Children's Home run by Time-Out Children’s Homes Limited in Rochdale

Good

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

p.2

The children’s home provision is good because:

 Young people live in a caring and supportive home where they are encouraged to make positive progress in all aspects of their development. From their starting points, they have made significant progress in managing their behaviour, keeping safe and engaging in education.

p.3

The children’s home provision is good because:

 Staff encourage young people to build positive relationships with them. Clear consistent boundaries have resulted in stability and security, which has helped them to develop good relationships with other people and increase self-confidence.  Staff encourage and support young people to engage in education. Young people are participating in educational provision and are preparing for important GCSE exams.  Staff work successfully with a variety of professionals to ensure that young people’s needs are consistently met. This multi-agency approach produces clear strategies, which assist young people to successfully manage and reduce risk-taking behaviours such as missing from the home.  Staff prioritise young people’s safety. Practice is supported by robust safeguarding procedures and thoughtful risk management plans, to ensure that young people are protected from harm.  The manager regularly identifies any potential risks to the home’s location

p.3

The children’s home provision is good because:

and has strategies for managing these. She is keen to improve this further by evaluating the risks related to sexual exploitation and radicalisation.  The manager has high aspirations for her staff team and is dedicated to promoting positive results for young people. She is highly ambitious and has a strong focus on driving improvement to ensure that young people receive exceptional individual care and support.  Planning and decision-making for young people’s futures is excellent. Progress is regularly evaluated by the manager who is extremely proud of the achievements young people make. She has a considerable understanding of their future needs and how consistent care is fundamental to a successful transition to adulthood.

p.3

Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendation:  The review of the home’s premises should include the identification of any risks and opportunities presented by the home’s location in relation to child sexual exploitation, radicalisation and strategies for managing these. (‘Guide to the children’s homes regulations including the quality standards’, Page 64, paragraph 15.1)

p.4

Information about this children’s home

This home is one of a number of children’s homes owned and managed by a private company. It provides care and accommodation for up to two young people who have emotional or behavioural difficulties.

p.5

Recent inspection history

Inspection date Inspection type Inspection judgement

p.5

Recent inspection history

22/03/2016 Interim Improved effectiveness

p.5

Recent inspection history

19/02/2015 Interim Improved effectiveness

p.5

Good

Young people are making good progress in many aspects of their development. Staff know them well and are creative in formulating effective measures to support them to manage their frustrations and anxieties. This has resulted in young people choosing not to go missing from the home and to achieving targets such as sitting exams. The home is welcoming and is furnished to a high standard. Staff encourage young people to participate in decisions about the running of the home and the decor. They have recently chosen new furniture, such as a settee and wallpaper for the living room. Young people are settled and comfortable in their home, where they have positive relationships with the staff, with whom they share secure and trusting relationships. Staff encourage young people to have a voice and express their wishes and feelings in relation to their day-to-day experiences and matters relating to their care. They

p.6

Good

help young people to understand their care arrangements. They listen to their views and willingly invest time in them. Staff pre-empt situations which may cause young people anxiety and swiftly address these with them. They devise clear strategies to help young people to manage their frustrations in a calm manner. This has resulted in young people being more able to manage difficult situations in a more positive way. A virtual head said, ‘Staff meet X’s needs well. They know her so well and they can predict her behaviour. They are well prepared for any difficulties and counteract them before they happen and plan for all eventualities.’ Staff value and promote educational success by providing the right support to promote young people’s attendance and progress. They drive young people to achieve their educational goals. They work closely with teachers and virtual heads and are well equipped to provide any required support. They take an active interest in

p.6

Good

young people’s education, attending school events such as parents’ evenings. As a result, education attendance has significantly improved and some young people have shown a commitment to revising for GCSE exams and are preparing to go to college to learn hair and beauty. A parent said, ‘I was very worried about her not going to school. Since being in the home she likes school and has done really well. The staff have been very good. It’s a worry off my mind.’ Staff are interested in young people’s care experiences. They gain information from families, placing social workers and previous carers to ensure that young people have important information about their lives. They collate information with the young people and engage with them and support them to build up a journey of the steps they have taken so far. For example, young people have individual journey books, which depict each important transition they have made. Young people enjoy

p.6

Good

participating in this and, along with staff, source photographs and maps of the area and hospital where they were born, for example. This provides young people with a sense of identity, belonging and information about their origins, which they are able to learn in a safe, secure environment with people they trust. Staff ensure that young people’s physical and emotional health needs are met. Comprehensive health plans are individualised and pertinent to young people’s specific needs. They have strong links with health professionals and the organisation’s therapy team to ensure that young people receive good advice and medical care. Young people have good relationships with these people and have made trusting relationships with therapists. Consequently, young people are in good physical health and continue to make positive progress in developing their emotional well-being, self- confidence and self-esteem.

p.7

Good

Staff utilise key conversations to tackle difficult issues with young people, such as domestic violence and inappropriate relationships. Staff have sourced good information to provide young people with sound knowledge in order to make better choices in their lives. This has been successful, and has resulted in young people making positive decisions, such as distancing themselves from negative influences in their lives. Young people have become increasingly safer and are more informed when choosing friendships. Staff promote and facilitate contact between young people, their families and people who are important to them wherever appropriate. They ensure that contact is safe and in line with their care plans. Some young people’s contact has increased because staff have supported them and their families to build positive relationships. Staff provide advice and support to families to ensure that contact is a positive experience

p.7

Good

for all concerned. This proactive approach means that young people receive continuity of care and their identity is promoted. Judgement grade

p.7

Good

Young people came to the home with high levels of risk-taking behaviour, such as going missing and placing themselves at risk of sexual exploitation and self-harm. With the exception of one relatively minor episode of being missing from care, these behaviours have significantly reduced. This is due to the support provided by staff. On this one occasion, staff knew where the young person was and went to collect her. Staff have developed positive working relationships with local police. These links are well utilised to ensure that appropriate and effective responses are made when managing young people’s absence. Staff support young people to manage their behaviour and feelings safely. They understand the triggers to behaviour and are competent in identifying when a change in a young person’s life may cause them to react in a negative way. For example, changes in education provision, which has the potential to heighten anxiety and

p.8

Good

frustration. In these instances staff work sensitively with young people and ensure that they have ample opportunity to discuss any worries they may have with them or with an independent advocate. Crisis prevention and management plans are customised and highlight young people’s known risk-taking behaviour. Strategies to manage and prevent these behaviours are clear and well thought-out. For example, young people who sometimes use self-harm as a coping mechanism are afforded high levels of supervision at the start of their placement. Staff devise alternative measures to assist young people to manage these feelings in a more positive and a safer way. For example, staff in consultation with young people have created a soothing bathing area containing a whirlpool bath with sensory lights and a music system. An outdoor trampoline has been chosen by young people as a place which provides a calming effect. Staff talk to young people about

p.8

Good

their emotions and guide them to use these safe measures, which provide a source of comfort and reassurance. Consequently the number of incidents of self-harmful behaviour has reduced. A young person said, ‘I like having a bath now. I can choose the colour of the lights with the remote control depending on how I’m feeling. It makes me feel good.’ Young people are appropriately protected from the potential risks associated with internet use and social media, including abuse and online grooming. Staff talk to young people about the inherent risks so that they understand how to keep themselves safe. They limit the time young people can spend online and supervise their internet activity. Should staff have concerns about unsafe behaviours they will take immediate action, which may include restrictions in use and notifying appropriate agencies. All young people have agreed to this level of supervision and

p.8

Good

understand that it is a preventative measure to keep themselves safe. Young people are well protected because staff give their safety and well-being high priority. Staff are appropriately trained in safeguarding and understand their roles and responsibilities in keeping young people safe. Established systems are effectively followed in response to any arising allegations, unsafe practice or suspicion of abuse. The home’s area risk assessment is devised along with information from a range of agencies, such as local police and representatives of the local healthcare services. This has proven to be a good opportunity to give young people and staff first-hand knowledge of their local community. Staff are better informed to help young people manage their risks and vulnerabilities and young people can make informed choices about keeping themselves safe. The manager is keen to improve this report to include

p.9

Good

the risks of sexual exploitation and radicalisation. This additional information will assist staff in ensuring that potential risks to young people are minimised. There has been one incident which necessitated the use of low-level physical intervention. This was used as a last resort and to ensure the safety of the young person and staff. Staff use de-escalation techniques, taking a reassuring, calm stance at all times. The registered manager provides a thorough evaluation as to why the intervention was necessary and, along with her staff and the young person, amends behaviour management plans to avoid an escalation in behaviours. Staff employed at the home are subject to organisational vetting procedures and do not start work in the home until all appropriate checks are complete. All fire, gas and electrical equipment is routinely serviced to ensure that it is in good working order. This ensures that the environment is safe and that young people are protected from

p.9

Outstanding

The home’s registered manager has been in post since March 2015. She is suitably qualified and experienced in working with children and young people who are looked after. She manages another home within the company, but this is not detrimental to the running of this home, as she maintains a good level of management oversight. This means that the home runs consistently and in the young people’s best interests. She is highly child-focused and passionate in delivering high-quality care to young people. She is supported by an experienced leader who shares her ambitions for young people. A virtual head said, ‘I am very impressed with the manager and this home.’ The home is well staffed and resourced to meet the needs of the young people. The staff team is stable, suitably qualified and competent in the delivery of good quality care and support for young people and their families. Staff have a positive relationship with the manager and receive regular supervision and appraisal. They

p.9

Outstanding

confirm that they find it helpful to reflect on their practice and discuss their professional development options. A staff member said, ‘I have supervision every two weeks at the moment and it’s very in-depth. We discuss each of the young people and where we both feel I need more development.’ The manager has made effective links with external services, which promotes a collaborative approach to meeting young people’s highly complex needs. Staff have created positive relationships with placing authorities, independent reviewing officers, therapists and education staff. They utilise support and advice from the organisation’s therapy team to ensure that young people are offered the best possible life chances. A virtual head said, ‘The staff communicate really well with us. They make sure we are all on the same page and up to date so that we can all work together.’ The registered manager has robust systems in place to ensure that she effectively

p.10

Outstanding

monitors and reviews the care that young people receive. She aspires to drive her staff to be confident in analysing the work that they do and is proud of the therapeutic work that has developed. This improvement has enabled staff to recognise trauma and evaluate self-harmful behaviours, and to understand why young people are behaving in a certain way. As a result, staff are more confident in their responses. For example, staff effectively identified the reasons for a change in a young person’s demeanour and engaged her in some excellent key conversations, which resulted in positive outcomes. The registered manager has afforded her staff more responsibility in report writing. This has increased their confidence and reports are considerably more reflective. They are effectively contributing to young people’s individual treatment plans and have demonstrated that they are capable of using these effectively without prompts

p.10

Outstanding

from their manager. They have a much clearer understanding of the process and are confident in using these to provide consistent care to young people. Staff development is ongoing through training and regular team meetings. All staff have completed mandatory safeguarding training and additional guidance, such as sexual exploitation and radicalisation. Staff are either appropriately qualified or are working towards the required qualifications within timescales. They are highly committed to supporting and assisting young people to achieve good outcomes in preparation for adulthood The home is consistently managed and is meeting the aims and objectives outlined in its statement of purpose. Child-focused practice is rooted within the home's philosophy and has resulted in young people achieving positive outcomes in most aspects of their lives. A member of staff said, ‘Consistency, routine and nurturing are

p.10

Outstanding

the most important things for our young people and they have made great achievements in education and keeping safe.’ Care and placement plans are highly individualised and developed to meet young people’s complex needs. The manager frequently monitors and reviews young people’s progress and development, enabling her to recognise any developing patterns or trends. Identified areas of concern are dealt with swiftly and successfully. Significant events concerning the welfare of young people are reported to the appropriate agencies promptly, to ensure that the right action is taken to protect young people whenever necessary. The manager is a strong advocate for young people and escalates issues with placing authorities to ensure that individual plans are effective and achievable. A parent said, ‘(manager’s name) is excellent. She has been brilliant with X and gets on the phone to sort things out for her straight away.’

p.11

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.12

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

p.12

What the inspection judgements mean

harmed or at risk of harm or result in children looked after not having their welfare safeguarded and promoted.

p.12

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.13

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.13

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,

p.14

Information about this inspection

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

p.14

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.14

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.14