Children's Home run by Serenity Specialist Care Ltd in Birmingham

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 receive a good service from staff, who are all committed to looking after them well.

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The children's home provision is good because:

 The whole team takes responsibility for addressing shortfalls.

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The children's home provision is good because:

 Senior personnel implement additional measures to monitor the service and to ensure that standards do not slip.

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The children's home provision is good because:

 A thorough system of staffing is in place to provide young people with a good level of consistent care.

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The children's home provision is good because:

 Young people establish meaningful relationships with their carers.

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The children's home provision is good because:

 The progress of young people is clear. The vast majority of young people learn appropriate skills and make successful transitions to new placements.

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The children's home provision is good because:

 Young people, their families and social workers are pleased with the service. Staff give the views of young people high priority.

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The children's home provision is good because:

 Members of staff feel well supported, therefore changes to the team of permanent staff are rare.

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The children's home provision is good because:

 The property is attractive, comfortable and gives young people the facilities to meet their needs.

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The children's home provision is good because:

 The leaders of the service have achieved demonstrable progress. However, management is not yet stable and further changes are planned.

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The children's home provision is good because:

 The manager has minimal childcare experience, therefore requires training on relevant legislation and the operation of virtual schools.

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The children's home provision is good because:

 Certain administrative issues require attention, and vehicle checks are insufficiently robust.

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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

In order to meet the protection of children standard to ensure that children are protected from harm and enabled to keep themselves safe, the registered provider must ensure—

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Requirement Due date

(2)(b) that the home’s day-to-day care is arranged and delivered so as to keep each child safe and to protect each child effectively from harm. This is with regard to ensuring that vehicles’ tyre pressures are maintained at the manufacturers recommended pressures. 27 June 2016

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Requirement Due date

The registered manager must undertake such continuing professional development as is necessary to ensure that the registered manager has the skills needed for managing the home. This is with regard to becoming sufficiently familiar with relevant legislation, regulations, and guidance. (Regulation 29(4)). 29 August 2016

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Requirement Due date

The registered person must recruit staff ensuring that full and satisfactory information is available in relation to the individual in respect of each of the matters in Schedule 2. This is with regard to verifying so far as reasonably practicable why employment with vulnerable adults ended (Regulation 32(3)d). 27 June 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 the property is a homely, domestic environment. This is with regard to ensuring that slamming doors do not create an institutional feel (‘Guide to the children's homes regulations including the quality standards’, page 15, paragraph 3.9).

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Recommendations

 Ensure that staff should have an understanding of how schools function, including the processes for admission to schools, the role of designated teachers for looked-after children and the role of the Virtual School Head (‘Guide to the children's homes regulations including the quality standards’, page 27, paragraph 5.10).

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Recommendations

 Accept placements for children only where the service has fully considered the impact that the placement will have on the existing group of children. This is with regard to showing in the written impact assessments how such decisions are reached (‘Guide to the children's homes regulations including the quality standards’, page 56, paragraph 11.4).

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Information about this children's home

The home provides care and accommodation for up to four young people with learning disabilities. It is owned and operated by a small private company.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

25 January 2016 Interim Declined effectiveness

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Good

Young people experience a good standard of care. They establish meaningful relationships with the staff, which are the basis of their individual progress. Comments from young people are overwhelmingly positive. They consider that staff are ‘helpful and understanding’. The changes of manager have compromised this, but only to a limited extent, and the cohort of permanent staff has remained relatively stable. One professional reported recently: ‘Staff are welcoming and warm, they ensure that young people feel valued.’ Most young people are from Birmingham or neighbouring authorities and are therefore quite close to their home areas.

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Good

In 2015, several young people moved here on a planned basis from another home within the company. These individuals have now all moved on and the majority have made successful transitions to semi-independent placements. Young people learn to look forward with optimism. This progress is a valuable reflection on the effectiveness of staff. An education worker noted a ‘positive development of communication and independence skills’ in her young person. Since Ofsted issued a compliance notice in January 2016, the manager has ensured that all the required paperwork is in place for each young person. She uses this information effectively as a basis for the in-house documents that guide staff. When they leave, young people take memorabilia and other items to remind them of their time in the home. Some discharged young people remain in contact with the staff and report good progress. Similarly, the manager is in touch with others who are doing well. The

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Good

new carers of one young man report that he continues to adhere appropriately to boundaries, which he previously found difficult.

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Good

Young people make good progress with their health needs. All young people admitted to the home have learning disabilities, as diagnosed by consultant psychiatrists. For most young people this is an important factor, but is less significant than their emotional and behavioural needs. The manager ensures that all admissions suit the conditions of registration applied by Ofsted. Young people benefit from a stable environment in which staff bring under control their medication intake and other health-related matters. This directly improves their lifestyles and opportunities. For example, this process is bringing the epilepsy of the current resident under control and, as a result, he will be able to pursue his interest in go-karting. This personalised care also improves issues such as young people’s personal hygiene which, in turn, improves their self-esteem and social integration.

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Good

Staff ensure that the formal education of each young person is a high priority. For new young people, such as the current resident, this does not always translate immediately into classroom education of a certain number of hours. However, the manager promptly and proactively seeks to reach agreement with fellow professionals about the plans. This helps to meet young people’s rights in this area. She then makes interim arrangements, if necessary, for example with tutors. This means that young people regain a routine in education as soon as possible. The process has worked well with former residents, too. One parent, for example, reported that her son went back to college, which was a big concern for her. She feels the staff ‘worked wonders in this area’. For another young person, after discussions with staff his college agreed to adjust his attendance time to help him participate more regularly. This met the needs and wishes of the young person.

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Good

Staff have a reasonable understanding of education processes. However, they have insufficient understanding of and involvement in virtual schools. This reduces the sources of support available to young people.

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Good

The manager has made improvements to the admissions procedures, which are now of a good standard. An inappropriate admission that took place before the last inspection led to a review of the processes. Consequently, staff make much greater efforts to obtain sufficient background information and to plan admissions, rather than accept emergencies. In the records, it remains somewhat unclear what the assessment of the likely impact on other young people living in the home would be. This is significant, mainly to young people who choose to research their histories later. Nevertheless, current residents are involved in conversations about new young people. This is an important part of the process and contributes to ongoing stability in the home.

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Good

Staff understand thoroughly how to keep young people safe. They liaise quickly and effectively with other agencies such as the police and local authority staff. They share information well about the risks posed by young people, such as setting fires. This is not always enough to prevent incidents occurring and some young people have proved to be particularly challenging. However, the frequency and severity of incidents, such as going missing, nearly always decreases. Young people learn to believe that staff care about them. The staff team takes lessons from incidents, too. In particular, senior personnel have improved the staffing arrangements to reduce the likelihood of inexperienced staff being involved in the home. Staff consult young people after each incident. Police officers and/or social workers supplement these conversations, as required by the event. In some instances, this has allowed young people to feel sufficiently confident to make complaints.

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Good

Sometimes these have included allegations against members of staff. The manager then liaises with the appropriate authorities and investigations are conducted. In the vast majority of cases, the investigations conclude that staff have acted completely appropriately. Staff have established good working relationships with young people’s families. This contributes significantly to the safety of young people, for example in relocating those who go missing. The manager regularly reviews the risk to young people of sexual exploitation. The manager ensures that staff understand the risks posed by every child as well as possible. Staff act upon the agreed preventative strategies. As a result, they consistently interact with young people in a calm and considered way, even when under pressure. This helps young people to feel secure in the home. They trust staff to keep them safe, for example if they feel bullied.

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Good

Young people are clear about the boundaries, because all the staff consistently use the same system of behaviour management. They celebrate positive behaviour and achievements in a variety of ways, including giving young people certificates of acknowledgement and financial incentives. As a result, young people learn to have ambitions and to prevent undesirable outcomes occurring. Staff use physical interventions rarely and only in prescribed circumstances. This helps to cement their relationships with young people. Senior personnel have responded thoroughly to previous inspection requirements by substantially improving the processes for the recruitment of new staff. This is now a robust system which has the benefit of additional layers of quality assurance. However, the instructions to referees require minor clarity in order to take into account some applicants’ experience with vulnerable adults as well as

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Good

children. The property is attractively presented and comfortable. Staff routinely address all health and safety issues. They include vehicle checks in this process. However, it is not sufficiently clear that all staff who undertake the checks are completely competent or that they maintain tyre pressures at the manufacturer’s recommended pressure. This is an important safety issue. Also, during the inspection the doors in the house were slamming repeatedly because of inadequately adjusted closures. This is unnecessarily intrusive and gives an institutional feel.

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Requires improvement

The leadership and management of the service require improvement and consolidation. The long-lasting insecurity at this level is not completely resolved. The home has had direction from three different managers since it opened in 2014, which includes a period when it was not operating. Ofsted is currently registering the latest manager. However, she will soon go away for an extended period and the company is in the process of appointing an interim manager, who will be required to apply for registration with Ofsted. Part of the difficulty faced by the company is in recruiting managers who have residential care experience of children with learning disabilities.

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Requires improvement

The current manager has obtained sufficient residential experience by caring for adults with learning disabilities, yet has no qualifications in childcare. As a result, she currently has gaps in her knowledge of some relevant legislation and regulations. She is continuing the process of addressing this shortfall, which has minimal direct impact on young people. On the other hand, the manager has successfully led the service to a good standard and is ensuring that it meets statutory requirements. She seeks answers to questions from other professionals promptly, which is an important contribution to young people’s safety and progress.

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Requires improvement

The focus of all personnel is on the care of young people, as reflected in the recently corrected and updated statement of purpose. To this end, staff have undertaken substantial work to address the large number of shortfalls identified at the last inspection. Particular highlights include the improved attention to young people’s plans. Documentation is better and there are clear instructions to staff about what paperwork should be in each file. The team also has a thorough understanding of the risks that young people expose themselves to and know how to address them. The manager is now proactive in obtaining information from other services, whereas previously this was lacking. As a result, staff provide focused care to young people, which they record clearly in young people’s files. One member of staff said: ‘We weren’t evidencing things properly and previous inspections made us reflect. We feel proud of our progress.’

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Requires improvement

The responsible individual has overseen substantial improvements to the monitoring of the service. In addition to the usual monitoring by the manager and the independent visitor, there has been independent assessment of key indicators and paperwork. This has been a critical step in achieving and sustaining the required improvements. An extensive system of obtaining the views of young people, parents and professionals shows that the vast majority are happy with the service. Young people also feel able to make complaints which lead to changes in their care or in the home generally, where appropriate.

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Requires improvement

Much work has also gone into establishing a bank of trained staff. This allows continuity of care for young people. There is now a smooth transition between shifts without the need for the time-consuming induction of temporary staff. All staff training and supervision meetings are up to date. All staff are qualified apart from one, who has only recently started in care work. A competent person leads each shift and each is capable of working at a higher level. This quality is an important attribute of the team. Also, the implementation of the recommendations of the fire safety officer has improved the safety of residents and staff in the event of a fire.

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Requires improvement

The responsible individual is seeking an interim manager who will overlap with the current manager to sustain the good progress.

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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

Interested in our work? You can subscribe to our monthly newsletter for more information and updates: http://eepurl.com/iTrDn .

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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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