Children's home run by Enabling Futures Ltd

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 nurturing and supportive home where they are valued and respected. Staff are creative and successful in gaining the views of young people who have highly complex needs.  Staff know young people well and are aware of their specific needs. Young people have positive relationships with the staff. They trust them and are secure and relaxed in their company.  Staff support and encourage young people to engage in education. They work closely with education staff to promote educational progress. Young people’s educational attendance is 100%.  Staff introduce a range of recreational opportunities and experiences to young people. Comprehensive risk assessments and positive behaviour management plans assist young people to participate safely in community activities, which develops social skills and preparation for adulthood.  The home’s satellite provision affords young people an environment in which to

p.3

The children’s home provision is good because:

learn skills such as cooking meals. Young people make a positive transition to this facility with staff whom they know and trust.  Staff give young people’s safety top priority. High staffing levels and care provided by staff who know and understand young people’s risks and vulnerabilities ensure that the right action is taken to keep young people safe from harm.  The home follows safe recruitment procedures to ensure that young people are looked after by people who are safe.  The deputy manager has recently taken over the role of acting manager. She is competent and dedicated to improving outcomes for young people.  Managers and staff are highly regarded by other agencies and parents. Staff are effective advocates for young people with highly complex needs.  Two shortfalls have been noted at this inspection. The home’s statement of purpose requires amendment to reflect the changes in the management and

p.3

The children’s home provision is good because:

staff team. A system is required to monitor and review the quality of care provided for young people. This is in relation to seeking the views from young people, parents and other people who are involved in the young person’s plans.

p.3

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.4

Requirement Due date

The registered person must: (a) keep the statement of purpose under review and, where appropriate, revise it (b) notify HMCI of any revisions and send HMCI a copy of the revised statement within 28 days of the revision. (Regulation 16 (3)(a)(b)) 25/11/2016

p.4

Requirement Due date

In order to complete a quality of care review, the registered person must establish and maintain a system for monitoring, reviewing and evaluating: (a) the quality of care provided for children (b) the feedback and opinions of children about the children’s home, its facilities and the quality of care they receive in it. (Regulation 45(2)(a)(b)) 25/11/2016

p.4

Information about this children’s home

This is a private home that provides care and accommodation for up to eight young people with physical and/or learning disabilities.

p.5

Recent inspection history

Inspection date Inspection type Inspection judgement

p.5

Recent inspection history

09/02/2016 Interim Improved effectiveness

p.5

Recent inspection history

17/02/2015 Interim Sustained effectiveness

p.5

Good

Young people benefit from living in a warm and welcoming environment, which is personalised throughout with photographs of the young people who live there. Staff support and encourage young people to choose the decor for their bedrooms. They find out young people’s interests and talents from families in order to help and support young people to create their own space. For example, some young people have a passion for drawing. Staff have enabled them to use their bedroom walls to develop these talents. This creative approach affords a sense of belonging. Young people settle into their home quickly, making positive transitions from previous placements with the reassurance from people who know them well. Staff enable young people to attend their educational provision. They work collaboratively with education staff, communicating daily to promote consistency and structure. The communication between the two disciplines is effective.

p.6

Good

Strategies and approaches are regularly discussed to develop consistent responses to meeting young people’s educational needs and managing their behaviour. A member of staff said, ‘We make sure education staff have up-to-date information. X goes horse riding and has a new horse. We informed the school of his horse’s name because if they don’t know it can escalate X’s behaviour.’ Staff are keen to promote contact between young people and their families. They maintain close links with young people’s families and facilitate regular, safe contact, regardless of the distance. They have creative systems in place to help young people to understand these arrangements. The use of colour cards enables some young people to understand where they will be seeing their family that week. For example, a blue card means that contact will be activity-based that week. This method is also used by education staff to ensure that young people are fully aware

p.6

Good

of their plans. Young people have comprehensive health plans. They are registered with medical professionals such as doctors, dentists and opticians. Social stories assist young people to understand what will happen when they see these people, helping them to remain calm during these appointments. Staff take a proactive approach for some young people who have a fear of the dentist, for example. They pre-empt potentially stressful situations because they understand each young person’s tolerance levels. This enables staff to develop strategies to minimise distress, such as sourcing a specialist dental provision to ensure that young people have required dental treatment. A social worker said, ‘X has really good health plans and staff make sure all necessary appointments are up to date.’ Staff provide young people with a variety of experiences and activities. New experiences are methodically planned with young people to ensure that they have

p.6

Good

ample time to process information. Staff use a slow, repetitive approach, which very gradually builds up to an event. This method has enabled young people to learn new skills towards independence, such as following a simple map, selecting the correct coins and using these to operate vending machines. Consequently, young people are increasing in self-confidence and self-esteem.

p.7

Good

Staff consider and plan for young people’s known risks from the point of their admission. Significant information is collected in relation to young people’s behavioural triggers from their families and placing authorities. This information is utilised to develop risk and positive behaviour strategies and to provide the right methods to reduce young people’s levels of anxiety and challenging behaviour. Staff have a thorough understanding of each young person’s risks and vulnerabilities. Clear, comprehensive risk assessments ascertain young people’s individual known risks, and the assessments are regularly updated when the risks change. Young people’s goals and accomplishments are not hampered by their vulnerabilities. Staff ensure that they have optimal life experiences, supported with effective planning to minimise risks both inside and outside of the home. Staff’s determination and support has enabled young people to have many social

p.7

Good

experiences including visits to the cinema and horse riding. Staff have an excellent knowledge of young people and promote positive behaviour. The use of picture symbols assists staff to communicate effectively with young people, helping them to manage their emotions and provide them with a calm supportive environment. Staff support young people with redirection and de- escalation strategies as outlined in positive handling plans. Young people are aware that sometimes staff will use physical restraint to keep them safe because this is explained to them. Since the last inspection, there have been a high number of incidents involving some young people that have necessitated the use of physical intervention. These techniques are designed to ensure that young people do not harm themselves, other young people and staff. These methods are low level and for a short period of time. Managers have now created a system

p.7

Good

designed to reduce physical interventions. They aim to help and support young people to manage their behaviour by using time-out, praising positive interactions and showing young people their daily schedules. It is anticipated that this will help them to focus on their present and direct future plans. These strategies will be reviewed and monitored, and adjusted as and when necessary. High levels of staff ensure that young people are safe. There are no young people living at the home who are at risk of sexual exploitation. Staff have a good awareness of the signs, and will follow the organisation’s missing from home protocols and liaise with safeguarding agencies if this becomes a cause of concern. The home has effective links with the Local Safeguarding Children’s Board and the local authority where the home is located. Local police visit the home and staff are well informed of issues in the community and who to contact if necessary.

p.8

Good

The physical environment is safe, secure and protects young people from harm. The home is located in its own grounds. Sturdy fencing and gates ensure that young people can enjoy activities safely.

p.8

Good

The registered manager post is currently vacant. The acting manager commenced her role on 1 June 2016 and has vast experience of working at this home as deputy manager. She is in the process of applying to register. She has a comprehensive understanding of young people’s highly complex needs and is due to complete the level 5 diploma in leadership and management later this year. The acting manager is supported by an experienced and suitably qualified deputy manager who shares her commitment and dedication to the young people. Care and placement plans are individualised and fully address young people’s care needs and experiences. The acting manager has high expectations of her staff and inspires them to be creative and to evaluate the work they do. She regularly monitors the quality of care provided in the home, learning from practice and seeking feedback from young people to improve their care and experiences. She

p.8

Good

has good oversight of young people’s individual plans. She ensures that they are meaningful and achievable and is able to evidence the progress that young people have made from their starting points. The acting manager retains positive professional relationships with a number of external services and promotes a collaborative approach to meeting young people’s needs. These strong links provide direct support for young people and are also used to provide staff with information, training and support, which enhances their skills in meeting young people’s needs. This has proved effective in helping young people make positive progress in terms of their individual goals, including keeping themselves safe from harm. A social worker said, ‘X has made and continues to make very good progress. She is more confident and is able to tackle independence skills. Staff communicate well with me and keep me informed of

p.8

Good

progress and development.’ Young people benefit from being cared for by a dedicated, well-trained staff team which has a thorough understanding of how to meet their needs, including those associated with their disabilities. All staff complete mandatory training, which is complemented by needs-specific training such as understanding autism. These training opportunities ensure that staff are well equipped to meet the diverse range of needs which young people currently have. Staff supervision and annual appraisal is facilitated by the management team and focuses on the progress of young people and staff development. The acting manager uses research-based practice to inform care provision and ensure that young people get the best care possible. This information is shared with staff and ensures that their care practice is based on strong foundations. The home commissions the services of the national youth advocacy service, who

p.9

Good

visit the home monthly, and staff support young people to access this service. Staff work in partnership with independent advocates to tailor strategies, communication styles and approaches to meet the specific needs of each individual young person. This arrangement also assists the acting manager to monitor the care of the young people. Two requirements have been raised following this inspection. The home’s statement of purpose requires updating to reflect the changes in the management and staff team. The review of the quality of care report lacks the views of young people, parents and other people who are involved in the young person’s plans. The acting manager is keen to improve these monitoring systems to ensure that she has a good understanding of whether the services provided to young people are effective.

p.9

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.10

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.10

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.10

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.11

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.11

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.12

Information about this inspection

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

p.12

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.12

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.12