Children's Home run by Acorn Homes (UK) Ltd in Kent

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 and staff build strong and meaningful relationships. Staff take the time to listen and to understand young people as individuals. Young people trust the staff. They confide in them, listen to them and follow their guidance.  Behaviour management is effective, and young people make significant improvements from their starting points. They follow the rules and boundaries and raise disagreements or objections appropriately.  Staff re-enforce good behaviour with enthusiasm and praise. Young people feel a sense of pride and achievement as a result.  Young people express themselves with confidence and use one-to-one key working and young people’s meetings to express their wishes and feelings. When young people’s views result in changes, staff spend time with the young people, helping them to see how they have influenced their care.  Young people understand the value of education and learning, and their

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The children's home provision is good because:

commitment towards this has exceeded expectations. Where young people had previously refused education they now attend regularly.  Health and well-being are strongly promoted through the home’s specialist team. Each young person is assessed soon after placement and is provided with services by the home or through commissioning. This results in young people receiving the services that they need promptly.  Leaders and managers are strong and visible. Staff are motivated and are forming strong bonds as a team, providing consistent approaches and a shared vision of good care.  Staff are supported in their practice by effective supervision, which they value highly. Staff make good use of these honest and open supervision relationships, enabling them to be objective and reflective of their practice.

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Information about this children's home

The home is registered to accommodate four children age 11 to 17 years old, irrespective of gender, with emotional and/or behavioural difficulties. Placements are medium or long term for children who have suffered abuse or neglect and who may display challenging behaviour due to their emotional difficulties. The home is one of several managed by this independent provider.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

24/02/2016 Interim Improved effectiveness

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Recent inspection history

30/03/2015 Interim Sustained effectiveness

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Good

Relationships in this home are strong and resilient because staff and young people work closely together, building and developing cooperative attachments. Staff spend significant amounts of quality time with the young people, learning about who they are, building trust and listening to them. Young people feel valued and respected by this, and one young person said, ‘Staff always have time for me. They listen to me, even when I have been rude to them.’ These close relationships have enabled the young people to build self-confidence, and they are beginning to express themselves more appropriately. Young people who previously became challenging and found communication difficult have learned to express themselves effectively. This promotes a sense of belonging. Young people know that staff value their opinions and they see the results when they express their wishes and feelings. For example, they have influenced reward

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Good

schemes, activities, and the decoration of their bedrooms and the communal areas of the home. Young people take greater interests in their healthcare because they now understand how important it is to maintain good health and they think carefully about their lifestyle choices. Staff ensure that young people are promptly registered with core health services and attend all their health appointments. Appointments and their purposes are carefully explained to young people, enabling them to understand and have input into their healthcare planning. The home has a health and well-being team, and all young people are provided with an assessment within 12 weeks of placement, with services being provided in house. This support has been highly successful for the young people, promoting their general health. In particular, it has encouraged one young person to begin sessions with the child and adolescent mental health services, a provision that they

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Good

previously strongly resisted. Young people's diets are richer and more diverse than when they arrived because they try new foods and understand the importance of healthy eating. Young people take an interest in cooking and preparing meals, and mealtimes are pleasant and enjoyable times when young people share their experiences of the day. Resuming education and learning has been challenging for both young people, following extended periods of school refusal prior to placement. Tenacious and effective working with schools and the young people has resulted in a significant increase in attendance. Educational achievements and attendance are highly celebrated, helping to build young people’s self-esteem and confidence in their abilities. One young person has been able to sit her exams as a result, progress that the local authority social worker described as ‘amazing’. One young person said, ‘I don’t like school, but staff have helped me understand how important it is.

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Good

I need to do well because I want to join the army.’

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Good

Young people are kept safe in this home because staff help them gain an understanding of times and situations when they may be more vulnerable. As a result, they reduce risk-taking behaviours. Staff receive training, gaining insights and a greater awareness into how to protect young people. Risk assessments are meaningful and effective because they clearly identify not only the risk, but also importantly explain the context of the risk. This results in risk assessments that are focused on the individual vulnerabilities of the young person. Formal supervision is then used to discuss, identify and plan the actions that staff need to take to reduce these risks. Staff demonstrate an understanding of child sexual exploitation, radicalisation and online safety. This knowledge enables them to be more vigilant to the signs and symptoms of abuse so that they are able to guide young people away from these situations. Young people who previously engaged in risk-taking behaviour, such as

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Good

going missing, have reduced significantly, and in some cases ceased, this behaviour. The manager works productively with partner agencies, such as the local authority designated officer, the police, and the Local Safeguarding Children Board. This results in staff receiving training and guidance that is proactive, up to date and in accordance with the locally agreed protocols. Successful behaviour management strategies and clear boundaries both engage and motivate young people positively. Young people’s behaviour improves as they become more settled in the home and respond positively to staff guidance. Behaviour requiring physical intervention is uncommon and has steadily reduced for all young people since they became resident in the home. Sanctions are not commonly used, because young people learn to behave more positively and begin to consider how their behaviour affects others. They use key working to reflect on how they could manage their behaviour more appropriately,

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Good

developing effective strategies to improve. One young person said, ‘Staff give me lots of warnings and give me space and time to calm down. They know what I'm like when I lose it.’ Staff understand the importance of young people developing positive attitudes and the opportunities that this will bring them in later life. Each young person is supported through the setting of achievable goals that they can aspire to. As a result, they begin to develop confidence and gain the necessary skills to manage their lives in the future. Reward systems have been planned with the young people, successfully motivating them towards these aims and goals. Well-managed health and safety practices, along with regular fire drills and equipment checks, ensure that young people are protected from avoidable risks. Maintenance is undertaken immediately, further providing a safe environment for everyone.

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Good

A manager has been in place since June 2016. At the time of inspection, the manager was preparing her application for registration with Ofsted. The manager has a level 4 diploma in leadership and management in health and social care. She has a registered manager’s award and a diploma in therapeutic childcare. She has been a registered manager on two separate occasions and has a wealth of experience in social care, spanning over 20 years. Leadership is strong and described by staff as inspiring. The manager consults frequently with the staff, inviting their opinions and comments. This provides an engaging and shared vision of the development of practice in the home. Internal and external quality assurance assessments are used productively as opportunities to look at current and alternative practices and to focus on how outcomes for young people are improved. Staff are guided in their practice by a coherent statement of purpose, which they

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Good

all understand and influence. This document is regularly reviewed in team meetings along with the home’s development plans. Young people are consulted and contribute to the reviews of these key documents. The recent refurbishment of the home, to which young people made a major contribution, is an example of this consultation. Care plans and placement plans are targeted and prioritise young people’s needs effectively. Plans are closely monitored, and excellent communications with placing social workers ensure that reviewed plans are promptly implemented by staff. One social worker said, ‘Communication is excellent. I am sent regular updates, providing a clear picture of their progress towards their plans.’ Young people are well cared for by an experienced and motivated staff team of eight, seven of whom are qualified to national vocational qualification (NVQ) level 3, with one new staff member enrolled on NVQ level 3 training. Staff are supported

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Good

by a rich and varied training programme, which positively influences their practice. Recent training in behaviour management has instilled in staff a greater focus on critically analysing performance and providing more consistent messages for young people. One staff member said, ‘We discuss training as a staff team. Training encourages us to consider how we use what we have learnt in our practice.’ The home responds positively to inspections and uses internal and external monitoring and inspection reports to steer and improve practice. At the last inspection, the home was judged to be inadequate, and a number of requirements were made. One related to ensuring greater inclusion for a young person whose first language was not English. One related to improving pre- placement matching, developing transition plans to ensure that young people are appropriately assessed prior to placement decisions. The home has now provided

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Good

translation of key documents and greater support to assist young people’s understanding of their care planning. The home’s statement of purpose now includes specific provisions for translation or special communication arrangements, when communication difficulties are present. Pre-placement assessment and planning have now been developed to effectively match young people’s needs to the services and skills that the staff can provide. A requirement was made to improve behaviour management and the fire safety and evacuation procedures. Behaviour management strategies have been reviewed and clear and consistent boundaries are now in place. Behaviour has improved substantially, and young people have maintained good routines. All young people have received guidance and instruction in fire evacuation, and the drills carried out have been well planned and managed effectively. A requirement was made in relation to risk assessments, including the location risk

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Good

assessment, which has been reviewed since the last inspection. Previous risk assessments did not always make clear how risk had been assessed or reduced by the risk assessment process. Reviewed risk assessments are now targeted, and provide a useful narrative and context to measure and assess risk. It is clear what the nature of the risk is, the situation or circumstances that increase risk and what action staff need to take to reduce risk. The location risk assessment determines the appropriateness and suitability of the location of the premises and highlights risks and action taken to minimise these. A requirement was made in respect of the previous leadership, which had weaknesses in oversight of staff and the day-to-day management of the home. Since this last inspection, an experienced and well-qualified manager has been appointed. She has demonstrated strong leadership, bonding the staff team and

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Good

taking prompt and effective action to gain control of the home. A requirement was made for the staff to more effectively promote young people’s education and their school attendance. Both young people have significantly improved attendance. One young person now attends every day, and the other exceeded expectations, having completed their exams, and is actively seeking further education. Four recommendations were made. One was in relation to supporting one young person to learn skills in independence. Independency programmes are in place and demonstrate how the young person is being supported towards independence. These plans record their progress and achievements, demonstrating how goals have been reached and new goals identified. Another recommendation related to improving consultation with young people and demonstrating how their views have been considered. Consultation with young people is now recorded and details how

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Good

young people influence their care. A recommendation was made to promote positive behaviour through building stronger relationships. Staff are using opportunities more effectively to engage with young people. They take the time to discuss their behaviour and progress. Good behaviour is celebrated with enthusiasm and praise. When behaviour is more challenging, staff intervene sensitively, engaging young people in discussion to de- escalate situations effectively. Relationships are stronger and more resilient, and staff are using them more effectively to guide and steer behaviour, negating the need for sanctions. The last recommendation made was to develop more structured probationary and core training programs. Training programmes now clearly detail probationary training along with timescales for completion and levels of competence reached. This provides a clear training programme and appraisal of performance.

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Good

All requirements and recommendations have been met. Planned monthly supervision and more frequent informal supervision provide good levels of support for the manager and staff. Supervision relationships are described as both challenging and supportive. Supervision provides staff with an honest appraisal of practice and a productive environment for learning and reflecting. Staff feel motivated and inspired by this highly valued process. One staff member said, ‘I find supervision really motivating. I can look at what I have done well and look at where I could do better. It’s great.’ When notifications of concerns to external agencies and Ofsted are made, information is concise and clear. This provides sufficient information to evaluate the actions taken by the home in response to these events.

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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 ‘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

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

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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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