Children's home run by Broadwood Education Services in Rossendale

Requires improvement

The children's home is not yet delivering good help and care for children and young people. However, there are no serious or widespread failures that result in their welfare not being safeguarded or promoted.

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The children's home provision requires improvement because:

 Staff do not actively promote school attendance. The young people are not all regularly attending school and making progress with their education. This is setting a poor example to those young people who are admitted to the home who then also refuse to attend school in order to fit in with the others.  The young people who are soon to be moving on from the home are not clear about their transition plans and are uncertain of their future. This results in unsettled and negative behaviour, which staff struggle to manage.  Institutional style fire prevention and hot water warning signage is prominently displayed in the kitchen. This detracts from the otherwise homely appearance of the house.  Staff do not always work collaboratively as a team and this results in inconsistent practice and boundaries given to the young people. Managers do not ensure that team meetings are regularly held in order to challenge

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The children's home provision requires improvement because:

and address any issues in the staff team.

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The children's home strengths

 Keeping young people safe is given high priority by the staff team. The manager has established effective partnership working arrangements with Children and Mental Health Services (CAHMS) and the Child Sexual Exploitation (CSE) police team. This work helps to protect young people from the risk of possible harm.  Incidents of young people going missing from the home are reduced. Staff effectively and actively search for young people when they are missing. Effective working practices with other agencies promote the safety of young people.  The staff work collaboratively with young people and their families to support regular meetings and improved relationships.  The manager and staff work hard to continually improve the home’s appearance. Overall, the house now offers a generally homely and comfortable environment for the young people to enjoy.  Risk-taking behaviours from young people are reduced. Young people who

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The children's home strengths

previously put themselves regularly at risk, including incidents of self-harm, no longer do so. Young people said they feel safe living at the home.  Young people enjoy living in the home. One young person said ‘I think the staff are really nice and I give the home 10 out of 10.’

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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

8: The education standard In order to meet the education standard the registered person must ensure - (2)(viii) that if a child is of compulsory school age but is not attending, they are helped to access education and training support through the period of exclusion or non-attendance and to return to school as soon as possible. 31 May 2016

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Requirement Due date

In order to meet the care planning standard the registered person must ensure – (2)(b)(iii) that arrangements are in place to plan for and help each child to prepare to leave the home in a way that is consistent with arrangements agreed with the child’s placing authority; in particular that a clear plan is agreed and shared with the young person. 31 May 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 that the home provides a homely and domestic environment; in particular, that the institutional-type fire safety and hot water signs are removed (‘Guide to the children's homes regulations including the quality standards’, page 15, paragraph 3.9).  Ensure that systems are in place so that all staff receive supervision of their practice from an appropriately qualified and experienced professional, which allows them to reflect on their practice and the needs of the children assigned to their care; in particular that team meetings regularly take place and any issues that prevent the staff team working collaboratively are addressed and resolved (‘Guide to the children's homes regulations including the quality standards’, page 61, paragraph 13.2).

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Information about this children's home

This home is registered to provide care and accommodation for up to four young people who have emotional and/or behavioural difficulties.  The home is owned by a large national provider.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

30 November 2015 Interim Sustained effectiveness

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Requires improvement

The young people do not make progress with their education. Education timetables are in place for young people who are not attending school, but staff do not ensure that these are actioned. For example, on the day of the inspection, none of the three young people resident in the home were engaging in educational activity. One young person has achieved only 50% attendance at school this academic year. Another, who prior to being admitted to the home had good school attendance, was refusing to attend school as she observed the others not attending school and being allowed to evade educational activities and she wanted to fit in with them. Instead of attending school or being engaged in educational activities, by late in the morning young people are not dressed and are staying in each other’s bedrooms not doing anything constructive. Staff were observed neither intervening nor addressing this behaviour. A lack of documented strategies to follow means

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Requires improvement

that staff do not have a framework should a young person refuse to attend school. One young person is due to leave the home very soon in order to return to her home town. However, the plans for this transition are unclear and the young person is not certain about where she will be going to live or how this will be achieved. The manager states that her understanding is that the move will happen in the late summer, but the local authority social worker states that the move will happen in one month, as soon as the young person has finished her examinations. There is also uncertainty about whether the young person will move on to foster carers, or to a supported living arrangement. There is little evidence of effective communication between the manager and social worker to clarify this situation. The uncertainty is having a negative impact on the young person’s behaviour. She is refusing to go to school regularly and is

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Requires improvement

encouraging the other young people not to engage with staff or attend school. Prior to this period of uncertainty, this young person was making progress with her behaviour and education. A member of staff said ‘the young person’s behaviour has regressed since she found out she is moving’. A pathway plan from the local authority is in place but does not identify timescales or actions. Relationships between staff and young people are generally positive. There is some inconsistency between staff on how behaviour is managed. Young people said that some shifts of staff were stricter than others. During the inspection, it was noted that young people were respectful to some staff and very rude and disrespectful to others. This behaviour was not challenged by staff members. The young people do have the opportunity to learn independent living skills such as budgeting, opening a bank account and cooking. Taking part in activities is also

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Requires improvement

encouraged by the staff and, as a result, young people enjoy and benefit from singing lessons, horse riding lessons, trips to places of interest and leisure parks. One young person said that as there is only one car available to the home, and this limited how often they could go out. The manager has addressed this issue and an additional car has been ordered. A strength of the home is how staff promote positive relationships between young people and their families. The staff provide transport, stay overnight when families are a long distance away from the home and supervise visits by families to the home. Staff demonstrate that they are sensitive to the needs of young people to remain in contact with their own cultures. The staff facilitate ‘face time’ over digital devices between young people and their families, if they are unable to physically meet up. This ensures that important relationships are continued.

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Requires improvement

The manager and staff work hard to continually improve the appearance of the house and offer young people a comfortable, modern, clean and well maintained environment. One young person said ‘the house looks nice’. Institutional-type fire safety and hot water signs are prominently displayed in the kitchen, which detracts from the otherwise homely appearance of the home. The health needs of young people are met. Staff ensure that young people are up to date with all medical appointments and effectively support young people to obtain specialist medical attention if necessary. Staff understand the importance of obtaining therapeutic help for young people so that their emotional healthcare needs are supported.

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Good

The young people say that they feel safe living in this home and could identify someone who they would speak to if they did feel unsafe. The manager and staff work hard to ensure that safeguarding the young people is at the heart of what they do. For example, they liaise effectively with other agencies such as the police to ensure that if young people do go missing, they are swiftly returned to the home and receive a debriefing and visit from an independent person. The staff are curious to know where a young person has been and who they have been with. Staff successfully build a picture of where young people may be and who they are with. This intelligence is then used to reduce the risks to young people of child sexual exploitation or being involved in gangs. The use of physical restraint and sanctions by staff to manage behaviour is minimal. Instead, positive behaviour is encouraged through a reward system. The

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Good

staff also discuss any incidents of unwanted behaviour with young people in key worker sessions, so that they are able to learn from their mistakes. Incidents of risk taking behaviour by young people is reduced. One placing social worker said ‘My young person has made progress in reducing her risky behaviour and not being missing so much. When she has returned home, she hasn’t gone missing or engaged in any risky behaviours. She has matured.’ Staff undertake comprehensive risk assessments that detail clear control measures and actions to be taken to minimise risk. The manager undertakes a detailed location risk assessment so that any risks to young people in the community are understood and minimised. Door alarms are fitted on the front and back doors at night so that staff are aware if young people go out. The use of these alarms has been agreed with placing social workers and is constantly under review to ensure

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Good

that their use is necessary. If staff assess whether a search of a young person’s room or possessions is necessary to keep them safe, it is undertaken in line with the home’s policy and procedure. All searches are appropriately recorded and document the need for the search and how the young person was informed and involved in the search. Recruitment procedures in the home are robust and determine that only suitable persons are employed in the home. Thorough checks are undertaken for all staff, including agency staff. The staff are confident in using the home’s safeguarding and child protection procedures. The home has effective links with the local safeguarding children board and the local authority designated officer. This ensures that the manager and staff receive specialist advice and support with regard to safeguarding and child protection issues.

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leaders and managers

There is some disharmony and lack of collaboration between members of the staff team. This means that the care given to young people is not always consistent and that young people are not always given clear boundaries and expectations. Leaders and managers fail to ensure that staff team meetings take place. A meeting has not been held for three months and some staff have refused to attend these meetings. The manager has not enforced their attendance at these meetings despite it being a requirement of the role. Supervision notes sampled do not document that issues in the staff team have been fully addressed and discussed. Inconsistency between staff behaviour and consequent poor practice are not regularly challenged in order for all staff to provide good quality care for young people and ensure that the staff team is working collaboratively. The registered manager is suitably experienced and qualified. The staff team is

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leaders and managers

stable and consistent. All staff, with the exception of a newly recruited staff member, are appropriately qualified. A thorough induction programme is in place for new members of staff, to provide them with the necessary skills to undertake their role. The manager is well liked and staff speak highly of her. One member of staff said ‘the manager had a hard job taking the house on, not all the staff are singing from the same hymn sheet. We were set in our ways and hadn’t had a manager for a while. She does well.’ The manager regularly monitors and reviews the quality of care in the home. Feedback is sought from young people and their families and social workers. The manager undertakes an annual development plan that details what is to be achieved in the coming year. The requirement from the previous inspection is met. Young people now benefit from a consistent and stable staff team. The manager is clear when she believes from information received in a referral that

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leaders and managers

staff will be unable to meet the needs of a young person. A comprehensive impact risk assessment process is undertaken so that the mix of young people in the home is compatible.

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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 children 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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