Children's Home run by Aspris Children’s Services Limited 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:

 Placement plans provide staff with an excellent awareness of the differing needs of the young people.  Staff talk extremely positively about young people and have high aspirations for them.  Staff and the managers make excellent relationships with young people.  Relationships are based on nurture and a deep understanding of young people’s backgrounds and past experiences.  Staff benefit from good-quality advice about their care practice from the company psychologist.  Young people are consistently listened to and their views considered.  Where appropriate, staff promote relationships between the young people and their families.  Matching is carefully considered and planned for all the young people involved.  Staff understand and manage risk well.  Young people’s risk-taking behaviours have decreased since admission.  The registered manager is extremely passionate and committed to providing high-quality care for young people.

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The children's home provision is good because:

 The registered manager has an exceptionally clear focus on the needs of each young person in her care.  Managers and staff work in partnership with placing authorities, other professionals and young people’s families, resulting in young people receiving good-quality, integrated care.  There are a few shortfalls in practice. These include the locking of doors, gaps in reviewing the locality risk assessment and not all staff having the necessary skills to work with young people.

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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 ‘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— (2)(c) ensure that staff have the experience, qualifications and skills to meet the needs of each child. 03/11/2016

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Requirement Due date

The registered person must ensure that, in relation to locking of the downstairs doors at night, any limitation placed on a child’s privacy or access to any area of the home’s premises— (i) is intended to safeguard each child accommodated in the home; (ii) is necessary and proportionate; (iii) is kept under review and, if necessary, revised; and (iv) allows children as much freedom as is possible when balanced against the need to protect them and keep them safe. (Regulation 21(c)(i)(ii)(iii)(iv)) 03/11/2016

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Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendation(s):  Ensure that the registered person reviews 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 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 in to 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 children's home can provide care and accommodation for up to five young people who have emotional or behavioural difficulties. The home is owned by a private company. The home is situated on the same site as an independent school run by the provider, which young people from the home may attend.

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Recent inspection history

Inspection date Inspection type Inspection judgement 01/07/2015 Interim Not judged 24/03/2015 Interim Not judged 06/01/2015 Interim Not judged 04/03/2014 Interim Good progress

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Good

Placement plans provide staff with an excellent awareness of the differing needs of the young people. Young people are involved in their planning from admission, including likes and dislikes of food, and preferred activities and behaviour management techniques.

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Good

Staff talk extremely positively about young people and have high aspirations for them, such as achieving in education and maintaining employment. Because of this support, young people make good progress in key areas of their lives. For example, their attendance at education increases. For one young person, her attendance has increased from 16% to 92%. This promotes academic achievement and good career opportunities for the future.

p.6

Good

Staff and the managers make excellent relationships with young people. One young person commented to the inspector, ‘The staff are amazing. They care’ and ‘I wouldn’t change anything about it here.’ The young person went on to describe how she felt listened to and safe, because of staff’s actions.

p.6

Good

Relationships are based on nurture and a deep understanding of young people’s backgrounds and past experiences. Not only do staff listen to them, but also they help them to move on from their fears and to feel secure. For example, staff patiently and consistently help young people to overcome fears about eating in public. Small targets are set and achieved.

p.6

Good

Positive enforcement about feelings and expectations are demonstrated in the staff’s conduct and by visual aids around the home. For example, there is a ‘feelings’ board that young people can use to help to communicate with staff. There is also a board that looks at a recipe for a positive friendship to help young people to consider their and others’ actions. Overall, excellent relationships are enabling young people to make significant emotional and behavioural progress. A social worker commented, ‘I like the mood board and the inspirational messages on the board. They try new things with her. Staff are very aware of her feelings and help her with these.’

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Good

Staff benefit from good-quality advice about their care practice from the company psychologist, who has assessed each child individually. This enables the staff team to have a good insight into young people’s emotional health needs. Young people are listened to and their views considered when staff are planning activities, menus and care planning. Young people’s meetings ensure that young people talk about the home and the way that they live together. Young people have begun to take the notes and there is a clear action plan concerning points raised. This means that young people are participating in meaningful decisions that affect them individual and as a group.

p.6

Good

Young people enjoy a good range of activities within the home and in the community. If a young person has a particularly favoured activity, staff will identify the best venue for this to take place, even if this is not necessarily the most convenient location in terms of geography. Staff have a ‘nothing is too much’ attitude, in this respect. Young people’s particular favourites include horse riding and ice-skating.

p.7

Good

Where it is appropriate to do so, young people are encouraged to develop their levels of responsibility in preparation for the transition to adulthood. For example, young people are supported to complete their own washing and to develop skills such as cooking and budgeting .

p.7

Good

Where appropriate, staff promote relationships between the young people and their families. Staff spend time preparing young people for contact and complete debriefings afterwards. Staff are also very in tune with family circumstances and use their knowledge to help to plan for potential difficulties for the young people. For example, staff plan back-up activities for the young people, such as a pamper afternoon, should the contact not take place.

p.7

Good

Matching is carefully considered. A social worker commented, ‘I feel that the staff have done their very best to prepare [the young person]. I don’t feel that there is any more that staff could have done to help with this.’

p.7

Good

Accommodation is pleasant and comfortable. Personalisation of bedrooms is encouraged, and some have a wealth of photos. Young people are supported in choosing their own bedrooms and are helped to personalise them. This gives them a sense of belonging and identity. However, at night, young people have restricted access to the communal lounge as staff lock the doors. This is routine, rather than risk assessed. This detracts from a homely environment. Judgement grade

p.7

Good

Staff develop warm and nurturing relationships with young people by listening to them. Young people build trusting relationships with key staff members, and this enables staff to help to keep them safe.

p.8

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.

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Good

Young people’s risk-taking behaviours have decreased since admission. For example, incidents of young people going missing from the home have decreased significantly since their admission. When they occur, they are responded to well and are fully recorded. For example, staff have a grab pack by the front door with all the information regarding each young person and all the necessary equipment needed to keep staff safe while looking for a young person. Excellent partnership working with other professionals is in place.

p.8

Good

Young people who have historically self-harmed are supported through risk assessments and staff having a good knowledge of what to do in such an event. Good partnership working with the company’s psychologist enables staff to work with young people to bring about change to help to keep themselves safe.

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Good

Where young people are at risk of child sexual exploitation, 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. The manager has developed a role for a staff member as a ‘champion’ in understanding the risks associated with child sexual exploitation. This staff member actively seeks and attends training, and shares this with her team members to help to raise everyone’s awareness. This helps to keep young people safe.

p.8

Good

Staff are safely recruited. They are trained in safeguarding and are clear about child protection procedures, including what to do if a child makes an allegation or discloses abuse. There are prompt and open discussions with social workers, police and the designated officer, as appropriate. Staff talk and work openly and supportively, together with the manager and the home’s psychologist, to ensure that their practice is considered and appropriate to the individual safeguarding needs of each child. As a result, children feel safe. Young people experience positive behaviour management. All good behaviour is praised and rewarded. Staff are clear about behaviour management plans and are consistent in their practice. They listen to young people and take their views into account. The manager has a firm grasp on behaviours and evaluates the effectiveness of rewards and self-consequences. A social worker commented, ‘Staff

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Good

are clear about behaviours and [the young person] is encouraged to repair relationships. The psychologist attended the last looked after children’s review, which was really helpful. The registered manager is very good at explaining things to [the young person] in a way that she can understand.’

p.9

Good

Staff ensure that, on their admission to the home, young people receive information about how to make a complaint. There have not been any complaints since the last inspection. However, young people say that they understand how to make a complaint.

p.9

Good

The manager has a good overview to ensure that the home is maintained to a good standard. Health and safety checks are routinely completed. This includes 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 in relation to the home being on the same site as the company’s school. Although staff are aware of the associated risk factors, this is not recognised within the documentation.

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Outstanding

The home had been closed since September 2014. During this time, improvements were made to the living conditions. The registered manager is new in post and has worked at the home since February 2016. She has substantial experience in working with young people across of range of settings. She has a level 5 diploma in leadership and management in residential childcare. A dedicated and qualified deputy manager and staff team support her. The registered manager is extremely passionate and committed to providing high-quality care for young people and ensuring that they continue to make progress in line with their plans across all areas of their development. One staff member commented, ‘The management team are very good. I can always go to them for support. I ask a lot of questions. They don’t fob me off, they spend a lot of time with me.’

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Outstanding

The registered manager is keen to learn and strives in every area to bring about positive and personal growth for everyone in the home, whether that be a young person, a member of staff or herself. She provides strong leadership and continually appraises the overall functioning of the home to provide the best possible environment for young people to grow and develop. One member of staff commented, ‘The manager shares good practice with the staff. She’s always willing to share good ideas and practice. She’s got good leadership skills. She gives staff the opportunity to share their views, and she is approachable.’

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Outstanding

The registered manager has an exceptionally clear focus on the needs of each young person in her care and the steps that she and the staff must take to ensure that progress for each young person is achieved. The registered manager is highly effective in proactively escalating concerns that she and the staff team have about young people. She will challenge any professional necessary if she feels that the young people in her care are not receiving the best possible service. This includes professionals both within and outside of her own organisation. For example, she has challenged the company’s school when she felt that a young person was not receiving a unique timetable that would give the best opportunity to succeed in her education. A social worker commented, ‘I have seen [the registered manager] challenge the school in the best interest of the young person. It is refreshing, as there is the potential for the home and school, as run by the same provider, not to

p.10

Outstanding

Team meetings and supervision sessions are forums where young people’s achievements and difficulties are identified. Team meetings consist of quizzes to aid the registered manager to understand her staff’s knowledge base and where further work is needed to help to develop skills.

p.10

Outstanding

Staff say that they are very well supported. All staff receive regular supervision, enabling them to reflect on the welfare of young people and on their own professional development. When staff are in post for more than 12 months, they have an annual appraisal to identify progress and areas for development or improvement. All staff undertake regular training, including courses specific to the needs of the young people whom they care for. Staff are encouraged to source training packages that are available, besides those provided by the company. She has encouraged staff to develop areas of specialism and has created ‘champions’ in different areas that are important to the home, such as child sexual exploration and medication. This training is then shared throughout the staff team to strengthen practice. All staff members either hold their level 3 qualification in residential childcare, or are working towards their award in the required timescale.

p.10

Outstanding

However, one member of staff has not accessed their team teach and first aid training during the timescales. The manager is aware of this and has escalated this. This training is now booked.

p.10

Outstanding

The registered manager is comprehensively aware of the strengths and areas of development for the service. The registered manager has already brought about a number of improvements, such as celebrating diversity and the development of positive message boards around the home. Further areas of development include making the kitchen and dining room into one room to encourage a more ‘family feel’ space, where conversation can be promoted, and a computer room, and young people are being consulted about the second lounge space and other ways in which it could be used. The registered manager is enthusiastically committed to ensuring that the service continues to evolve and develop for the benefit of the young people in her care. Her strong and insightful awareness of the home’s performance and young people’s progress allows her to act without any delay.

p.10

Outstanding

The home’s statement of purpose is currently under review by the registered manager, as she is making improvements to it. The home is currently operating according to its statement of purpose. The quality of professional relationships between the home, families, placing and host authorities, independent reviewing officers, police, schools and health services ensures the best possible all-round support to children and young people in all areas of their development.

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Outstanding

Independent monitoring visits occur monthly and the registered manager keenly welcomes scrutiny and oversight.

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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’. 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

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What the inspection judgements mean

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 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 ‘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 .

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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 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

T: 0300 123 1231 Textphone: 0161 618 8524 E: enquiries@ofsted.gov.uk W: www.gov.uk/government/organisations/ofsted

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