas about how to improve things.' The manager's monitoring of the home is developing, and his first six-monthly report is work in progress. He is aware of the areas that need to improve and that he wants to improve but, equally, he knows what they are good at. This in part is because he ensures that he is involved in the lives of the young people, taking them to rugby and contact with their families. The responsible individual also makes it his business to spend time with young people at the home. He also attends team meetings, and audits files and paperwork. This gives him first-hand experience of the quality of care that is being delivered to young people.

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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 ‘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 0300 123 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, work- based 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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