Children's home run by Derbyshire County Council

Requires improvement

The children's home is not yet delivering good help and care for children and young people. However, there are no serious or widespread failures that result in their welfare not being safeguarded or promoted.

p.2

The children's home provision requires improvement because:

 The physical environment of the home continues to require improvement. A perimeter wall is potentially unsafe and the building presents as institutional in some areas.  School attendance levels for some young people are still not sufficient to promote good academic achievement, but there are strategies currently in place to improve this.  The admission processes in respect of new young people moving to the home require improvement so that more detailed and holistic risk assessment is undertaken.  Staff development and practice in relation to young people going missing require strengthening in some areas, such as greater knowledge of young people’s friendship groups and behavioural triggers. This is not yet strong enough to provide the maximum protection to young people.  Although the appointment of an acting manager has stabilised the home, long-term management arrangements are not yet clear, creating

p.3

The children's home strengths

 This home is improving under the leadership of the acting manager. The acting manager has responded positively to moving to the home and implemented a service development plan. The plan is ambitious and aims to improve the service for the benefit of young people and staff.  Young people benefit from emotionally warm and positive relationships with staff members who know them well.  Staff members meet young people’s needs for recreational activities. They have encouraged young people to take part in a wide variety of activities that have improved their self-confidence and self-esteem.  The acting manager and staff have implemented a new approach to managing young people’s behaviour. They have moved away from punitive methods of behaviour management to a restorative approach, increasing young people’s awareness of the impact of their behaviour on others.

p.4

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.

p.5

Requirement Due date

6: The quality and purpose of care standard In order to meet the quality and purpose of care standard, the registered person must— (2)(c) ensure that the premises used for the purposes of the home are designed and furnished so as to— (i) meet the needs of each child. With regards to the physical environment being improved and made safe to meet the needs of young people. 8 August 2016

p.5

Requirement Due date

8: The education standard In order to meet the education standard the registered person must ensure— (2)(a) that staff— (iii) understand the barriers to learning that each child may face and take appropriate action to help the child to overcome any such barriers; (x) help each child to attend education or training in accordance with the expectations in the child's relevant plans. 8 August 2016

p.5

Requirement Due date

12: The protection of children standard In order to meet the protection of children standard the registered person must ensure— (2)(a) that staff— (i) assess whether each child is at risk of harm, taking into account information in the child's relevant plans, and, if necessary, make arrangements to reduce the risk of any harm to the child. 8 August 2016 35: Behaviour management policies and records The registered person must ensure that within 48 hours of the use of a measure, the registered person, or a person who is authorised by the registered person to do so (‘the authorised person’) has spoken to the user about the measure. (Regulation 35 (3)(b)) 8 August 2016

p.5

Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendation:  Where there is a possibility that a child will run away or go missing from a children's home placement, their placement plan should include a strategy to minimise this risk. If the child is looked after, their care plan (arranged by their placing authority) should include such a strategy (‘Guide to the children’s homes regulations including the quality standards’, page 45, paragraph 9.24).

p.6

Information about this children's home

This registered children's home is operated by a local authority and can provide care and accommodation for up to five young people with emotional and/or behavioural difficulties.

p.7

Recent inspection history

Inspection date Inspection type Inspection judgement

p.7

Recent inspection history

22 September 2015 Full Requires improvement

p.7

Requires improvement

Young people have experienced variable standards of care. They make some progress but have not achieved well in many areas of their lives. Young people’s level of education attendance does not support strong outcomes. Some young people are going missing from care regularly and placing themselves at risk. Despite the efforts of staff members, incidents of going missing have continued. As a result, they do not make good progress. The home has experienced a significant amount of disruption in management arrangements. The registered manager is currently suspended from duty and facing a disciplinary investigation. An acting manager is currently managing the home. The participation in education for young people is variable. One young person, to his credit, has achieved 100% attendance in mainstream school. He enjoys school and has achieved well. He has recently left school and is looking forward to starting college. With clear aspiration and motivation, he understands that

p.8

Requires improvement

education is the key to success. Conversely, another young person was achieving 100% attendance prior to moving to the home. Her attendance has decreased since being at the home to 63%. A significant impact on attendance figures is lateness for school and indeed, during this inspection, on one day she did not go to school until lunchtime. Reports in relation to the young person prior to moving to the home identified education as a positive that needed maintaining. Since moving to the home, she has had to change schools and staff do not know what the barriers to education are. Effective strategies to improve the situation for this young person have not yet been developed. Since the last inspection, two young people moving into the home received insufficient assessment regarding risks to them and the impact of living together. These young people had patent risk factors such as going missing from care, risk

p.8

Requires improvement

of sexual exploitation, alcohol misuse and difficult family relationships. How the staff group would manage these concerns, and reduce the risks to the young people, was not considered sufficiently. This contributed to the fact that the home had very limited success in reducing patterns of risk-taking behaviour. The admission of current residents is better because risk assessment and placement matching is more rigorous. This has led to significantly greater placement stability and improved outcomes. Young people have developed positive and emotionally warm relationships with staff. Young people receive regular individual sessions with key staff members. Additionally, staff seek to spend positive time with young people, undertaking recreational activities and positively encouraging young people to do well. The staff and acting manager are attentive and empathetic towards the young people who they care for. Consequently, young people are developing confidence to speak to

p.8

Requires improvement

staff about sensitive issues and confiding in them, which will improve young people’s confidence and self-esteem. An independent reviewing officer for a young person stated, ‘Staff made everything comfortable and easy and this helped his transition to the home. There are good-quality key working sessions taking place and a shared warmth and commitment from the staff.’ The home has promoted and developed young people’s recreational activities. The young people enjoy a wide range of recreational activities such as swimming, cinema, cycling and gardening. For example, one young person has, with the support of staff and his learning mentor, built a raised garden bed for fruit and vegetables. He is growing, and enjoying eating, strawberries, beans and other vegetables. He tends to his garden daily and is quite rightly proud of his achievement. He is also enjoying mountain biking with staff. The acting manager

p.9

Requires improvement

has purchased mountain bikes. The young person and staff are enjoying cycling off-road and benefiting from improved confidence, health and fitness derived from this sport. Young people’s physical health needs are carefully monitored and assessed. Routine health surveillance takes place, such as dental and opticians appointments, and they receive annual healthcare assessments. Any actions emerging from these assessments are quickly undertaken. Young people’s emotional and mental health needs remain a high priority and, as such, the services required are quickly provided. The staff team benefits from the services of a psychologist working with the home providing consultation and ongoing support for staff members on approaches to caring for the young people. Young people know how to make a complaint and they know how to access advocacy services and professionals external to the home. They can feel confident

p.9

Requires improvement

that complaints will be dealt with comprehensively and transparently. Since the last inspection, there has been one complaint made by a young person. This was a complex complaint. It was dealt with robustly by the registered manager and staff who ensured that all aspects of the complaint were fully addressed to the satisfaction of all involved.

p.9

Requires improvement

The perimeter wall is in poor condition with large parts having crumbled. There is loose brickwork and masonry. The local authority has constructed a metal barrier in front of the wall for health and safety purposes. This is insufficient and would not deter young people accessing this area if they wished and places them at increased risk of injury. Additionally, the building has an enclosed fire escape route to the side of the building. The fire escape, although functional, remains unsightly and provides an institutional impression to the building. Internal improvements made to the living areas have provided a comfortable and relaxing home. Pictures of young people and soft furnishings have also improved the feel of the home, but externally the building still requires improvement. Young people have been at risk of harm through going missing from care. Young people have gone missing from the home with regularity. They have not always

p.9

Requires improvement

received a consistently good response from managers and staff and, indeed, there has been an occasion when the response has been below expectations. The registered manager remains suspended following an incident whereby he failed to adhere fully with an agreed risk management plan. The current acting manager has markedly improved practice. Now, when young people go missing, there is a multi-agency response to analyse and address risks. Staff go to great lengths to understand the reasons that young people may have been away from the home and develop strategies, which could prevent future occurrence. Staff are following procedures and there is evidence of some good practice, such as searching for the young person and contacting friends and family to try to locate the young person. In respect of a young girl at the home, an independent reviewing officer stated, ‘ They are trying to get things right for her. They are doing everything to engage

p.10

Requires improvement

her, being proactive about keeping her safe.’ However, comprehensive risk assessment such as understanding triggers for young people, having a detailed knowledge of their friendship networks and understanding patterns and trends would generate further improvement. Incidents of young people requiring physical intervention are rare in this service. Since the last inspection, there have been three such incidents. These interventions were proportionate and necessary to keep the young person and others safe. Staff have received appropriate training to undertake physical intervention and all restraint is carried out as safely as possible. Following any such intervention, young people’s views are obtained to try to understand the reasons why they have lost control of their emotions. However, the manager has not ensured that the staff members involved are spoken to about the intervention to illicit their views on the intervention and behaviours leading up to the intervention.

p.10

Requires improvement

These are crucial to gain a complete understanding of what took place to help to prevent occurrence. Young people’s behaviour is improving through changing how staff manage behaviours. The acting manager and staff are implementing restorative approaches to managing behaviour. This signifies a move away from more punitive methods of behaviour management such as sanctioning young people. This restorative method involves young people making amends for negative behaviour and helps them to understand the impact of their behaviour on others through increasing their awareness and empathy for others. Additionally, the staff manage young people’s behaviour through negotiation, discussion and compromise. This has been made possible by improving relationships between the staff and young people. Staff members receive training in safeguarding children and young people. This training is regularly refreshed and updated. Additionally, staff can undertake

p.10

Requires improvement

specific safeguarding training in areas that they may have particular interests. The regular and ongoing training of staff has improved safeguarding practice. Robust staff recruitment also helps to keep young people safe. Prospective new staff members undergo rigorous recruitment processes. These include identity checks, an evaluation of their full employment history, the taking up and verification of references, and criminal history checks. This helps to reduce the risk of young people being harmed by those in positions of trust. The manager has completed a good and detailed location risk assessment that assists in keeping young people safe. This assessment has included local crime statistics and addresses particular areas of concern in the locality. Communication with local partner agencies, including the police and local authority, has taken place and information of relevance to the home obtained and analysed. This

p.10

Requires improvement

greatly assists the manager and staff to protect young people.

p.11

Requires improvement

The leadership and management of this service have been through a period of significant disruption and uncertainty. Currently, a temporary manager and deputy manager are leading the home. The incumbent registered manager is away from the home under suspension and facing disciplinary action. Senior managers in the local authority acted quickly and decisively when concerns emerged regarding the registered manager’s practice. The permanent deputy manager is also currently away from the service. This level of uncertainty is destabilising for the staff group and the young people. The situation requires improvement and resolution for all concerned. The acting manager is undertaking the level 5 diploma in leadership and management. He has implemented a service development plan that is leading to improvements. This plan is ambitious but is also achievable and focuses upon improving practice in a number of areas such as missing from care practices,

p.11

Requires improvement

consultations with young people and developing projects with young people such as a planned arts project. The development plan also seeks to improve staff development plans and ensuring that vacant posts are recruited to immediately. The acting manager was able to provide evidence of progress in meeting the requirements set at the last inspection. There is now greater scrutiny and challenge of the placing local authority when there are shortfalls in information sharing or concerns that decision making does not fully support young people. Staff members have a greater understanding, and an increased awareness, of child protection issues, particularly sexual exploitation. Staff members receive regular professional supervision and oversight of their work. They report enjoying supervision and feeling supported. Staff development is ongoing through the completion of annual developmental reviews called ‘my plan’.

p.11

Requires improvement

These set out training requirements and developmental objectives. The majority of staff are now qualified with the level 3 diploma, with a further member of staff due to complete the award shortly. The staff group are mutually supportive of each other with good communication and coordination that helps to meet the needs of young people. The staff meet regularly for team meetings. These meetings are well attended and structured with a clear agenda. Recently, improved team meetings now focus on the development of practice. For example, staff members are now discussing a quality standard at each meeting in depth and applying this to their day-to-day practice. Staff members recognise that they are going through, and continue to go through, a challenging period of transition. However, they remain positive and enthusiastic. Managers and staff have well-developed and positive relationships with partner agencies. Regular meetings take place that are in addition to looked after children’s

p.12

Requires improvement

reviews. These meetings set and coordinate care plans for young people. They also take into account prevailing risk factors or changes in the young person’s life and circumstances. These meetings enable regular update and review of care plans. For example, during the inspection, the acting manager requested a meeting of professionals in response to his escalating concerns for a young person. This meeting took place within the day, demonstrating that the home now responds swiftly and effectively to emerging issues. The manager benefits from and values the monthly visits and reports from the quality assurance team. These monthly visits scrutinise all aspects of the service, identify strengths and areas for development and generate an action plan to secure improvements prior to the next visit. The current acting manager finds this beneficial in working to improve the service overall.

p.12

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’.

p.13

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

p.13

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.

p.13

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

p.14

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 .

p.14

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,

p.15

Information about this inspection

The National Archives, Kew, London TW9 4DU, or email: psi@nationalarchives.gsi.gov.uk .

p.15

Information about this inspection

Interested in our work? You can subscribe to our monthly newsletter for more information and updates: http://eepurl.com/iTrDn .

p.15

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

p.15