Children's home run by New Forest Care Limited in Southampton

Outstanding

The children’s home provides highly effective services that consistently exceed the standards of good. The actions of the home contribute to significantly improved outcomes for children and young people who need help, protection and care.

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The children’s home provision is outstanding because:

 Strong leaders and managers ensure that the well-being and safety of young people is prioritised, and staff practice in ways that consistently meet the needs of the young people.  Young people develop positive attachments with the staff caring for them. This enables them to gain a sense of stability, security and self-worth.  The manager is an excellent role model and is highly skilled in communicating with vulnerable young people who have experienced negative relationships in the past.  Young people make exceptional progress in terms of academic achievement, improved social skills and reducing negative or challenging behaviour.  Risk management is a particular strength of the home. This ensures that staff have a thorough understanding of young people’s vulnerabilities and the specific risks they face as a result.  The therapeutic model of care, outlined in the home’s statement of purpose, is well-embedded in practice. Young people receive consistency in the care

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The children’s home provision is outstanding because:

they receive. This enhances their sense of security.  Young people access a range of specialist support services, including therapeutic counselling. Leaders and managers work effectively to secure external support where this cannot be provided in-house.  Young people receive excellent support to maintain healthy lifestyles. They are given the advice and guidance needed to make well-informed decisions around personal relationships and keeping safe.  The views of young people are actively sought, and have been used to improve practice further in the home  Staff help young people to develop their independence skills, including securing part-time work. This ensures that young people are better prepared for semi-independent living.  Innovative monitoring systems ensure that the quality of care is effectively reviewed, and any weaknesses are quickly identified. Managers learn from mistakes, and are committed to continuous improvement.

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Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendation: Ensure that recruitment of staff safeguards children and minimises potential risks to them. Specifically, ensure that a written record is kept of any gaps in an employees’ career history, and any discussions that have taken place regarding past offending behaviour (‘Guide to the children’s homes regulations including the quality standards’, page 61, paragraph 13.1).

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Information about this children’s home

A private company owns and operates this children’s home. The setting accommodates a maximum of four young people of either sex between the ages of 10 and 17 years who have complex emotional, behavioural and educational difficulties. The company uses attachment therapeutic approaches in helping young people entrusted to their care. Where it is assessed that young people are not able to attend mainstream schooling, the company has the provision of a small specialist education unit. The company’s working livestock and arable farm provides a therapeutic environment and opportunities for young people to learn new skills.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

14 January 2016 Interim Sustained effectiveness

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Recent inspection history

19 February 2015 Interim Sustained effectiveness

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Outstanding

The high standard of care, delivered by a stable and committed staff team, assists young people to settle well and, in most cases, make exceptional progress. Managers and staff demonstrate a clear understanding of young people’s backgrounds, and the impact of past negative experiences. This helps them to develop their knowledge and understanding of the young people’s changing needs. Staff take a genuine interest in each young person’s development, encourage them to do well and celebrate their achievements. For example, one young person has received consistent praise for securing a part-time job and meeting his employers’ expectations.

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Outstanding

The manager is an excellent role model in terms of her communication skills with young people. She demonstrates sensitivity and patience while maintaining consistent boundaries. Staff emulate this approach, and this results in positive relationships developing between staff and young people. Staff who are unable to practise in this way are quickly identified, and action is taken to help them develop their skills accordingly.

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Outstanding

The therapeutic model of care, outlined in the home’s statement of purpose, is fully implemented in the day-to-day care of young people. A senior member of staff gave numerous examples of the approach taken to listening and responding to young people. These included remaining calm and consistent in conflictual situations, and recognising when a young person’s anxiety levels are preventing them from making rational decisions. The member of staff was able to reflect on how theories which underpin the therapeutic approach, such as attachment theory, enable her to distinguish between the young person and the challenging behaviour presented.

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Outstanding

All young people engage positively in therapeutic counselling provided by the organisation. Over time, they begin to come to terms with the negative impact of past trauma, and learn more effective ways of managing their anger and anxieties. Therapists provide valuable, insightful reports which give an overall summary of how the young person is responding to counselling, and the impact on their emotional well-being. These reports are used to inform and amend young people’s care plans, ensuring that the care being delivered is adapted to meet the individual needs of young people.

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Outstanding

The quality of the relationships between staff and residents ensures that the young people develop the confidence to speak to staff about their worries. These include sensitive subjects, such as safe personal relationships and sexual health. One young person was seen to engage well with a member of staff, who was supporting him to access specialist advice on adolescent development. The young person later commented, ‘I would not change anything about this home. I can discuss anything with staff, especially my key worker.’

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Outstanding

Staff are equally supportive when it comes to promoting good physical and mental health. A smoking cessation plan has been agreed with one young person, who is making good progress towards abstinence. Another young person is being supported to manage their weight. A range of activities are offered, which enable young people to take exercise and develop their links with the local community. For example, staff accompany one young person to regular sessions at the local gym.

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Outstanding

Managers and staff demonstrated exceptional commitment to a young person experiencing severe mental health difficulties, prior to more suitable accommodation being found. This was coordinated by the organisation’s mental health nurse. Excellent partnership working with the child and adolescent mental health service ensured that effective strategies for caring for the young person were implemented until more specialist services could be secured.

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Outstanding

All young people have a place at the organisation’s school, and attendance rates are excellent. At the time of this inspection, young people were either revising for their GCSE examinations or preparing to take these next year. College places have been secured for those who will leave the school this academic year. One young person has made significant academic progress since moving to the home. His social worker stated, ‘He had not been in education for such a long time. He is now taking GCSEs. This is a major achievement.’

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Outstanding

Highly effective monitoring systems, and the ability of staff to understand young people’s needs, ensure that any concerns for the overall well-being of a young person are quickly identified. One young person, displaying signs of low self- esteem and the potential to become isolated, has received encouragement and support to develop new social networks by attending local clubs and activities. During the inspection the young person was contacted by his advocate, a trusted adult who has developed a long-standing, supportive relationship with the young person.

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Outstanding

The manager takes proactive steps to ensure that young people develop positive peer relationships away from the home. This has recently included making appropriate arrangements for a young person’s friend to have an overnight stay at the home, and for the young person to stay at her friend’s home. This had a positive effect on the young person’s confidence and self-esteem, and addressed some of her negative feelings about being in local authority care. The young person expressed genuine appreciation for the manager’s efforts to facilitate the overnight stays. Equal priority is given to promoting young people’s contact with family members, where appropriate. A social worker praised the manager’s skills in working with family members who have been reluctant to engage with professionals in the past. Young people are given emotional and practical support, making contact with family a more positive experience. This often involves staff travelling long distances

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Outstanding

to facilitate supervised contact arrangements.

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Outstanding

Young people learn many practical skills which will assist them as they move towards independence. These include cooking, domestic chores, money management and independent travel. Some young people move from the home to the organisation’s semi-independent facility. Transitions are well-planned, and young people benefit from the continued support of trusted adults as they take their first steps towards independent adult life.

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Outstanding

Protecting young people and keeping them safe from harm is firmly embedded in practice. Managers and staff have a clear understanding of the particular vulnerabilities of each young person. This is reflected in their care plans and risk assessments. A particular strength of the home is the standard of risk management. Risk assessments take into account young people’s backgrounds and any history of unsafe behaviours. This ensures that all potential risks are considered when developing strategies for working with the young people. The effectiveness of individual risk assessments is kept under review, and amendments are made to reflect changing circumstances.

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Outstanding

Young people say that they feel safe in the home, and all can identify a member of staff they would speak to if they had concerns. This means that young people have the confidence to discuss sensitive subjects, such as keeping safe in personal relationships. They subsequently receive the support and guidance needed to build healthy relationships based on trust and mutual respect.

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Outstanding

Over time, young people develop an increased awareness of the risks they may face in the community or through accessing the internet and social media. All young people say that they have received advice on keeping safe, and are able to verbalise how they could become exploited. They consent to having their internet devices monitored, and understand the reasons why staff take this action. Staff are vigilant, and are familiar with indicators that would alert them to a young person being sexually exploited. As a result of this good practice, young people engage less in unsafe behaviours. A social worker commented that one young person has virtually ceased their anti- social behaviour since coming to live at the home. When young people do take risks, such as experimenting with illegal substances, there is a well-planned response. This often involves specialist services, and the response supports the young person to understand the risks involved and how to amend their behaviour.

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Outstanding

Consequently, issues such as substance misuse do not become entrenched.

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Outstanding

Young people rarely go missing from the home or absent themselves without permission. On the few occasions incidents have occurred, staff have acted in accordance with local protocols and the young person’s risk assessment. Staff actively search for young people if they do not know their whereabouts. They contact their known associates and friendship groups. Consequently, contact is quickly established with the young person. There have been no occasions when young people have intentionally been missing or absent. The registered manager is ensuring that arrangements are in place for independent return home interviews, should young people go missing in the future.

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Outstanding

Staff and mangers take proactive steps are taken to minimise the risk of harm to young people experiencing poor mental health. When concerns arise, consultation takes place with the organisation’s mental health nurse, who liaises with external professionals. This ensures that effective multi-agency care plans are implemented. Recently, managers and staff demonstrated exceptional commitment to a young person experiencing severe mental health difficulties, with a high risk of self-harm. This was achieved without there being a negative impact on other young people in the home. Leaders and managers worked proactively to ensure that appropriate specialist help was secured.

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Outstanding

A highly effective, inclusive approach to managing behaviour ensures that young people develop strategies for coping with their anger and frustration. They take an active role in developing their individual behaviour management plans. Staff have the skills to de-escalate conflict, and reduce the frequency of young people resorting to negative behaviours. Physical restraint is only used as a last resort, and in accordance with the legislative framework. For most young people, physical restraint is a rarity. Despite this, the overall number of incidents resulting in physical restraint increased in the period since the last inspection. This was due to the difficulties experienced by one young person. The registered manager monitored the situation closely, and ensured that the young person gained access to the specialist support required.

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Outstanding

Staff are familiar with policies and procedures in place to protect young people. These are implemented in day-to-day practice. Consequently, child protection concerns are quickly brought to the attention of the registered manager and the organisation’s lead safeguarding person. Staff and managers communicate effectively with relevant professionals when safeguarding matters come to light, leading to well-planned interventions. This often involves external agencies, such as the police and the youth offending team. A social worker commented, ‘I am confident staff address safeguarding matters in the ways we have agreed, so he is protected and kept safe.’

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Outstanding

Recruitment procedures are generally of a high standard. Background checks are completed on all applicants. Questions asked at the interview stage fully explore candidate’s motivation to work with vulnerable young people. They also enable managers to assess whether the candidate has the qualities needed to implement the organisation’s therapeutic approach to care. On one occasion, records of discussions with a candidate regarding a gap in their employment history, and the circumstances relating to a criminal offence were not kept.

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Outstanding

Robust auditing and monitoring of health and safety matters ensures that young people live in a safe physical environment. This includes regular maintenance checks on fire safety equipment. Furthermore, a detailed area risk assessment identifies any potential risks to young people in the local community. Young people are made aware of these, and given advice on such things as the safe use of a nearby pedestrian railway crossing.

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Outstanding

An experienced member of staff from within the organisation took on the role of acting manager in October 2014. The transition process was well managed, ensuring that the new manager was given appropriate support, resulting in minimal disruption to the smooth running of the home. The manager has recently been interviewed by Ofsted, and the registration process was nearing completion at the time of this inspection. The manager is currently studying for the level 5 diploma in leadership and management for residential childcare, and anticipates completing this in February 2017.

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Outstanding

The stable and committed staff team has the skills and experience to meet the needs of the residents. There have been some changes of staff since the last inspection, partly accounted for by staff from another of the organisation’s homes moving with a young person who transferred into the home. Other members of the team have worked at the home for significant periods. This has ensured continuity of care and stability for the young people.

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Outstanding

Excellent systems are used effectively to monitor the quality of care being delivered and the progress made by young people. In addition to monthly independent visitor reports and regular quality of care reports, the organisation has developed an electronic monitoring system. The system records information such as the number of serious incidents, behaviour issues and achievements of young people. This enables managers to evaluate the effectiveness of young people’s care plans, and the strategies in place to support them. Another electronic system monitors young people’s progress in education in a similar way. This innovative approach ensures that leaders and managers gain a thorough understanding of the impact that care is having on the young people. Leaders and managers are committed to ensuring that future quality of care reports provide analysis of the data collected through these systems.

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Outstanding

Staff performance is also monitored closely. This ensures that team members’ individual development needs are quickly identified. Where an individual’s practice falls below the standard required, support and guidance is promptly given to help them improve. Team members’ development plans are monitored to ensure that targets are met. When mistakes do occur, leaders and managers quickly learn from the experience. This has recently resulted in a review of the level of responsibility staff can assume while still in their probationary period.

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Outstanding

Leaders and managers have a positive approach to complaints, and see these as an opportunity to improve practice further. When a young person complained about a proposal to move a member of staff to another home within the organisation, managers carefully considered the views being expressed. They concluded that the views of the young person were valid, and if the proposed changes went ahead, it could have a negative impact on the young person’s emotional well-being. This approach demonstrated leaders’ and managers’ commitment to hearing the voice of young people and learning from complaints. The outcome ensured that the young person felt valued and genuinely cared for.

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Outstanding

Young people’s care plans accurately reflect their needs and clearly define how they will be cared for. Young people contribute to the care planning process by discussing and agreeing targets, and how they will make progress towards meeting these. Effective communication with a range of professionals, including social workers, mental health specialists, youth offending officers and sexual health advisers, ensures that a multidisciplinary approach is taken to care planning. Consequently, the diverse and complex needs of young people are addressed.

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Outstanding

Careful consideration is given to the appropriateness of new admissions to the home. One young person, who transferred to the home from another home within the organisation, has thrived. This is partly due to effective planning, which took into account the young person’s need to gain more independence skills. The likely impact on other young people was assessed prior to his admission. Consequently, disruption to the lives of the established group was avoided. When it becomes evident that young people are not making sufficient progress, or their needs cannot be met, leaders and managers take a proactive approach to securing alternative provision. In one case, representations made by leaders and managers contributed towards a young person receiving highly specialised mental health interventions.

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Outstanding

Staff feel well supported by the manager, who acts as an excellent role model to team members. Staff who are relatively new to the home say that they have learned new skills, and gained considerable knowledge as a result of her leadership. All staff, including the manager, receive regular supervision, focused on the needs of the young people and their own personal development. Team meetings are a further opportunity to reflect on practice and develop a collaborative approach to caring for the young people. Members of the organisation’s therapeutic team regularly attend staff meetings, and make a valuable contribution to the development of good practice. Staff are able to access counselling from the therapy team on matters related to work or their personal lives. This ensures that they feel valued and supported to deliver high quality care to the young people.

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Outstanding

The organisation provides a comprehensive training programme for staff. This results in staff developing the skills and knowledge to deliver care, in accordance with the therapeutic ethos of the home, as outlined in the statement of purpose. Training has a strong emphasis on keeping young people safe, and addresses issues such as sexual exploitation, radicalisation and internet safety. An innovative approach to delivering training has ensured that attendance and engagement has improved. This leads to high standards of care being maintained.

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Outstanding

The home is well maintained and comfortably furnished. It provides young people with a homely, welcoming environment where they feel valued. There is sufficient space and facilities for communal living, ensuring that young people can socialise together while still having plenty of opportunities for privacy.

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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 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, work- based learning and skills training, adult and community learning, and education and training in prisons and other secure establishments. It inspects services for children looked after 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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