Children's home run by Hartlepool Borough Council in Hartlepool

Outstanding

The children's home provides highly effective services that consistently exceed the standards of good.

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The children's home provision is outstanding because:

 Young people have an exceptional range of experiences reflecting the highly individualised care and support that they receive.  Staff are very skilled at building and sustaining relationships with young people by working through any arising difficulties in a calm and empathic way.  Young people are very well nurtured and truly valued. They make excellent overall progress in their educational, social and emotional development.  Care practice is underpinned by evidenced-based research. This means that staff can draw on a range of approaches depending on the needs of the young person.  Young people’s safety improves over time. Proactive steps are taken by the manager to address the signs of risk-taking behaviour, ensuring that young people are protected.  Young people re-establish relationships with their families where this is assessed as safe. This is because staff know the value of family contact for

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The children's home provision is outstanding because:

young people.  The manager promotes an aspirational culture that instils positive self-belief in young people that they are capable of achieving what they set out to do.  The home’s manager ensures that all staff receive a high level of additional support through personalised training. This means that staff develop increased levels of insight and become skilled at helping young people to realise their full potential.    

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Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendations:  Children’s home staff should take reasonable precautions and make informed professional judgements, based on the individual child’s needs and developmental stage, about when to allow a child to take a particular risk or follow a particular course of action. Staff should discuss the decision with the child’s placing authority when appropriate. If a child makes a choice that would place them or another person at significant risk of harm, staff should assist them to understand the risks and to manage their risk-taking behaviour to keep themselves and others safe. In particular, staff should complete a risk assessment that takes into account the impact for young people of living with a young adult aged 18 years old. (‘Guide to the children’s homes regulations including the quality standards’, page 42, paragraph 9.7)

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Recommendations

 The registered person should ensure that staff can access appropriate facilities and resources to support their training needs, and should understand the key role they play in the training and development of staff in the home. In particular, they should ensure that staff complete training about how to safeguard vulnerable adults. (‘Guide to the children’s homes regulations including the quality standards’, page 53, paragraph 10.11)   The home's records on each child represent a significant contribution to their life history. Children and their parents should be supported to understand the nature of records kept by the home and how to access them. Staff should understand their important roles in encouraging the child to reflect on and understand their history, according to their age and understanding. Staff should keep and encourage children to keep appropriate memorabilia of the time spent living at

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Recommendations

the home and help them to record significant life events. In particular, the home should contribute to a written report for the child's looked after review that is primarily written for the benefit of the child. (‘Guide to the children’s homes regulations including the quality standards’, page 62, paragraph 14.5)

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Information about this children's home

The home accommodates up to four children who have emotional and/or behavioural difficulties. It is owned and operated by a local authority.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

4/03/2016 Interim Sustained effectiveness

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Recent inspection history

26/02/2015 Interim Improved effectiveness

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Outstanding

Staff build excellent relationships with young people. They know how essential it is to build trust with young people and they realise that this calls for sensitivity and takes time. Young people experience this supportive perseverance and learn that staff accept them for who they are, while helping them with any concerning behaviours. This level of care means that young people develop resilience and a sense of their own identity. A social worker said, ‘There [have] been massive improvements in the young person since he has been there. He has really settled.’ Staff make sure that young people derive the maximum amount of benefit from whatever they want to take part in. As a result, young people have a chance to immerse themselves in activities that they are interested in significantly increasing the likelihood of their gaining future employment. Their skills in these areas develop, as do their self-esteem and confidence. This leads young people on to

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Outstanding

exceptional individual accomplishments, including attaining a scuba diving qualification, owning a horse, being a volunteer football coach of younger children, completing snowboarding assessment, volunteering at a bird sanctuary and achieving excellent school reports. A parent said, ‘He has never been anywhere better than at the home. It’s the best ever. He does all sorts, something every day.’ The improved emotional and physical well-being of young people is evident in their appearance. They look well nurtured, happy and relaxed. After having recently returned from a holiday abroad, a young person proudly showed the underwater film of their scuba diving experience on a coral reef. The young person said, ‘It was great. I’m going back next year.’ A senior member of staff said, ‘The young person would never have been able to show what they had done before. This time last year, it would have been hood up and head down.’

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Outstanding

Young people collectively and individually are effectively listened to, and what they say counts. Their requests in the regular house meetings are followed through, resulting in additional clothing monies, holiday destinations of young people’s choosing, gardening projects, including a fish pond, and redecorated bedrooms. The recently achieved award demonstrating how much the home invests in young people is further testament to this. When asked about what the home could do to further improve, they all agreed with one young person who said, ‘Nothing. It’s good the way it is.’ Pathway plans for young people moving on from the home are now in place. This means young people and staff are clear about what needs to be done to help them move on as young adults. This development meets a previous requirement. It is also evident that staff do all they can to help prepare young people who move on from the home, for example, by providing practical support and assistance with

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Outstanding

moving, supplying furniture, decorating and outreach support, following a move. Due to factors beyond the home’s control, another young person’s plans to move on have fallen through. The distressing impact of this is being carefully managed and helping to sustain the young person’s overall well-being. Staff make meaningful relationships with young people and their immediate and extended families. Staff ensure that when it is in the young people’s best interest to see members of their family, this happens. The frequency of this is determined by how much this benefits the young people, in consultation with their families and social workers. A parent said, ‘His birthday party went really well. Me and the whole family were invited. I have never felt included in this before.’ A social worker said, ‘Staff totally support contact. The young person seems to have a better relationship with their family now.’ This approach helps preserve young people’s

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Outstanding

place within their birth families now and in the future. Staff support young people effectively and this is underpinned by a sound understanding of theories of attachment, nurture and emotional intelligence. Young people’s experiences are further enhanced by staff access to therapeutic advice from psychologists in the child and adolescent mental health service (CAMHS). Staff can arrange consultations with CAMHS clinicians to discuss young people. In addition, they can explore the impact for them of working with young people who have experienced trauma. This promotes the emotional well-being and effectiveness of young people and staff. A member of staff said, ‘I thought it was me. It was such a relief to hear I was doing a good job. I know other staff have found this really helpful as well.’

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Good

Young people are safe. Staff understand the impact that factors have outside a young person’s control and how these can increase vulnerability and undermine safety. For example, a planned transition for a young person is on hold because of an escalation of episodes of them going missing. Staff have responded effectively to this providing increased support and as a result there have been no further occurrences. A member of staff said, ‘You could feel the sense of relief when I said to the young person what we could do to help.’ Staff have a sound knowledge of young people’s histories and they use this to help them understand potential triggers for any behavioural difficulties. As a result, staff are able to respond appropriately to young people’s needs and promote their emotional development. For example, a member of staff said, ‘Sometimes it can be hard for young people because when staff respond empathically to an angry

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Good

outburst, you can see they weren’t expecting that and they are not always quite sure what to do or how to respond.’ Staff ensure close working with the vulnerable, exploited, missing and trafficked (VEMT) safeguarding service and local police officers. These established relationships mean that any concerns are quickly passed on and followed up. The outcome of this joined-up approach ensures that young people at risk of sexual exploitation are protected. A range of input from safeguarding specialists is available to young people. This increases young people’s understanding about the dangers of grooming and online abuse, and helps them to develop the skills to stay safe now and in adulthood. A member of staff said, ‘Young people do know more now. They can stop and think about what they learnt from the preventative work they did.’ Staff take their responsibility to respond to any concerns about bullying seriously.

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Good

Young people receive effective support, when necessary, about boundaries and expectations, and about relationships with each other. This means that they are clear about being able to raise any worries about this with staff. As a result, the single concern raised regarding this since the last inspection has been thoroughly responded to and is not a current issue. Young people are actively helped to improve their behaviour and staff are responsive when behaviour dips recognising the underlying cause. This leads to an individualised approach in re-establishing clear boundaries. Staff enlist the support of preventative services that work restoratively with young people before any issues escalate. This means that young people receive the necessary support to help make links between their feelings, thoughts and the choices they make. This helps young people to take control in ways that have a beneficial impact on their

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Good

lives. Records relating to the one restraint since the last inspection are clear and accountable. This was a previous recommendation and is now met. Similarly, sanctions are few and appropriately considered. Staff are moving away from a punitive response to behaviour management, as they recognise the deficiencies of this approach for young people who have a history of trauma. This improvement reflects a culture of care practice aimed at meeting the needs underlying young people’s behaviour. There are good links with the designated officer in the local authority. Senior staff are clear about why and when it is necessary to pass on any concerns and seek guidance about how best to proceed. Staff are clear about what to do in the event of a disclosure from a young person. Any concerns raised by young people are taken seriously providing them with the necessary support. This ensures that young people and staff are protected.

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Good

Recruitment practices are sound. Extensive checks are carried out to ensure that only staff who are suitable to care for young people are appointed. This ensures young people’s ongoing safety. Risk assessments are comprehensive and make clear to staff the individual needs of each young person. However, these do not take into account the impact of being aged 18 and living in the home. Nor have staff had training in how to safeguard vulnerable adults. This oversight leaves room for reactive rather than proactive responses that can compromise young people’s welfare.

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Outstanding

Young people and staff benefit from inspirational leadership. The registered manager, who has been in post since the home opened three years ago, is suitably experienced and qualified. They have an excellent understanding about the impact of trauma on young people. Their dynamic staff development strategy and a fearless approach to advocating on behalf of children mean that young people make exceptional progress. A highly experienced newly appointed member of staff talked enthusiastically about the exceptional range of opportunities that young people are afforded. This person said, ‘I have never known young people have the opportunities that they get here.’ The ongoing, focused training stretches staff personally and professionally. This increases the self-awareness of staff and improves how they relate to young people. A senior member of staff said, ‘I know the training is hard for some staff, but that’s good. The staff need to know, to understand the emotional impact for

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Outstanding

young people of what they say to them.’ This management philosophy results in a cohesive approach, as staff have a shared knowledge base and are highly effective at transforming young people’s lives. A social worker wrote, ‘Staff have made every effort to go beyond what is expected to identify the educational needs of the young people.’ In an Ofsted survey, a young person wrote, ‘They have fought for me to be in education.’ The methodical and systematic approach that informs the home’s management practice helps ensure that young people’s needs remain central to the running of the home. Staff receive regular supervision and highly personalised support through excellent induction and appraisal processes. This means that staff feel genuinely valued, enabling them to value young people. A newly recruited member of staff said, ‘I wanted to learn all about being a senior member of staff. The manager was quite clever really. He slowed me down. He has allowed me time to

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Outstanding

get to know the young people and staff.’ Another member of staff said, ‘Our manager is always open to suggestions, especially if it will make the home run better and is more beneficial to our young people.’ Training in person-centred planning has led to improved individualised care plans. Young people’s needs are now outlined in a format that is unique to them and reflects their interests. This increases ownership and willingness to read them. As these include aspirational outcomes, young people can see just how much others believe in their potential to succeed. Plans to produce information in a similar individualised format for young people’s looked after reviews are in place. This intends to complement the pictorial record that staff compile for young people. Providing young people with a meaningful narrative in this way aids their current and future understanding about their lives during this time.

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Outstanding

The manager now outlines clear actions about how to achieve continuous improvement when reviewing the quality of care. This meets a previous recommendation.

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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 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

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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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