Children's home run by Fair Ways in Southampton

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:

 The senior management team of the organisation has appointed an interim manager who has considerable experience in social care. He is showing good leadership and is an anchor who has provided stability to the home during a time of change.  Staff work effectively with others to keep young people, who are making poor choices that place themselves at risk, as safe as possible.  The manager has put in place a comprehensive training plan in therapeutic childcare for all staff. Staff are developing an understanding of the underlying psychological reasons for behaviour. They work with other professionals to support young people. Destructive behaviour such as self- harm significantly diminishes.  Young people are able to develop attachments. They especially enjoy their relationship with their key worker. Staff listen to young people and do all they can to accommodate young people’s requests.  Maintenance staff have added a conservatory, creating a warm, comfortable

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The children's home provision is good because:

area for young people to relax or share a meal. There is a clear development plan that includes improving the decor and furniture in young people’s bedrooms.  Placement planning has improved. Risk assessments identify known risks and guide staff in the control measures to reduce risk. The manager ensures that children looked after medicals are in place.  All young people are in education and making good progress in relation to starting points. Staff work well with education professionals to support young people who find the transition to school difficult.  Young people are able to see their relatives and other people who are important to them. They are able to stay overnight regularly. Staff support young people emotionally when they have a negative experience of contact.

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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 the ‘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

10. Health and well-being. In order to meet the health and well-being standard the registered person is required to: Ensure that children receive advice, services and support in relation to their health and well-being, especially concerning immunisations (Regulation 10 (1)(b)). 31 August

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Requirement Due date

Implement the procedure to be followed in the event of an allegation of abuse or neglect, this especially applies to keeping a clear, written chronology of action taken and the outcomes as a result (Regulation 34 (1)(b)). 31 August

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Requirement Due date

Ensure that the independent person’s report includes their opinion as to whether the conduct of the home promotes children's well- being (Regulation 44 (4)(b)). 31 August

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Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendation:  Review the policy on the protection of children for the arrangements in relation to e-safety, especially the use of social media (‘Guide to the children's homes regulations including the quality standards’, page 44, paragraph 9.19).

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Information about this children's home

The home is registered to accommodate up to three young people who have emotional or behavioural difficulties. A private company owns and operates the home. The company has its own educational facility nearby.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

21 December 2015 Interim Declined in effectiveness

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Recent inspection history

4 March 2015 Interim Declined in effectiveness

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Good

Staff invest time with young people. They ensure they are available to spend one- to-one time with them upon their return from school and actively support them to develop their interests, such as cycling. Staff go to great lengths to accommodate young people’s requests, such as going to the BMX track of their choice. Young people enjoy good relationships with staff, especially their key worker. All young people are in education. Staff work with their education colleagues to help young people make the transition to school. Staff successfully diffuse potential incidents. Young people make good progress in relation to their starting points and are able to reach a place where they take some GCSEs. Young people show a good attitude such as planning what they want to study at college when they leave school. Young people are successful at gaining a college place. Young people benefit from a good approach to their health. The manager chases

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Good

the children looked after medical reports to identify any health needs. Staff encourage the young people to attend routine appointments. For those needing additional services, such as an orthodontist, staff provide full support. Staff seek to dissuade young people from smoking, for example by the recent removal of a ‘smoking shed’ in the rear garden. Staff have identified that some young people do not have a clear immunisation history but they do not have a plan on how to resolve this. Some aspects of their health may be at risk as a consequence and a requirement is made to address this. More positively, the manager has recently improved medication procedures because of a recommendation from the independent visitor. Staff treat young people with dignity and respect. They are sensitive to young people as they go through puberty and explore their sexuality. Staff are able to have delicate conversations with young people without embarrassing them. Young

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Good

people are able to celebrate their development in a safe environment. Young people enjoy the relationships with individuals who are important to them, such as their relatives. Staff ensure they have contact, such as overnight stays. Young people are able to talk to staff about their difficult and painful feelings when they have a negative experience, for example after a phone call or when a parent does not attend a significant event. Young people, who are placed from another county, are in the right place. A placing social worker said, ‘This is the longest time (name of young person) has stayed in a placement, it is the best placement for the young person who is very settled there.’ Staff prepare young people for their futures according to their age and level of development. They support young people’s rights, in accordance with legislation, such as access to a personal adviser to guide them on their transition into

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Good

Staff take action to keep young people as safe as possible. Of particular note, is the approach to young people who go missing from care and are at risk of child sexual exploitation. Staff follow and search for young people, using their knowledge of the local area and the places that young people may go. They work with the police and other agencies in developing a risk management plan. Staff initiate a well-planned and coordinated response to young people who go missing and who are at risk of child sexual exploitation. Staff follow the agreed plan diligently. This includes ensuring that young people have return home interviews. Staff have been successful at disrupting some inappropriate relationships with people in the local community. A placing social worker said, ‘Staff have done exceptionally well with (name of young person). They have not given up. This is the best placement for (name of young person).’

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Good

The manager has responded well to the previous requirement about risk assessments. These now contain all the known risks, including historical concerns, and the risk reduction measures. Staff demonstrate a sound understanding of these and adopt them in their day-to-day practice. One young person has had a successful discharge home back to their own family environment. One young person has had a successful admission to the home. There has been careful placement planning with all necessary documentation in place. Staff anticipated the honeymoon period and quickly learned how to respond to violent outbursts when this period was over. Staff are aware of the group dynamics and are skilled in de-escalation techniques. On occasion, staff use physical intervention. This is proportionate, well recorded and reviewed. This is especially the case when staff have been hurt, for example by being head-butted or bitten, and there has been a need to involve the police.

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Good

There is a restorative approach, but on occasion young people have received a police youth caution. Young people learn acceptable behaviour and are mature in acknowledging their wrongdoing and restoring relationships, for example after an incident of racism. The manager has arranged for further bespoke behaviour management training. Staff seek to understand the triggers for behaviour, such as self-injurious behaviour. They do not overreact to the immediate situation; they explore the underlying emotional state of the young person. Key workers demonstrate a keen understanding of what is currently going on in the life of their key young person and take appropriate action. This may include conferring with health professionals and a review of medication. Strategies are successful and self-harm significantly reduces. The manager ensures that all staff are on the training schedule for self- harm management.

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Good

The manager ensures that safeguarding procedures are in place and that staff are well versed in them. He takes effective action in the event of any concern. This includes consulting with the designated officer for safeguarding in the local authority in the event of an allegation. However, he does not keep a clear written chronology of the action taken as a result and the decision making process leading to the outcomes when there is no further action to take. The safeguarding procedure refers to e-safety but young people are not fully equipped because there is no content on social media and how this might lead to young people being exploited. Young people live in a safe environment. All necessary health and safety certification is in place.

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Good

The senior management team of the organisation has recognised the challenges and been decisive in their approach. They have appointed an experienced and competent interim manager who is showing exceptional leadership. His management style is promoting staff cohesion and motivation. Morale is high. Staff are committed. Recruitment has been successful. The manager is leading the home in the right direction. The manager has been in post for less than three months. He has quickly grasped the strengths and weaknesses of the home that have informed the development plan. He reports these formally in the statutory report that he sends to Ofsted as required by regulation. Maintenance staff have completed a new conservatory to a good standard. The design is such that the new area blends in with the existing lounge. Young people have an additional area where they can relax or engage in activities. There are clear plans to improve the decor and furniture in young

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Good

people’s bedrooms. The manager recognises the need to review whether restrictors on windows are still required. An independent visitor comes to the home regularly. She identifies the pertinent issues and provides professional challenge to the manager. She submits a report to the relevant authorities including Ofsted. These do not always provide her professional evaluation on how the conduct of staff is promoting the young people’s well-being. An example is when there has been a rise or fall in risk-taking behaviour, such as going missing from care, and how staff are responding. This is a missed opportunity for the home to receive independent scrutiny. A particular strength is the partnership working. Staff work with key professionals in their own local authority as well as other placing authorities. They agree on strategies to keep young people, who place themselves at risk, as safe as possible. The manager ensures that staff follow such strategies and keep good records as to

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Good

the actions that they have taken. A professional said that ‘the home has worked in partnership with the local police and (name of young person) is able to be safer through greater self-awareness.’ The manager ensures that placement plans are succinct and reflect the pertinent needs of the young people. They inform staff of the day-to-day care and how to best prepare each young person for their future. This includes ensuring that young people have access to a personal adviser for guidance to leaving care as they reach adulthood. The manager has recognised the need to provide further detail in the health section of the plan, as informed by the children looked after medical. Staff keep detailed records that reflect the everyday life of young people and their progress. The manager has been proactive in meeting the requirement made at the last inspection around training, especially training in therapeutic childcare. All staff are

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Good

undertaking a comprehensive training programme around attachment and a therapeutic community approach. Key staff are writing therapeutic placement plans. Young people engage in a community meeting where they are able to express their feelings in a safe group environment. The manager challenges the practice of other professionals when necessary. He seeks clarity on who takes the lead in safeguarding issues when there are a large number of professionals involved in a young person’s life.

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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 that 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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