Children's Home run by Cambian Childcare Limited in Warwickshire

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 make progress in all areas of their development.  The care that young people receive is personalised and reflective of their individual needs.  Young people enjoy warm and trusting relationships with all of the staff, enabling them to make progress in their emotional and social development.  Staff ensure that young people’s views remain central to their care.  Staff proactively support young people with their emotional well-being.  Highly committed staff keep young people safe, providing clear and consistent boundaries. Staff work with young people to understand risks and how to keep themselves safe.  Young people have clear individualised plans and risk assessments, which are reviewed and updated.  The majority of young people are attending and achieving within education.  The staff are effective. They work well together and receive excellent support and guidance from managers.  The child-focused interim manager ensures that staff understand the ethos

p.3

The children’s home provision is good because:

of the home and that they prioritise young people’s needs at all times.  Strong recruitment and vetting processes are in place.  An identified area for improvement was found in staffing qualifications. One member of staff has not obtained the level 3 NVQ qualification in the necessary timescales .

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 with the given timescales.

p.4

Requirement Due date

Children’s case records The registered person must maintain records (‘case records’) for each child which include the information and documents listed in Schedule 3 in relation to each child; are kept up to date; and are signed and dated by the author of each entry. (Regulation 36 (1(a)(b)(c))) 24/08/2016

p.4

Requirement Due date

32: Fitness of workers The registered person must ensure the following: (4) For the purposes of paragraph (3)(b), an individual who works in the home in a care role has the appropriate qualification if, by the relevant date, the individual has attained— (a) the Level 3 Diploma for Residential Childcare (England) (‘the Level 3 Diploma’); or (b) a qualification which the registered person considers to be equivalent to the Level 3 Diploma. (5) The relevant date is— (a) in the case of an individual who starts working in a care role in a home after 1 April 2014, the date which falls two years after the date on which the individual started working in a care role in a home; or (b) in the case of an individual who was working in a care role in a home on 1 April 2014, 1 April 2016. (Regulation 32 (4(a)(b))) 01/02/2017

p.4

Recommendations

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

p.5

Recommendations

 All staff must have their performance and fitness to carry out their role formally appraised at least once annually. This appraisal should take into account, where reasonable and practical, the views of other professionals who have worked with the staff member over the year and children in the home’s care. As part of the performance management process, poor performance should be addressed by a timely plan to bring about improvement. (‘Guide to the children’s homes regulations including the quality standards’, page 61, paragraph 13.5)

p.5

Information about this children’s home

The home is registered to provide care and accommodation for up to five children and young people. The home is privately owned and managed. The home provides therapeutic services.

p.6

Recent inspection history

Inspection date Inspection type Inspection judgement

p.6

Recent inspection history

04/02/2016 Interim Sustained effectiveness

p.6

Good

Young people make progress in all areas of their development. Staff strive to develop positive and nurturing relationships with each young person, meaning that young people develop an understanding that staff care about them and want the very best for them. One young person said, ‘I think adults keep us safe because they care about me’. Staff take time to get to know young people. Staff practice is warm and considered. They provide good-quality, individualised care. The majority of young people are making good educational progress as a consequence of the support they are receiving. Staff encourage young people to attend education and support them to overcome the barriers to engagement. One young person’s end-of-year school report stated, ‘I am thrilled with the progress (x) has made in the final term of the year, to date, has seen 100% attendance and a significant increase in completion of homework tasks. (x) I am proud of how you

p.7

Good

have turned the year around and ended on a high through your own hard work and determination.’ One young person has recently been suspended from school due to behavioural issues. He is currently engaged in the process of an education, health and care plan assessment. The manager is working closely with the placing authority and ensuring that this young person is engaged in suitable structured activities for the interim period. Young people are involved in decisions about the development of the home through their attendance at ‘Chat’ meetings. Young people say that they understand how decisions are made and the degree to which they are able to influence these. This enhances their day-to-day experience of living in the home. Young people’s self-esteem and confidence are promoted through a wide range of varied and focused activities, both within and outside the home. Activities are planned and enjoyable, but also facilitated with purpose. Staff support young

p.7

Good

people to develop social skills and relationships, and to enjoy healthy living. Good- quality daily experiences help young people to make progress. They take part in activities, enjoy barbecues, go rollerblading and go to the cinema. Some young people have friends through their school, and are able to go out with friends and enjoy planned free time in the community. The progress of young people is well evidenced. The use of detailed progress- tracking documents ensures that all staff are able to record the progress that young people are making. Furthermore, young people are already actively engaged in reviewing and recording their progress, and they contribute effectively to the process. Each young person has a journal to support the process of reflection. This develops a sense of ownership in young people. It ensures that they are able to articulate their achievements and plans for the future. Regular key-working

p.7

Good

sessions take place, where progress and future needs are routinely discussed. Staff work with social workers and the placing authorities to ensure that young people are able to maintain relationships with their families. When contact restrictions are in place, staff clearly explain these. The young people receive practical and emotional support to attend contact visits. This means that, despite living a long distance from family, young people are not unnecessarily isolated from them. Young people’s health needs are consistently prioritised. They receive primary and specialist healthcare services. Annual health assessments and reviews take place. Some young people require and engage in a range of specialist healthcare and therapeutic services to meet their needs. Young people’s health and development benefit as a result of this specialised support. Judgement grade

p.8

Good

Young people are safe and they are protected from harm. The home is secure, while balancing the young people’s right to move freely around the home and site. Young people have significant needs and display challenging behaviours at times. Staff have an in-depth knowledge and understanding of young people. This supports staff to care effectively and provide support to young people in all areas of their lives. Behaviour management plans are focused, with simple, clear guidance regarding young people’s needs. They are purposeful, with clear aims and goals. Teaching young people to be accountable for their own behaviour is central to the ethos of the home. Staff promote and encourage a culture of trust in and respect for everyone in the home. Staff use their relationship skills, knowledge gained through training, research-based practice and experience to encourage and reinforce socially acceptable behaviour. Staff are excellent at listening to young

p.9

Good

people and, as a result, young people’s behaviour problems have been minimised. Staff receive training in the appropriate use of physical restraint. Records made when a physical intervention has occurred receive management oversight, and young people have the opportunity to talk about the restraint. This is helping to ensure that the use of restraint is proportionate and that staff and young people are receiving opportunities to reflect on incidents. Safeguarding notifications and incidents of restraint have reduced by 76% and 90% respectively in the last three months. A recent change in culture has taken place, with a greater focus upon de-escalation techniques. The manager has developed a team whose primary focus is to use appropriate rewards and sanctions; physical intervention is only ever used as a last resort. Young people comment, ‘I have nothing bad to say about it here’ and ‘The main difference since

p.9

Good

the new manager came is that the police don’t get called all the time.’ Staff deploy a strength-based approach to supporting young people to take responsibility for their behaviour. Young people are now able to make positive decisions about their behaviour. There is a safe and robust system for managing young people’s medication. This contributes to a good standard of care. The registered manager has oversight of this system and audits the records and practice to ensure safety and compliance. Staff knowledge about the individual needs of children and young people in their care is enhanced by effective multi-agency working. Collaborative working ensures that consistent approaches to care are promoted. This provides certainty for children and young people and their sense of stability and security is enhanced. Staff ensure that information is shared with each placing authority. A social worker commented, ‘I receive weekly reports from the home via email, and the new

p.9

Good

manager emails me periodically with any issues I need to be aware of.’ However, the absence of local authority care plans on file leaves staff inadequately informed of the longer plans for young people and the basis of their individual care. As a consequence, the opportunity to provide transitional support to young people is hampered. Young people are protected by the organisation’s robust recruitment practices. Staff are vetted and assessed as suitable before any appointment is confirmed. These procedures promote the safety of the young people by preventing unsuitable adults from working with them. Staff undertake regular health and safety checks, routine servicing of equipment and robust risk assessments to ensure that the home is safe for young people. Staff are trained in fire safety procedures, and they ensure that young people take part in fire evacuation drills so that they understand how to leave the home safely

p.10

Good

in an emergency. The accommodation in which young people live is of a good standard. Young people have the opportunity to personalise their bedrooms, enhancing their sense of identity and belonging. Robust multi-agency planning ensures that young people are better protected by agencies that know young people well. Risk management plans are current and individualised. Consequently, young people’s risks are well managed, and they are enabled to make progress. There have been some episodes of young people going missing from the home since the last inspection. However, young people’s risk-taking behaviours, such as missing from care behaviours and self-harm, have significantly decreased within the last three months. Staff work effectively with partner agencies to protect young people from harm in these circumstances. Staff understand the risks to young people of sexual exploitation. They know the signs and symptoms, and proactively

p.10

Good

monitor all young people. This integrated approach to protecting young people means that they become increasingly safe. Judgement grade

p.10

Good

Since the interim inspection in February 2016, the home has experienced some instability, with the departure of the registered manager and three senior staff members. The interim manager has been in post since April 2016. She was a registered manager in her last post, has considerable experience and is currently working towards a level 5 diploma in leadership and management. A strong and competent deputy manager supports her in post. In addition, the home has 12 members of staff and, of these, five are qualified with the level 3 diploma in childcare. One experienced member of staff who has worked a number of years in the organisation has not yet completed the required level 3 diploma. All other staff are within regulatory timescales for achieving their qualifications.

p.11

Good

Staffing issues have been resolved; there is now a nurturing, stable staff team providing children with good experiences. Strong staff are child-focused and committed to improving the home. The team has worked hard to make positive changes to the home. Despite the period of instability, young people have made considerable progress in all areas of their development over the last three months.

p.11

Good

The registered and deputy manager are consistently reflective in their practice. They assess young people’s progress against the aims and objectives of their internal care plans. Leaders understand young people’s individual needs and ensure that staff have the skills and knowledge to meet these. They recognise the crucial importance to young people of having well-supported and trained staff. Staff receive good-quality and regular supervision, and consequently work safely and consistently together. The manager ensures that the home has clearly defined policies for the supervision and a comprehensive induction programme designed to ensure that all staff have the skills and qualities necessary for effective childcare practice. However, extra demands to address recruitment issues mean that the manager has not prioritised staff appraisals.

p.11

Good

The manager and deputy know and understand the strengths and weaknesses of the home. They place good emphasis on detailed handover records and daily planning so that young people receive well-planned and consistent care. They take action about the shortfalls identified by the home’s monthly independent visitor. They are good at reviewing incidents and helping young people and staff to cope with their feelings when things have gone wrong. Clear processes are in place for the recording and tracking of the progress that young people are making. This enables staff to identify patterns or trends that negatively impact on young people’s development and to take the opportunity to devise action plans to address identified shortfalls. This means that the service continues to evolve to reflect young people’s individual needs. The interim manager ensures that the statement of purpose clearly demonstrates the aims and objectives of the home. This makes it possible for parents or placing

p.11

Good

authorities to have a clear understanding of services available. The manager ensures that young people are provided with an informative children’s guide, providing them with information that is important for them to know and understand. Staff feel valued and supported by the interim manager. They feel listened to and that their views are valued. Their needs, both professionally and personally, are being taken into account. This helps the staff to remain highly motivated in their care of young people. The requirement made at the last interim inspection has been met.

p.12

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.13

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.13

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.13

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.14

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 0300 123 4234, or email enquiries@ofsted.gov.uk .

p.14

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 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,

p.15

Information about this inspection

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

p.15

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.15

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.15