Children's home run by London Borough of Croydon in Croydon

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:

 Strong working relationships exist between staff and parents.  Young people are cared for in a safe and well-resourced environment.  Young people make significant progress and enjoy safe, fun breaks in the home.  The positive relationships between young people and staff are a strength of the home. Staff are experienced, enthusiastic and confident. They build trusting and nurturing relationships with young people.  Good working relationships exist between parents and the staff team. Parents and carers have confidence in the team to keep young people safe.  Managers create a culture of high aspirations. This results in a staff team who are confident, work to consistent standards and take responsibility for their own  Managers understand the strengths and weaknesses of the service and have clear development plans for continual improvements to the service.  Independent monitoring of the service is not robust in commenting on

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The children’s home provision is good because:

safeguarding matters and the promotion of children’s well-being.  Behaviour support plans are not updated in a timely manner.  A workforce development plan is not in place.

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Statutory requirements

This section sets out the actions which must be taken so that the registered person 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 must comply within the given timescales.

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Requirement Due date

In order to meet the positive relationship standard

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Requirement Due date

(2) the registered provider must ensure: (a) that staff– (v) communicate to each child expectations about the child’s behaviour and ensure that the child understands those expectations in accordance with the child’s age and understanding. 30/09/2016

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Requirement Due date

The independent person must produce a report about a visit (‘the independent person’s report’) which sets out in particular the independent person’s opinion as to whether– (a) children are effectively safeguarded; and (b) the conduct of the home promotes children’s well-being. (Regulation 44 (4)(a)(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 should have a workforce plan, which can fulfil the workforce-related requirements of regulation 16, schedule 1 (paragraphs 19 and 20). (‘Guide to the children’s homes regulations including the quality standards’, page 63, paragraph 10.8)  The registered person should review the home’s premises location risk assessment and include the identification of any risks and opportunities presented in relation to radicalisation and child sexual exploitation and strategies for managing these. (‘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

The local authority owns this short-break home. The service is part of the resources of the children with disabilities team. The service currently provides residential respite care and accommodation for up to seven children who have severe learning disabilities. The home can also provide emergency short-term care. In addition thee home also provides a daycare service but the total of residential respite care and daycare places do not exceed nine. The duration and frequency of respite care that children and young people receive varies based on their assessed needs.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

09/02/2016 Interim Sustained effectiveness

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Recent inspection history

10/02/2015 Interim Sustained effectiveness

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Recent inspection history

30/07/2014 Interim Improved effectiveness

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Good

Young people make progress and enjoy safe, fun breaks in the home. Staff provide personalised, comprehensive and well-planned care that takes into account individual welfare needs, together with the wishes of young people and the views of their families. A parent commented: ‘The staff are fantastic. They understand my daughter’s needs, which means she loves attending the home.’

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Good

Care planning for young people is highly individualised. This enables the staff team to fully understand and meet their individual needs. For example, staff have made considerable progress in adjusting routines improving sleep patterns and involving young people more in their personal care. This results in an improvement in the quality of their lives and those of their families. A parent commented: ‘My son is making progress with his behaviour. The staff have helped me to understand him better and how to follow a routine in our home that benefits all members of the family.’

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Good

Young people settle well because managers ensure that care plans are individualised, comprehensive and address the diverse and complex needs of young people. The plans include information on culture, religion and health needs. Care plans take into account information on routines at home and school. This ensures that young people benefit from seamless and consistent care during their short break. Managers and staff carefully consider the group dynamics, friendships, disabilities, independence and gender mixes when undertaking the admission process. This ensures that young people have as positive an experience as possible.

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Good

Staff pay attention to the broader issues of equality, beyond disability matters. For example, they acknowledge that young people are sexually aware and they support them appropriately to understand that this is a private matter and provide private space and time for them to be alone. The staff team and parents have access to and receive support and training from a specialist disability worker in understanding the onset of puberty and sexuality for young people with disabilities. As a result, staff promote privacy and dignity and support parents to understand and manage these changes.

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Good

A varied range of purposeful and enjoyable activities is accessible to young people both in and out of the home during their short break. These include trips to the seaside and theme parks, and meals out. These activities are planned and risk assessed. The large and exceptionally well-equipped garden enables young people to take part in a range of fun and sensory play activities.

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Good

A strength of the home is preparation for transition to adult living. The home promotes independence, with the focus on staff supporting young people to undertake personal and household tasks depending on their capability. For example, young people in the transition group make choices on meals, whether this is eating out or making a meal in the home. They are given the opportunity to choose appropriate activities for their short break.

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Good

Managers and staff recognise the importance of involving young people in the decision-making on the running of the home. Staff use various communication methods to seek the views of young people, many of whom have communication difficulties. A number of young people use the Picture Exchange Communication System (PECS) or Makaton language. This enables young people to contribute their views on a range of issues, such as menu planning, activities and new equipment for the home. As a result, young people’s views are heard and respected; this enables them to feel included and secure in the home.

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Good

Young people’s health needs are appropriately addressed and only permanent staff who have completed training and demonstrated competence carry out medical intervention. There are well-kept records of young people’s health needs and for the recording and administration of medication.

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Good

Managers and staff promote positive and supportive relationships with young people’s parents. They understand the pressure on parents caring for children with disabilities and strive to ensure that parents as well as young people benefit from the service. Managers have introduced a support and training group for parents. This enables them to receive advice and help from the staff team, and work together as a group to learn and support each other. A parent commented, ‘There are no words l can use to explain to you the support the whole team have offered to me and my family. They go more than the extra mile.’ Judgement grade

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Good

Young people receive good, safe care in a nurturing and stable environment from a staff team that is adept at understanding their complex needs.

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Good

Staff undergo internal and external training in safeguarding, with the emphasis on children with disabilities. Safeguarding training underpins the effective communication between the daily staff teams meetings, where any safeguarding matters are discussed. The staff team are yet to receive training on the ‘Prevent’ duty and other matters such as female genital mutilation, Although these form part of the training agenda.

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Good

Good procedures are in place for staff to follow should an allegation be made against another member of staff or manager. They understand the procedures for reporting incidents to senior managers, the recording of information and the support of young people following an allegation.

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Good

Individualised risk assessments and behaviour management plans cover all aspects of potential risks for each young person. This ranges from ensuring that there are enough staff in relation to the number of young people receiving a short break, through to mobility and behavioural issues. The service works closely with education and parents on behaviour support plans. This ensures that strategies for the management of behaviour are consistent, enabling young people to feel safe and secure. However, when changes in behaviour occur plans are not consistently reviewed and amended to reflect the incident. This can result in different staff strategies to manage behaviour and in young people not fully understanding expectations of what is acceptable behaviour.

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Good

Physical intervention and sanctions are rare in this home. Staff prefer to use praise and diversion techniques as alternative methods. At times when physical intervention is necessary to keep young people and staff safe, this has been proportionate to the circumstances. Behaviour management plans clearly set out the physical intervention to be used for individual young people should it be necessary. Physical intervention training is in place for all staff. Detailed recording of incidents, together with analysis to prevent recurrence, is in place. Young people are supported to express their feelings about any incidents.

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Good

Young people stay in a protected and safe environment. Close supervision in the community ensures there are no incidents of young people going missing. Good security systems ensure that there is no unauthorised access to young people by adults in the home. The location risk assessment covers potential risks in the immediate community. However, the risk assessment does not include a review local concerns regarding the risk of child sexual exploitation or the dangers of radicalisation.

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Good

The home is warm, welcoming and comfortable for young people. It is very well equipped to care for and meet the health and safety needs of young people during their short break stay.

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Good

Managers have a good understanding of the strengths of the service and areas for improvement. An effective development plan is in place. However, the service has yet to implement a coherent workforce development plan.

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Good

The home receives regular visits and reports from an independent visitor. However, these lack scrutiny and analysis of records, such as risk assessments and care plans, among others. The visitor fails to keep the regulator informed on the safeguarding and the promotion of young people’s well-being.

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Good

Young people benefit from strong leadership and management arrangements. The registered manager holds a social work qualification and is qualified to level 4. She has been in post for over 12 years. A deputy manager qualified to level 5 with over 10 years’ experienced supports her. Together they provide strong leadership and support to an experienced, qualified and stable staff team.

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Good

All senior staff are qualified to or are in the process of undertaking a level 5 management qualification. Support staff are qualified to a minimum of level 3, with two new members of staff enrolled for training in September.

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Good

The home is fully staffed, with the majority of staff in post for more than five years. This results in young people receiving consistent care from a committed team of people who are invested in providing the highest level of care for all.

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Good

Staff report receiving regular supervision, which gives them the opportunity to reflect on their practice and to look at new ways of improving young people’s experiences. A staff member said, ‘One of the most positive things for me is having managers in the home who know the young people well and have a hands-on approach to care’. Another member of staff said, ‘I am able to discuss any matters with the managers and know l will be supported and not judged’. There is a positive sense of fun and respect in the staff team, which generates a good atmosphere in the home. The statement of purpose is detailed and accurate and has recently been updated by the registered manager. It gives good information regarding the service provided. This helps parents to gain a clear understanding on what to expect prior to a young person receiving a short break.

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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 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 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, 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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