Children's home run by NH Care Limited in Birmingham

Good

The children's home provides effective services that meet the requirements for good.

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The children's home provision is good because:

 Young people are happy and make noticeable progress.  The negative effects on young people caused by their family circumstances or disabilities are counteracted well.  Young people get to know their community and increasingly benefit from the wide range of opportunities on offer.  Despite the fact that some difficulties naturally arise between young people, they are a good match with each other. Young people feel comfortable in their home.  Young people learn to be increasingly independent within safe boundaries. Staff ensure that young people are adventurous but are almost never at risk of significant harm.  Staff make good relationships with young people and this is the basis of their effectiveness. Young people have productive and active lifestyles.  Staff promote social equality particularly well and are excellent role models. They demonstrate the benefits of multi-culturalism exceedingly well.

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The children's home provision is good because:

 Senior personnel have identified the need to revamp the service and are introducing a raft of improvements.  The leadership and management of the service require improvement in several areas, particularly in order to improve the standard of presentation of the property.  The statement of purpose does not provide a clear enough reflection of the service.  Staff are insufficiently aware of the reasons that they undertake certain tasks. This reduces the consistency and standard of their practice.  Several staff have worked in the sector for too long without obtaining a relevant qualification.

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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

6: The quality and purpose of care standard In order to meet the quality and purpose of care standard ensure that children receive care from staff who— (2)(b)(i) understand and apply the home’s statement of purpose. This is with regard to staff undertaking effective planning of each shift and keeping the property clean. 1 August 2016

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Requirement Due date

6: The quality and purpose of care standard In order to meet the quality and purpose of care standard the registered provider must ensure that staff— (2)(b)(vii) provide to children living in the home the physical necessities they need in order to live there comfortably. This is with regard to providing a satisfactory standard of bedroom furnishings, fittings and bathing facilities. 3 October

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Requirement Due date

13: The leadership and management standard In order to meet the leadership and management standard, the registered person must— (2)(h) use monitoring and review systems to make continuous improvements in the quality of care provided in the home. This is with regard to staff understanding why they undertake certain actions. 1 August 2016

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Requirement Due date

Keep the statement of purpose under review and, where appropriate, revise it. (Regulation 16 (3)(a)) 1 August 2016

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Requirement Due date

Consult with the fire and rescue authority and then take adequate precautions against the risk of fire. This is with regard to reviewing the use of wedges in fire doors, ensuring that fire doors close automatically and that intumescent strips in fire doors are present. (Regulation 25 (1)(a)) 1 August 2016 Ensure that an individual who works in the home in a care role has the appropriate qualification, which is either (a) the level 3 diploma for Residential Childcare (England) (‘the level 3 diploma’); or (b) a qualification which the registered person considers to be equivalent to the level 3 diploma by, in the case of an individual who was working in a care role in a home on 1st April 2014, 1st April 2016. This is with regard to implementing an appropriate strategy to address the shortfall in qualified staff. (Regulation 32 (3)(b) (4)(a)(b) (5)(b)) 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 recommendations:  Children's home’s staff should seek to identify and provide appropriate opportunities for children to develop themselves in accordance with their wishes and feelings and as part of the home's plan for their care. This is with regard to maximising the use of the garden ('Guide to the children's homes regulations including the quality standards', page 31, paragraph 6.4).

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Information about this children's home

A small, private company operates this seven-bedded home. It is for up to seven children who have learning disabilities and/or sensory impairments.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

17 February 2016 Interim Sustained effectiveness

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Good

The team provides young people with a good service. One young person said, ‘It’s a really good home. The other young people can be annoying, but that’s life!’ Another young person commented, ‘It’s good here.’ Young people’s progress in all areas clearly reflects their satisfaction with the home. A parent said, ‘My child is well supported and cared for, but the main thing is that she is happy.’ The new staff members have settled into their roles and every team member has effective relationships with each young person. Several young people confirmed that they are able to speak comfortably to any member of staff. This is particularly impressive given the large size of the team. This is also an important contributory factor to the pleasant atmosphere in the home. All visitors feel welcome, too. Funding for all the young people is from either the host authority, Birmingham, or an adjacent authority, therefore, there are no difficulties obtaining the necessary

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Good

support for each young person. The manager carefully considers the referrals of potential residents. This process is effective and as a result, young people get along with each other well most of the time. To some extent, this is because of their diverse needs and circumstances rather than any particular similarities. A small number of young people are here temporarily. One young person described it well, ‘I’d tell a new child that it’s scary at first, but once you get used to it, it’s a friendly and nice place.’ Staff give equal priority to each young person’s needs. The good staffing levels allow each young person to express themselves and have their needs and wishes addressed. The excellent attention to each young person’s religion highlights this well. The majority of young people actively pursue a religion. Staff facilitate and encourage this in whatever ways the individual requires. Currently, there are

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Good

frequent conversations about Ramadan. Staff also expose the young people to a wide range of cultural perspectives through role modelling, regular activities on site and daily engagement in the community. One member of the team said that they offer the young people ‘life enhancing experiences’. All the young people make progress in this area and for some, it is the first time that they have used community facilities safely. This is a vital contribution towards their education and self-confidence. An external professional commented about one young person, ‘Staff have ensured that he has accessed the community appropriately. This was not done at his last placement.’ Young people enjoy a wide range of healthy and enjoyable activities. Staff encourage them all to take regular exercise and for some, this is a particularly important factor in their progress. It has helped young people to achieve a healthy weight and contributes to their emotional improvements. Some young people help

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Good

in the preparation of meals and they all make menu suggestions. Young people develop new interests too, which contribute to their overall health. One young person enjoys Zumba classes and another young person is gradually acclimatising himself to the swimming baths. Health specialists help the staff to provide the correct stimulus and support to each young person, depending on their learning and emotional needs. Consequently, young people gain confidence and interact more appropriately with others. They learn to be appropriately assertive and to compromise, where necessary. Attendance rates at school and colleges are excellent. Education is not easy for some young people but teachers and staff support them in ways that young people understand and find acceptable. As a result, young people learn to persevere, negative incidents decline and they make good progress. For one young person, this involved moving to a new school, and for another young person it meant being

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Good

home tutored until a suitable school became available. Some young people are now considering where they will live next. The staff communicate effectively with other agencies to ensure that planning occurs in a timely way, especially for those with complex needs. In the meantime, young people pursue their individual targets and increase their independence skills. Parents notice the difference that the home makes.

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Good

Young people are safe at the home and they feel safe too. One young person said, ‘I’m not scared at all now I’ve settled in. If I was, I’d talk to my key worker.’ Staff implement the safety procedures thoroughly, which helps young people to learn to look after themselves. One professional said, ‘I am very impressed with the staff. They speak positively about the young people, despite their challenging behaviours.’ The written risk assessments address the issues pertaining to each young person. This means that staff are clear about the hazards and take steps to prevent any harm occurring. Very few significant incidents have occurred since the last inspection. Incidents of bullying, going missing from the home or self-harm, for example, rarely occur. No young people are at risk of child sexual exploitation. Nevertheless, the manager keeps up to date with professional developments by regularly attending meetings with the police and other agencies.

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Good

Staff seldom use physical interventions, preferring instead to use their skills to prevent young people’s behaviours deteriorating. Rewards and encouragement successfully divert young people in positive ways. One young person, for example, used racist language towards staff and subsequently learned to avoid hurtful language. Staff discuss these steps with young people to ensure that they understand. Staff use whatever communication technique each young person favours and the pattern of incidents is testimony to their success. In the recent past, some young people have been a significant risk to others and the risk that they pose now is substantially less. This means that they can integrate into society and benefit from more opportunities. A psychiatrist reported, ‘The staff have done an excellent job supporting my patient. They quickly established ground rules with him and provided a calm atmosphere, which helped to reduce his anxieties. Staff

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Good

adhere to the strategies we agree and follow the programmes. He is now able to access the community with another resident and tolerates being in the lounge now with other residents. This is a positive change.’ Another young person made false allegations against staff and this behaviour has now ceased. Young people learn to manage their emotions.

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Requires improvement

Despite the positive impact of the service, its leadership requires improvement. There are significant shortfalls in the expectations of staff in some areas, particularly regarding the physical environment. Some rooms, such as young people’s bedrooms and bathing areas, are inadequate. The manager and staff have allowed dust to accumulate, damaged furniture and fittings to remain and some bedding to be threadbare. The absence of net curtains and bedroom door locks compromises the privacy of some young people. Shower cubicle doors are missing, which has allowed water to permeate the floors and led to the need for major refurbishment. Toilet roll holders and towel rails are missing. Poor levels of initiative by the directors, manager and individual staff are responsible. In several areas of the house, staff allow fire doors to remain open. The fire safety strip around one bedroom door is partially missing, and the bed obstructs the fire

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Requires improvement

escape route through a staff bedroom. Also, staff do not understand what hot water temperatures should apply in different parts of the home. Staff have received training and err on the side of caution, but do not understand why they are undertaking certain tasks. This partially compromises the safety of staff and young people and means that certain aspects of monitoring and supervision are failing. Outside, young people benefit from large gardens surrounded by tall trees. However, the grounds are underutilised and overgrown. As one young person pointed out, staff miss the opportunities for making dens, camping and growing vegetables for want of sufficient imagination and coordination. The statement of purpose for the home is broadly correct and describes what is on offer. The manager has reviewed it recently. However, several sections are inaccurate or misleading. For example, the service is unable to provide care for

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Requires improvement

young people who have sensory impairments. The team do not have the necessary skills or knowledge. Also, the designated safeguarding officer is no longer the responsible individual. The statement of purpose mentions young people’s rights but does not say what they are. In fact, staff are not sure what legal rights young people have, although they respect them well in practice. These shortfalls have minimal impact on young people, but indicate a lack of rigour by the manager. The directors have recognised the need for change and appointed an experienced operations manager who is coordinating wide-ranging developments throughout the company. Budget control, staff terms and conditions and monitoring are among the areas that have already improved, albeit very recently. A vital expansion of the maintenance team is also underway. These changes provide the manager with better supervision, encouragement and autonomy. The registered

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Requires improvement

manager has been in post since 2014 and has an appropriate qualification. This is a promising period of change for the organisation and coincides with an expansion of the senior team in the home. A new deputy manager and two team leaders are now in post. This improvement provides support to the manager and career paths for staff. The staff team grew, too, in response to an increase in young people, particularly during the last quarter of 2015. However, there is a shortfall in qualified staff, which potentially contributes to some of the deficiencies identified in this inspection. Because of all these factors, a period of consolidation is currently underway. External professionals feel positive about the service, including the communication and liaison with them by staff. Senior staff promote the rights of young people by encouraging other professionals to act promptly. The team are open to suggestions

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Requires improvement

and implement new ideas. The young people get on well with the staff and they value and enjoy their company. This is a vital contribution to young people’s good progress in achieving targets and is, in turn, only possible because the team feels supported. The manager and an independent person operate appropriate systems to monitor the home, although these are lacking in some areas. Since the last inspection, the monitoring of files has improved and all the required documents are now in place. This means that staff adjust the care of young people promptly to meet agreed targets. Because of lessons arising from elsewhere in the company, the operations manager has started to implement additional checks on the performance of the service. This has improved the accountability of the registered manager and resulted in greater collaboration between managers within the company. It is also an important driver of further improvement.

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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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