Children's Home run by Keys Education Ltd in Herefordshire

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:

 Staff and managers have good-quality relationships with the young people.  Staff have an in-depth knowledge and understanding of young people individual needs.  Young people live in an environment where they are able to develop a sense of belonging, and achieve stability and safety.  Clear and detailed risk assessments help staff to identify what triggers young people’s behaviour, how to manage it and what to expect to see when they display emotional outbursts.  Young people feel listened to and safe.  Staff encourage young people to sustain positive relationships with their family.  Young people live in a safe environment where staff protect them from harm.  The management team is child-focused in their practice.  Management in the home is good. Although there is a newly appointed manager, he has already identified some areas for improvement.  Partnership working with other agencies and parents is positive.

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The children’s home provision is good because:

 There are five shortfalls in practice. These include ensuring that staff undertake refreshment training, that all recruitment checks are carried out, that the location risk assessment is reviewed and ensuring that the company policy surrounding allegations is carried out in a timely manner. Lastly, that young people are supported more in stop smoking.

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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

13: The leadership and management standard

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Requirement Due date

In order to meet the leadership and management standard, the registered person must ensure:

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Requirement Due date

(c) that staff have the experience, qualifications and skills to meet the needs of each child. 30/09/2016

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Requirement Due date

The registered person must ensure that full and satisfactory information is available in relation to the individual in respect of each of the matters in Schedule 2. (Regulation 32 (3)(d)) 30/09/2016

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Requirement Due date

The registered person must ensure that they prepare and implement a policy, which sets out the procedure to be followed in the event of an allegation of abuse or neglect. This is with reference to the untimely manner of in-house investigations. (Regulation 34 (1)(b)) 30/09/2016

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Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendations:

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Recommendations

 The registered person is responsible for ensuring that each child’s day-to-day health and well-being needs are met. Staff should work to make the children’s home an environment that supports children’s physical, mental and emotional health, in line with the approach set out in the home’s statement of purpose. This is in specific reference to discouraging smoking. ( ‘Guide to the children’s homes regulations including the quality standards’, page 33, paragraph 7.3)  When establishing the home, the registered person must ensure that it is suitably located so that children are effectively safeguarded and can access services to meet needs identified in their relevant plans (see regulation 12 (2)(c)). Under regulation 46, the registered person should review the appropriateness and suitability of the location and premises of the home at least once a year. The review should include the identification of any risks

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Recommendations

and opportunities presented by the home’s location and strategies for managing these. Providers should refer to the non-statutory advice about the location assessment process: ‘Children’s homes regulation amendments 2014’: advice for children’s homes providers on new duties under regulations that came into effect in January and April 2014. ( ‘Guide to the children’s homes regulations including the quality standards’, page 64, paragraph 15.1)

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Information about this children’s home

This privately owned home is registered to accommodate up to four young people. The home can look after young people who may have emotional and behavioural difficulties.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

29/02/2016 Interim Sustained effectiveness

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Recent inspection history

28/01/2015 Interim Declined in effectiveness

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Good

Young people receive good individualised care. This is because care planning is good, and staff take time to build strong and trusting relationships with them. Staff are fully aware of young people’s needs, as placement plans and risk assessments are clear and frequently reviewed. Young people are living in a stable and consistent environment where they can develop a sense of belonging and permanence. The major of young people have been at the home for a year or more and during this time have developed positive relationships with staff. Relationships are based on trust, consistency and an understanding of the young people’s backgrounds and experiences. Staff are vigilant regarding bullying and clear monitoring systems are in place. Consequently, young people are free from bullying within the home and are confident that staff will act on any information that can suggest bullying might be taking place.

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Good

Peer support among young people is a strong feature of the home. Guidance and care between the young people further builds on the firm foundations put in place by the committed staff team. For example, when a young person felt like running away, staff and another young person talked through the reasons for this with him. The young people were able to reflect together mutual feelings, and coping strategies were discussed. The young person then chose not to run away. This all helps to create an environment where young people are able to make significant emotional and behavioural progress. Positive relationships with staff enable the young people to engage in one-to-one sessions. Staff use research-based practice and resources to aid them. Regular key working sessions and young people’s meetings are used to discuss subjects and gain views that are relevant to the young people, including sexual health and

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Good

welfare. This enables young people to make informed decisions about aspects of their lives that are important to them. Young people take part in meetings, and staff respond accordingly to issues and requests raised. As a result, young people feel that their views matter and that they are listened to. All the young people are in good general health and attend appointments where necessary. However, all the young people smoke cigarettes. Although there are regular discussions around the negative impact of smoking, and local resources are encouraged, the day-to-day culture within the home does not discourage smoking. For example, the young people often choose not to adhere to aspects of the smoking policy, such as the location outside where they smoke. Staff do not challenge this. In addition, incentives in place for the young people to stop smoking are not effective. The new manager has now begun to reflect on this and

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Good

plans to review this. Staff work hard to support educational achievement and attendance. Some young people often struggle to get the best out of their education due to an unwillingness to participate. Staff provide continued support to get young people back into education. For example, home tutoring programmes give them learning opportunities. Alternative placements are sought and collaborative working takes place to try to find placements that will achieve the best outcomes. Staff offer incentives to encourage educational attendance. For example, if education is completed, the opportunity to obtain a gift card is given. This motivates young people to participate and has had positive outcomes for some who have recently sat their exams. Staff recognise the importance of healthy activities to young people’s emotional well-being and self-esteem. Although the location of the home can be isolating, the manager ensures that the home has sufficient resources to ensure that this does

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Good

not have an effect on the young people’s ability to access the local community. For example, young people enjoy a wide range of activities, such as meeting with friends in the local town, going on camping holidays, attending go-karting and having guitar lessons. These daily experiences help young people to develop a sense of self-worth and to have a positive connection with their community. When it is appropriate, young people are encouraged to develop their levels of responsibility in preparation for the transition to adulthood. For example, young people are supported to undertake their own laundry and complete some of their own shopping. This helps them to prepare for their future and manage the transition to independence. Contact arrangements are assessed, safe and in the best interests of young people. Staff support contact. For example, staff drive long distances and stay nearby overnight, complete welfare checks and are on hand should any support be

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Good

needed. This gives young people a sense of identity and helps them maintain links with people who are important to them. Young people’s living accommodation is appropriate to their needs. It is personalised by them and the new manager has further development plans for the home. Judgement grade

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Good

Staff manage risk well. Clear and detailed risk assessments help staff to identify what triggers young people’s behaviour, how to manage it and what to expect to see when they display emotional outbursts. Plans are updated when change occurs and reflect the current needs and support required. Staff have an in-depth knowledge and understanding of young people. This supports them to care effectively for and provide support to young people in all areas of their lives. Young people’s risk-taking behaviours have decreased since admission. Young people who were previously challenging in their behaviours are making progress in being able to de-escalate and moderate their own behaviour and to help each other in this respect. Staff develop warm and nurturing relationships with young people. They build trusting relationships with key staff members, and this enables staff to help to keep them safe. A social worker commented that they felt: ‘that the

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Good

young person is protected at all times through supervision.’ Young people report that they feel safe in the home and that they have time to reflect. One young person commented: ‘Staff have helped me sort out the stuff in my head.’ Therefore, his behaviour management has improved. The home uses a system of financial rewards and incentives to promote positive behaviour. Sanctions are appropriate and are consistently used. As a result, there are a low number of physical interventions. This further helps to support the young people with their behaviour management skills. A social worker commented: ‘The young person has a good relationship with staff and is challenged appropriately, with good boundaries in place.’ Young people rarely go missing from the home. Staff understand the ‘missing from care’ protocols and are aware of how to safeguard young people from going missing. Staff utilise the established positive relationships with the police. The

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Good

manager works in effective partnership with local police and local authorities to protect young people from harm in these circumstances. This solid partnership ensures that local intelligence is shared. On young people’s return to the home, young people have independent return interviews. This further helps the staff’s insights into behaviours. The young people in the home are not currently at risk of child sexual exploitation, nor do they self-harm. However, staff know the signs and symptoms, and proactively monitor all young people at the home. Staff have engaged in training to support their understanding and heighten their awareness. Staff ensure that, on their admission to the home, young people receive information about how to make a complaint. There has been one complaint from a young person since the last inspection. This has been quickly addressed and involved a new mattress being purchased. Young people have access to advocates to act on their behalf. This provides them

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Good

with an independent voice should they need it. Staff respect young people’s privacy and provide a phone for them to use when they wish to make personal calls. This protects young people and keeps them safe. Health and safety checks are routinely completed, including fire safety. This attention to detail helps to make sure that young people stay safe. However, the same level of attention is not paid to the location risk assessment. This is missing information about a risk factor in the local community. Staff are aware of this risk and are able to demonstrate how they minimise this, but this is not recorded.

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Good

The manager has been at the home since July 2016 and holds his level 5 diploma in leadership and management. The manager is in the process of applying for registered manager status through Ofsted. All staff have obtained their level 3 in residential childcare in the appropriate timescales. All staff have completed their mandatory training. However, some staff require refreshment training. This means that some staff may not be working with up-to-date knowledge and skills. Many staff have been at the home for a number of years. The home currently has two vacancies. However, current staff are working overtime and regular bank staff are used to ensure that young people are experiencing consistency and continuity of care. Effective team meetings ensure good communication and consistency of practice across the staff group, where there are mutually supportive and respectful relationships. These demonstrate positive role models and consistency for the

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Good

young people. A staff member commented: ‘There is a good team spirit: we like to do things together as a team where possible. Everyone is willing to help each other if possible.’ Staff receive good-quality and regular supervision, and consequently work safely and consistently together. Managers and staff prioritise the needs of the young people. For example, they have recently been creative and have managed to obtain another company car so that young people can access the local community more freely with staff. The manager ensures that the home’s statement of purpose accurately reflects the services offered to young people. This has been updated recently to reflect the new management changes. The statement of purpose is shared with placing authorities and helps social workers to be well informed about the provision of care. The manager is aware of the home’s strengths and weaknesses. Although these are early days, he has already started to implement some new monitoring systems

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Good

to improve practice. An independent visitor undertakes monthly visits and produces a report. The management team finds these useful. The visits, together with other systems, enables the manager to monitor the quality of care. The previous manager has taken the time to ensure that there is a good development plan in place for the home. As a result, young people benefit from a consistency of care that achieves better outcomes. Partnership working with other agencies remains vital in helping young people to make good levels of progress educationally, socially and emotionally. Parents and external professionals are complimentary about the home and say that the manager and staff work well in partnership with them. For example, one social worker stated, ‘The staff at [the home] are great at keeping me up to date with how the young person is progressing, sending contact, chronologies and monthly reports.’ A parent commented that she did not know what she would have done

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Good

without the support from the home for herself and her son. Allegations are quickly escalated and there is good collaborative working. However, the organisation’s policy around internal investigations is not always followed. For example, some investigations are not completed within the allocated timescales. This leaves staff and young people feeling frustrated. Managers do not follow safe recruitment practice. For example, they do not explore all employment history where applicants have previously worked with children. This leaves a vulnerable gap in safeguarding that can compromise young people’s safety.

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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 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, 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,

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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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