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

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 have positive bonds with experienced, motivated, well-supported staff who care about them and act as influential role models.  Young people live in a stable environment with consistency in their lives. Staff know the young people well and develop positive relationships with them.  Staff assist the young person to understand the risks associated with certain behaviours and influence them to make more positive choices.  There has been an increase in notifiable incidents. However, there is clear evidence that staff have managed these well. They work successfully with a variety of professionals to ensure that young people’s needs are consistently met.  Managers take necessary steps, including within their own organisation, where appropriate, to escalate concerns effectively to ensure that young people receive the support that they need. This has included serving planned notice on young people when the manager concludes that the home can no longer

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The children's home provision is good because:

keep them safe.  Staff give young people’s safety and well-being high priority. The young people live in a safe environment where their welfare is promoted. Clear safeguarding procedures and risk management plans underpin staff practice.  The manager has addressed all the requirements and recommendations from the last inspection. This demonstrates effective management, willingness to learn from inspection activity and a concerted drive to improve the service.  Monitoring of young people's progress and development is thorough, and the manager has a sound understanding of the strengths of the home and areas for development. However, the following shortfalls require attention: – Improve the quality of recording keeping – Help young people to develop greater responsibility and insight into the impact of their behaviour – Review the locality risk assessment and give greater consideration to the potential impact of the home’s proximity to other children’s homes

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The children's home provision is good because:

– Ensure that independent return interviews are routinely conducted in line with statutory guidance.

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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 health and well-being standard, with particular reference to ensuring that young people reduce their use of cannabis, the provider must ensure that—

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Requirement Due date

(1)(a) the health and well-being needs of children are met;

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Requirement Due date

(b) children receive advice, services and support in relation to their health and well-being; and

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Requirement Due date

(c) are helped to lead healthy lifestyles. 1 August 2016

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Requirement Due date

In order to meet the positive relationships standard, the registered person must ensure—

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Requirement Due date

(a) that staff— (iii) encourage each child to take responsibility for the child's behaviour, in accordance with the child's age and understanding; (vii) help each child to develop the understanding and skills to recognise or withdraw from a damaging, exploitative or harmful relationship;

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Requirement Due date

With particular reference to ensuring that young people are involved in the development and review of their behaviour and risk management plans. 1 August 2016

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Requirement Due date

The registered person must ensure that all employees undertake appropriate continuing professional development.

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Requirement Due date

With particular reference to recording training (Regulation 33(4)(a)). 1 August 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):

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Recommendations

 The registered person should review the appropriateness and suitability of the location and premises of the home at least once a year. The review should include identification of any risks.

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Recommendations

With specific reference to reviewing the home's proximity to other children's homes in the area. The assessment should include details about the home’s strategies for managing identified risks (‘Guide to the children's homes regulations including the quality standards’, page 64, paragraph 15.1).

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Recommendations

 To meet the protection of children standard, ensure that when a young person returns to the home after going missing they have the opportunity for an independent 'return' interview. The home should then take account of the information provided by such interviews when assessing risks and putting any new arrangements in place to protect the young person ('Guide to the children's homes regulations including the quality standards', page 45, paragraph 9.30).

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Information about this children's home

This home is one of a number of children’s homes operated by a private company. It is registered to care for up to six male young people with emotional and/or behavioural difficulties.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

17 March 2016 Interim Sustained effectiveness

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Good

The quality of relationships between staff and young people is a key strength in this home. Staff work hard to develop trusting and caring relationships which allow young people to express their feelings and come to terms with past experiences. Staff demonstrate great respect and empathy for young people who have experienced trauma, and take into account the underlying reasons for behaviour and respond effectively. This ensures that young people feel accepted and have the appropriate support to enable them to move forward.

p.7

Good

Young people have good levels of communication with staff, and have meaningful daily contact with adults who they trust and know well. One young person stated, ‘I’ve lived in other children’s homes and this one is far better. I’d give here 10 out of 10. This is because staff treat me with respect, they listen to me and they care. I get on with all of them.’ Staff show genuine interest in the day-to-day lives of young people and, as a result, young people know that staff care about them.

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Good

Most young people are either in school or alternative provision. For some, this is a significant improvement in their situation prior to admission to the home. The majority of young people have made good progress in their education and have clear aspirations for their future. When educational progress is interrupted, there is clear evidence that every effort is made to challenge barriers and promote young people’s participation. There is an expectation that young people attend school, and support is in place for them to do so.

p.7

Good

Staff demonstrate sensitivity and care in promoting young people’s health and well-being. Staff are persistent in their efforts to ensure that appointments for routine healthcare are followed up and that there is good communication with healthcare specialists, to ensure that young people’s health and well-being are appropriately understood and supported. Many of the young people placed in the home come with a history of significant cannabis use. Staff display a firm commitment to helping young people to overcome their addiction and work closely with substance misuse workers to ensure that young people understand the risks. Positively, the home has been able to demonstrate progress, with some young people going through phases of abstinence. That said, others have continued to engage in activities that jeopardise their health. Over time, this significantly impacts on their long-term physical health and emotional well-being.

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Good

Young people are able to contribute to how the home is run. They have regular meetings. This allows them to discuss their choice of food and the activities that they would like to be involved in. Young people and staff will often prepare meals together. The kitchen is seen as a hub of activity, with young people and staff enjoying daily discussions around the kitchen table. Staff and young people were observed discussing issues and planning events together throughout the inspection. This further demonstrates positive relationships between staff and young people.

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Good

Case records demonstrate the work that is undertaken with young people, and they clearly relate to the plans for their futures. However, the quality of recording practice in the home is mixed. For example, incident records do not provide a full oversight of the incident and the action taken by staff. Some records are not objective and do not distinguish between fact and opinion. Records made in this way are not helpful to the young person, lack clarity and do not stand up to scrutiny in the event of an investigation or complaint. More positively, the manager has acknowledged this shortfall and is in the process of identifying appropriate development opportunities to enhance recording practice within the home.

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Good

In response to a previous requirement, significant improvements have been made to the environment. This means that young people live in a comfortable and well- maintained home. The home is welcoming, and is decorated and furnished to a good standard. Staff encourage young people to personalise their bedrooms and, where appropriate, the young people have helped with the decorating. They have enjoyed learning these types of skills, which will benefit them in their adult lives.

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Good

Since the last inspection, there has been an increase in notifiable incidents These have been well managed by staff. There is clear evidence that, when staff have concerns for the safety and well-being of young people, staff respond appropriately and take immediate action. This includes escalating concerns with placing authorities to ensure that young people receive the support that they need. On occasion, this has included serving planned notice on young people when the manager concluded that the home can no longer keep them safe.

p.8

Good

The home has had an unsettled period, with one young person exhibiting challenging and often risky behaviour, for example going missing, and engaging in criminality and drug misuse. Such behaviour is compromising his safety and welfare. However, there is clear evidence that robust action has been taken to address these concerns. Leaders and managers display a strong commitment to overcoming difficult and challenging behaviour. This was confirmed by a variety of professionals. One stated, ‘the home is very proactive. Staff work effectively as part of a multi-agency team and have done what they can to address and manage risk-taking behaviour in the community. They have liaised appropriately with other services, and have been instrumental in developing and implementing risk- reduction plans. I am aware that one young person has recently moved on and that things have started to settle. Serving notice on placements isn’t a decision that

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Good

is taken lightly, but in my opinion the manager did the right thing.’

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Good

Incidents of going missing from home are well managed by staff. They work closely with all the relevant agencies to try to reduce the risk of harm. They escalate concerns appropriately in consultation with partners so that strategy and statutory review meetings take action to safeguard the young people. As a result, the majority of young people have started to settle back to their previous stable patterns of behaviour. The arrangements for missing from home return interviews are less robust. Not enough has been done to ensure that young people have the opportunity to speak to an independent person following their return to placement. Currently, the majority of interviews are conducted by staff. This potentially prevents the full facts from being obtained. The manager has acknowledged this shortfall and is currently reviewing the referral process for return interviews.

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Good

In response to a previous recommendation, the manager has improved the quality of information in risk assessments. The assessments are clear, detailed and regularly updated. Staff are completely aware of potential risks and understand how to prevent them. Changes in behaviour and emerging risks are quickly identified and routinely shared among the staff team and other professionals. This is another example of effective collaboration to maintain young people’s safety.

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Good

Young people are very relaxed in the company of staff and share mutually respectful banter. Strong relationships are a key element of behaviour management in the home. Staff have good insight into young people’s specific needs and consistently foster positive qualities. This helps young people to feel good about themselves and promotes their self-esteem. Staff have many discussions with young people on their behaviour. However, behaviour management plans do not capture this level of engagement. This is a missed opportunity to try to understand situations from the young person’s point of view and to work with them to find solutions and improve their capacity for empathy. It also helps to keep young people involved with their care planning and promotes personal responsibility.

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Good

Staff are appropriately trained in safeguarding, and understand their roles and responsibilities in keeping young people safe. Established systems are effectively followed in response to any arising allegations, unsafe practice or suspicion of abuse. The manager ensures that the relevant partner agencies are informed and that appropriate action is taken.

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Good

The manager ensures that staff are recruited by using appropriate vetting processes. This helps to prevent unsafe adults from having access to young people. Judgement grade

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Good

Young people benefit from living in an effectively managed home. The manager was registered with Ofsted in December 2015. He has the relevant management qualifications to undertake the role and has worked in social care for many years. Staff spoken with during the inspection report high levels of satisfaction with the management support that they receive.

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Good

The manager and the deputy manager work extremely well together and have good leadership qualities. They have a shared vison and foster a clear determination, energy and motivation to improve the home. This is an ethos that the team embraces. Managers maintain a good oversight of the care practices within the home. They are readily accessible to staff and young people for consultation, advice and support. The manager has an ‘open door’ policy, and his ‘hands on’ approach enables him to evaluate the competency and skill set of staff, and quickly address issues, should they arise. This ensures that the best interests of young people remain at the very heart of the home.

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Good

Staff receive regular supervision, appraisals and training. This provides them with opportunities to discuss their work, learn new skills and reflect upon practice issues. Staff report that they work well together and say that morale in the team is very good. This presents itself to young people through a positive atmosphere in the home. The manager has a detailed training and development plan to ensure that mandatory training is kept up to date. New staff are well inducted and given good support from the registered manager and experienced staff. They are provided with opportunities to develop their understanding and knowledge, and to apply this learning in their day-to-day care of young people.

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Good

The manager has an in-depth understanding of the home’s strengths and weaknesses. He has a strong commitment to securing ongoing developments to improve the care provided to young people. He makes good use of his development plan, which is being effectively implemented. This means that the home can continue to grow and develop for the benefit of young people.

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Good

The home’s location risk assessment is reviewed on a regular basis. The manager has consulted appropriate professionals and gathered much valuable information. However, more targeted attention regarding the home’s close proximity to other children’s homes is required. This is a missed opportunity to identify the potential interplay between peer groups in the local community and consider ways of managing those relationships safely.

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Good

Monthly independent visitor reports are through and well documented. They give a clear overview of the operation of the home, and highlight good practice as well as shortfalls. Actions raised are addressed quickly by the manager. Young people and social workers are consulted and have raised no concerns. All incidents, notifications and restraints are reviewed and commented upon. This provides a positive contribution to the quality assurance of the home. The manager is proactive in seeking verbal and written feedback from young people, parents and extremal professionals. He has built effective ‘working together’ relationships, as confirmed by one professional, who said: ‘information sharing is brilliant, the manager works very closely with professionals. The manager is very responsive and deals with matters quickly.’

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Good

To conclude, despite some of the challenges presented by young people’s behaviour, the home has sustained good performance and continues to offer a good quality of care. The manager is committed to ongoing development. He is keen to ensure that young people have every opportunity to achieve their full potential.

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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’. 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

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What the inspection judgements mean

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 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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