Children's home run by Pebbles Care Limited in Hyndburn

Good

The children's home provides effective services that meet the requirements for good.

p.2

The children's home provision is good because:

 The registered manager has effectively implemented an improvement plan to address shortfalls in risk management. As a result, the home has moved on positively from a period of instability and crisis.  Young people report that they like living in the home and rate it as ‘good’. They like the staff and enjoy spending time with them.  Young people are effectively encouraged and supported to develop trusted relationships with staff. Staff invest in young people and show a great deal of care and interest.  Staff are ambitious for each young person. Young people are nurtured as individuals with talents, strengths and capabilities that can develop over time.  Significant improvements have been made to the accommodation and facilities. The home is furnished and designed to meet the needs of young people.  Staffing levels are now appropriate and there has been less need for agency cover. Consequently, young people are cared for by people that they know

p.3

The children's home provision is good because:

and trust.  Staff spoken with during the inspection recognise that the home has had some increased challenges of late. However, they continue to express commitment and enthusiasm for their role. They confirm that the team is ‘more together’ and is ‘consistent’. As a result, the young people are more settled and are making good progress.  There are some shortfalls in leadership and management. These relate to matching, monitoring and the effectiveness of the home’s policies and procedures. All these matters are in the process of being addressed by the manager.

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

12: The protection of children standard In order to meet the protection of children standard the registered person must ensure— (2)(b) that the home's day-to-day care is arranged and delivered so as to keep each child safe and to protect each child effectively from harm. This specifically relates to only providing admission to children whose needs have been carefully considered. The impact of these admissions on children living in the home must also be evaluated and carefully risk assessed. 30/09/2016

p.4

Requirement Due date

13: The leadership and management standard In order to meet the leadership and management standard the registered person must— (2)(h) use monitoring and review systems to make continuous improvements in the quality of care provided in the home. With specific reference to tackling shortfalls in record keeping in a timely manner. 30/09/2016

p.4

Requirement Due date

10: The health and well-being standard In order to meet the health and well-being standard the registered person must— (1)(b) ensure children receive advice, services and support in relation to their health and well-being. With specific reference to implementing a robust policy which is intended to promote the health, safety and well-being of young people. Policy and procedure should be understood and implemented by staff daily. 30/09/2016

p.4

Information about this children's home

This is a privately run children’s home that provides care and accommodation for up to four young people with emotional and behavioural difficulties.

p.5

Recent inspection history

Inspection date Inspection type Inspection judgement

p.5

Recent inspection history

02/02/2016 Interim Improved effectiveness

p.5

Recent inspection history

27/03/2015 Interim Sustained effectiveness

p.5

Good

Young people living here have experienced past trauma and disruption in their lives. Their behaviours can be complex and challenging. The staff team has proved to be instrumental in helping them to settle and feel safe. Moreover, trusting relationships between staff and young people provide the foundation for the good progress. This was highlighted by a social worker who said, ‘I feel that staff know X (name of young person) well and understand her needs. She has a good relationship with staff and is steadily learning how to express herself in a safe way. She views the home as her home. This is by far her most settled placement. She is progressing well.’ The team’s targeted interventions with young people have reduced the frequency and severity of previously problematic behaviour. As one social worker observed, ‘Initially, I had concerns, but things have moved on considerably. Her (name of young person) high-risk behaviours have settled and there has been a reduction in

p.6

Good

incidents. X herself has said she doesn’t want to move. Staff are very young- person focused and are proactive in meeting her needs.’ Staff undertake a wide range of planned direct work with young people in relation to matters such as their rights, complaints, sexual health, substance misuse, identity and the reasons why they are looked after. Young people express themselves through this work, which has helped them to develop self-belief and tolerance and respect for themselves and others. Young people invest in the home and the garden and have developed a thriving vegetable patch. They are currently growing pumpkins in preparation for Halloween. Staff spend considerable time supporting young people to make their own decisions and promoting their independence as far as possible, for example, cooking skills and learning to make their own bed, do their laundry and budgeting. All of which help to prepare them for their adult life.

p.6

Good

The promotion of education is a key strength. Staff are passionate about getting young people back into education and patiently encourage them every step of the way. As a result, there has been a significant improvement in young people’s attendance and participation within school. For example, one young person is now meeting her progress targets and her attendance is steadily increasing, while another young person is actively participating in alternative learning and has recently achieved a recognised qualification. Formal education is further supplemented by informal learning opportunities such as museum visits and targeted project work. All of which help to increase young people’s self-esteem, confidence and belief that they are able to achieve. When young people ask for an advocate, this has been arranged promptly. For one young person, this has enabled her to express her views about her care plan. It is

p.6

Good

evident that young people know how to complain and are supported to do so if they wish. Complaints are dealt with promptly and taken seriously so that young people’s views are respected, listened to and acted upon. Significant improvements have been made to the premises. The home provides a safe and stimulating environment with spaces that support, nurture and allow for privacy, as well as common spaces and spaces to be active. The home feels warm and homely, the downstairs area has been redecorated along with the young people’s bedrooms.

p.7

Good

Since the last inspection, the number of core staff has increased. The manager has recruited new workers and shifts are now covered by a core group of staff not agency workers. As a result, young people are cared for by staff that they know well and feel comfortable with. Overall, there has been a marked improvement in the staff team’s ability to manage challenging situations. Staff spoken with during the inspection comment that the team is ‘more together’ and ‘communication has improved ten-fold’. Additional training has been implemented to ensure that practice remains effective. All staff have attended an updated behaviour management session alongside regular team debriefs to reflect and consider different ways of managing situations. Professionals also confirm that things have improved. Staff are effective at helping young people to develop safer ways of coping with and understanding emotions such as anger and anxiety. This is achieved through

p.7

Good

structured project work with young people in relation to issues such as child sexual exploitation, e-safety, substance misuse and running away. These sessions enable young people to reflect on what they do well and become more aware of where their anger is coming from. This has encouraged them to think about approaching situations differently and as a result, there has been a clear reduction in the frequency and intensity of such behaviour. Staff understand what to do when young people are missing. They follow young people and try and persuade them to return. When staff lose sight of a young person, they follow going missing protocols and inform the police. Staff welcome young people back when they return and provide the appropriate support for them. Staff ensure that there are detailed records of all incidents of going missing and that safe and welfare checks have taken place. The manager also ensures a

p.7

Good

return interview is always offered. This represents an opportunity to understand the push and pull factors behind the episodes of going missing. Staff understand the risks associated with child sexual exploitation. They complete direct work with the young people and work with the school, specialist teams and the police to reduce the risks. Staff spoken with during the inspection recognise child protection concerns and understand how to manage these in line with agreed protocols. Staff know and understand the individual risks to each young person. Improved learning and development of staff means that they have been able to develop alternative strategies to mitigate risks while maintaining a central focus on the well-being of each young person. Changes in behaviour and emerging risks are identified quickly. Professionals report that partnership working is effective and are confident that staff are familiar with, manage and respond well to a range of risks.

p.7

Good

There have been no allegations since the last inspection. However, there have been some concerns regarding staff practice. In response, the registered manager and responsible individual have taken effective action to address concerns. Action includes employing more experience workers, a reduction in the use of agency staff and additional training on risk management, communication and behaviour management. Evidence gathered at this inspection highlights that things have moved on considerably. The young people are more settled and are making good progress, risk-taking behaviour such as going missing and self-harm has reduced and the team is consistent and is more aware of its roles and responsibilities. As a result, young people’s welfare is promoted and maintained.

p.8

Requires improvement

The manager was registered with Ofsted in September 2015. She is an experienced social care professional and is currently working towards gaining a relevant management qualification. She fully acknowledges that the home has experienced a difficult period in managing the challenges and behaviours of young people placed. Throughout the inspection, she was able to identify this as having caused some disruption to the home’s harmonious routine. While significant improvement has been made in some areas, there are continued shortfalls in leadership and management that require improvement. Placement planning is not based on good analysis of information and matching young people’s needs to staff skills as well as the individual needs of each child living in the home. Impact risk assessments for new admissions are routinely completed by the manager. However, in practice, it has had little impact on ensuring a safe match of young people. The manager has acknowledged that the

p.8

Requires improvement

effectiveness of the home’s matching process needs to improve. Currently, the overall number of young people has been reduced to ensure that future admissions are well planned and thought out. Records demonstrate that there has been at least one occasion when the manager failed to provide clear guidance to staff during a critical incident. Consequently, staff did not take effective action by ensuring that immediate medical attention was sought for a young person. The responsible individual has undertaken a full investigation and has taken action to reduce the likelihood of reoccurrence. However, the organisation’s health and well-being policies are unclear and there is no formal guidance for staff to follow to ensure that young people are always given the opportunity to be examined by a medical practitioner, particularly following episodes of self-harm. This shortfall was fully acknowledged by the manager, who

p.8

Requires improvement

is in the process of reviewing policy documents. More positively, managers know the young people very well and maintain close oversight of their care plans and progress. The manager has a good overview of the operation of the home and the challenges faced by children and staff. She has taken action to improve practice, which includes arranging bespoke training for staff to help them to understand young people’s individual needs and to develop their skills so that they provide a warm and nurturing home. Staff spoken with during the inspection confirm that ‘morale has improved’ and they are a ‘happier’ team. Staff comment that they feel well supported and supervised and this helps them to provide person-centred care. They develop their knowledge and skills and improve their practice through reflecting on incidents in one-to-one supervision and team meetings. Improvements to the structure of team meetings enable more focused

p.9

Requires improvement

discussions on developing strategies to manage the behaviour and identify which techniques are effective in helping to reduce young people’s anxieties. It is clear from the evidence gathered at this inspection that this has been instrumental in helping staff to provide consistent care. Staffing levels have improved over time and a consistent, permanent staff team cares for young people. Most of the staff team members are experienced and qualified. Staff who are not qualified are quickly registered on a recognised qualification in caring for young people. Staff induction and training are thorough and equip them for their work with young people. There is a core training programme that has been updated and further training is implemented in the light of the identified and emerging needs of young people placed. The manager ensures that all of the relevant safeguarding agencies and Ofsted are informed following any significant incident, for example when children and young

p.9

Requires improvement

people place themselves at risk by engaging in harmful behaviours or by running away. As a result, statutory agencies can undertake their safeguarding duties promptly, while ensuring that young people can access any additional support quickly and effectively. The monitoring systems which are used to review the effectiveness of the home’s record keeping are adequate. While internal systems are in place to ensure that relevant documentation is held on file, these systems are not rigorous. For example, throughout the inspection, the manager was unclear as to whether certain reports had been received, such as strategy meeting minutes. This is not good practice and does not demonstrate effective monitoring. Reports by the independent visitor show good evaluation of practice in the home and offer constructive criticism to the manager. This promotes effective quality assurance and the manager takes action to make improvements accordingly. The

p.9

Requires improvement

manager has recently completed the required six-month report on the performance of the home. It is suitably detailed and demonstrates analysis and learning from events and patterns.

p.10

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.11

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 looked after children 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.11

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.

p.11

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.12

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.12

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,

p.13

Information about this inspection

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

p.13

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.13

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.13