Children's home SC063059

inspection

Four compliance notices were issued, which were monitored in May 2015. Compliance notice, Regulation 12 was re-issued. A full inspection was conducted on 29 June 2016. Ofsted found the registered provider had taken action to meet the regulatory shortfalls.

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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’s needs are now being consistently met, in particular, their safety, emotional well-being and education needs.  Relationships between staff and young people have improved through sharing activities that are tailored to their individual tastes, preferences, and unique needs.  Young people engage in their education placements, supported by staff who recognise their efforts.  Placing authorities confirm that the home is now having a positive impact on the lives of young people.  The interim manager has helped staff to reflect on their learning and practice, and has supported a more open culture in the home.  Leaders and managers now have a clear understanding of the strengths and weaknesses of the home. An action plan is in place to ensure that improvements are embedded into practice.  Work has been undertaken to address all of the requirements made at the last inspection. This needs to be built on and sustained, in order to promote

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The children's home provision is good because:

better outcomes continuously for all young people.  Although an interim manager is place, the provider needs to recruit a permanent registered manager to the home.  There are some shortfalls identified at this inspection. Medication storage is currently not safe as all young people’s medication is stored in one area, with ripped and damaged boxes. The provider was unable to demonstrate that at least one person on duty at the home has a suitable first-aid qualification.

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Statutory requirements

This section sets out the actions that must be taken so that the registered persons meet 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 persons must comply within the given timescales.

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Requirement Due date

23: Medicines The registered person must ensure to make arrangements for the handling, recording, safekeeping, safe administration and disposal of medicines received into the children's home. (Regulation 23(1)(2)(c) (3)(b)) 28 July 2016

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Requirement Due date

27: Appointment of manager The registered provider must appoint a person to manage the children’s home if there is no registered manager in respect of the home. (Regulation 27(1)(a)) 28 July 2016

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Requirement Due date

31: Staffing of children's homes The registered person must ensure that, at all times, at least one person on duty at the home has a suitable first aid qualification. (Regulation 31(2)(a)) 28 July 2016

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Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendations:  Ensure that all children's case records are kept up to date and stored securely. Case records must be signed and dated by the author of each entry. (‘Guide to the children’s homes regulations including the quality standards’, page 62, paragraph 14.3)

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Recommendations

 Ensure that the registered person has a workforce plan that can fulfil the workforce-related requirements of regulation 16, schedule 1 (paragraphs 19 and 20) The plan should: ─ Detail the necessary management and staffing structure, (including any staff commissioned to provide health and education), the experience and qualifications of staff currently working within the staffing structure and any further training required for those staff, to enable the delivery of the home’s statement of purpose ─ Detail the processes and agreed timescales for staff to achieve induction, probation and any core training (such as safeguarding and health and safety and mandatory qualifications) ─ Detail the process for managing and improving poor performance ─ Detail the process and timescales for supervision of practice (see regulation 33(4)(b)) and keep appropriate records for staff in the home. (‘Guide to the children’s homes regulations including the quality standards’, page 53,

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Information about this children's home

This is a privately run children’s home for four young people with emotional and behavioural difficulties.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

11 August 2015 Full Requires improvement

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Recent inspection history

12 March 2015 Interim Sustained effectiveness

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Good

Two young people have remained living in the home and have made progress in their safety and with their emotional well-being. Staff have worked hard to address issues of stability and life experiences for each young person. Consequently, one young person said, ‘The home is now a nice place to be. Staff are happier and more consistent. No means no. It doesn’t matter how many times we ask.’ Young people recognise the changes that have taken place since the last inspection and how these have supported and safeguarded them. For example, young people have been involved in the refurbishment of the home, including tidying and maintaining their own bedrooms, with staff support. When young people are out in the community, staff complete more regular checks to ensure that young people are safe and well. Although one young person said, ‘This is a bit over the top’, they understand why staff contact them. There is now a clear, structured plan on how

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Good

young people accessing the on-site semi-independent provision will receive support, while maintaining their safety and well-being. Young people have made progress in their education. Staff have now spent time talking to young people about their plans and aspirations for their futures. Education plans are in place, and young people had an input, including identifying any additional support that they may need. Staff have used this information to develop support plans for individual young people, including arranging trips to local colleges to identify the best courses available to meet their needs. Staff have copies of young people’s education achievements and a clear understanding of their individual needs. They understand the importance of education and are now fully supporting young people in this area. This will ensure that young people receive support to reach their full potential. Young people had been taking part in more activities with different members of the

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Good

staff team. They have been included in regular young people’s meetings, in which their views, wishes and feelings have been listened to. During the planned meeting, young people have requested different activities, including trips to the theatre, a caravan holiday and new furniture for their garden area. Staff have supported young people with their requests, and one young person said, ‘I actually feel like I am listened to and I am excited about the holiday, as it will be [Name]’s last one and we can have a good time.’ This has enabled young people to develop positive and trusting relationships with different adults who care for them. In turn, this has enabled staff to build increased levels of trust with young people. Staff have continued to develop and improve young people’s health plans. These now contain all relevant information. When health concerns become evident, staff take appropriate action and clear outcomes are evident. For example, following a

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Good

young person not following their contract for the self-administration of medication, staff took appropriate action and adapted the plan, including accessing additional support from health professionals, which included the provider’s therapist. This ensured that the young person has appropriate support, advice and guidance. Such action helps to promote young people’s health and well-being and ensures that they have adequate information about the risks that they are putting themselves at and that they understand how to access support. Independence planning in the home has significantly improved. Young people have been involved with discussions with their keyworkers about their transition plans. Young people have commented in plans about their goals being unachievable, within the planned timescales. For example, the times planned for shopping, preparing and cooking meals were unachievable, due to a young person’s

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Good

commitments at drama school. As a result, staff have adapted the plans with the young person, to ensure that they are able to achieve their goals, while taking more ownership of their plan. One young person said, ‘Staff listened to me and helped me still access a healthy diet, while getting to my drama class on time. They were really good and I was happy.’ Young person’s records are now up to date. The interim manager has challenged the local authority when requested documentation is not available, explaining the importance of the documents for the young person. One social worker said, ‘The manager rang me every day ‘til I sent the plan.’ The new interim manager has updated all plans in the home, with input from both staff and young people. This includes individual placement plans, risk assessments and behaviour management plans. They now contain all relevant information. These evidence young people’s

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Good

individual needs and identify any vulnerability. There are also clear action plans that detail how staff will meet young people’s needs. There are now clear expectations of staff to sign to say that they are aware of any changes to young people’s individual plans. There are also regular review dates in place. However, in some records, staff have failed to sign and date documents, and there is no information about who the author is. When this was brought to the attention of the interim manager, she took immediate action to address this.

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Good

Young people now benefit from detailed risk managements plans. They clearly show the progress that young people are making in reducing risks, and staff are more proactive in updating them after any significant incidents. For example, if new triggers are identified, these are updated by the staff on duty and not left until the keyworker is available. This ensures that staff are all identifying new risks and updating records accordingly. The interim manager emphasised, during a team meeting and individual supervision sessions, the importance of plans identifying young people’s current and historical concerns, and she clearly explained the importance of all updates. One staff member said, ‘I know understand why we have to do them and can see they are important. It’s so much better, as others in the team have helped and explained all the paperwork. This did not happen before.’ Missing-from-care policies and procedures have been updated and provide staff

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Good

with guidance on what needs to happen if young people’s whereabouts are unknown. All staff have attended training and understand what action they need to take if a young person goes missing from home. Staff use a more hands-on approach and check the local area and speak to family and friends, if they are unable to locate the young person. While there has been no missing-from-home incidents since the last inspection, both staff and young people were clear about the action taken if they fail to come home. One young person said, ‘They will keep ringing me until I come home.’ Staff have a clearer understanding of young people’s needs, and are taking a more proactive approach to help young people to engage in the support available to them. Staff have developed positive working relationships with safeguarding professionals, including the local authority designated officer, the police, social workers and missing-from-care professionals, to help young people to stay safe.

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Good

One professional said, ‘The staff will now ring me to ask a question if they are not sure. This is much better as at least we can work together to keep young people safe.’ Staff have spent time updating all behaviour management plans. Discussions have taken place with staff in team meetings about appropriate responses following any incidents. This has included a review of all consequences imposed on young people. This ensures that a consistent approach that is not punitive is adopted. The interim manager has a clear overview of all consequences and comments on the effectiveness of all measures used. Young people have the opportunity to share their views on all incidents. For example, one young person was unhappy that they had still received an additional consequence, even though they had ‘tidied up the mess I made.’ The interim manager agreed that it was not appropriate and discussed with the staff involved. This ensures that measures are

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Good

appropriate and effective. It also enables young people to be able to reflect on their behaviours and to agree and to accept the consequences to their actions. Although there have been improvements in the recording of medication for young people, the storage of medication is not safe. All young people’s medication is stored together in ripped boxes that have been torn open. This does not ensure that young people’s individual medication is stored and handled safely. When this was brought to the attention of the interim manager, she took immediate action and considered how to rectify this issue. Following all incidents in which young people have alleged that they have been harmed by staff, the staff on shift took immediate action to report the concerns to the relevant safeguarding professionals, providing detailed reports, to prevent any delays in investigations taking place. Young people received support throughout,

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Good

and were informed of the outcomes and actions from meetings held. One young person said, ‘[Name of interim manager] sat me down and told me what was happening and what she had done. My social worker also talked to me. It was good that they told me everything.’ Since the last inspection, staff have attended training on safeguarding, child sexual exploitation, radicalisation and positive handling. Staff said, ‘The training has really helped and to be fair I thought I knew what to do in regards to radicalisation, but I was wrong and had a generalised view’, and ‘I have enjoyed the training and now feel more confident to talk to young people about CSE (child sexual exploitation) and how to keep safe on line.’

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Requires improvement

The home does not have a permanent registered manager in place. The provider has taken action to ensure that an interim manager is in place, who is suitably qualified and has several years of experience of residential care. She is very committed in her role and has a clear view that young people should be at the centre of practice, actively involved in their care and included in decisions about the running of the home. However, there is still no clear plan on who the new manager of the home will be. This has caused anxieties for both the staff and young people who all said that they hoped that everything would not change again. Recruitment processes are in place and the provider has taken action to ensure that the interim manager remains in post, until a new registered manager is appointed. Leaders and managers have worked effectively to devise a comprehensive action plan. This identified the shortfalls found at the last inspection and ways to rectify

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Requires improvement

all issues. Thus, recording in the home has significantly improved. Records now provide a clearer and more up-to-date picture of young people’s lives. This is particularly evident in young people’s daily observation records, their behaviour management plans and individual risk assessments. Ongoing monitoring is in place to ensure that records are reviewed and updated to provide a good insight into young people’s lives. Staff say that they are improving their knowledge and understanding of the needs of young people by attending training and working together more consistently as a team. Team meetings have improved with action plans devised to ensure accountability. Staff said, ‘The interim manager is very supportive’, ‘She is firm but fair’ and, ‘She will help you complete your tasks if you’re struggling, but she expects you do it yourself the next time.’ All staff reported that supervisions have improved and have provided them with an opportunity to reflect on their practices

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Requires improvement

and to identify areas of personal and professional development. Staff said, ‘The general morale around the home is much better. We are more focused and are actually positive about working in the home’ and, ‘Although it’s not been easy, it was needed. We knew it was not good enough, but we will make it right, as we really care about the young people we work with.’ Managers have reviewed and updated the statement of purpose. This is now in line with the Children’s Homes Regulations 2015, and provides a clear ethos for the home. Staff are fully aware of its content, and young people are cared for in line with current legislation. The interim manager has also revised the pre-admission procedures. This will ensure that, prior to any plans for a young person to move into the home, a full and detailed risk assessment will be completed. As there have been no admissions to the home, it is not possible to judge the effectiveness of

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Requires improvement

this improvement. The home is able to demonstrate improved practice in the notification of serious events to Ofsted. This enables the regulator to monitor any action taken to promote the welfare and safety of all young people. The interim manager has a good understanding of the strengths and weaknesses of the service. She has taken a systematic approach to start to look at the monitoring and auditing systems in place, but acknowledged that a formal report was not in place, to assess the overall progress and experience of young people and the impact that the quality of care is having on their outcomes. Monitoring also occurs through monthly visits to the home by an independent visitor who reports on any shortfalls and on the strengths of the service. The interim manager has considered the last action plan compiled by the independent person and has already taken action to complete required tasks. Although the interim manager has considered the workforce development plan for

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Requires improvement

the home, this is still is in the process of being compiled. This had previously been discussed with the provider and they are in the process of designing a new template with input from all required sources. They are also looking at the current recording of rotas for staff, and are planning to include the details of the first aider on shift. There is currently limited information in the home to evidence this.

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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 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 that 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 whom 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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