Children's home run by Hexagon Care Services Limited in Preston

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:

 Staff are exceedingly skilled at forming meaningful relationships, focusing on developing young people‟s individual interests, talents and skills.  Staff demonstrate a high level of commitment, enabling young people to sustain their place at the home by overcoming any disruptive behaviours.  Most young people make excellent progress returning to education and some gain part-time work, in addition to gaining college placements.  Young people‟s social skills and emotional development are greatly aided because of the individualised nurturing care provided by staff.  Staff advocate on behalf of young people, leading to increased resources that are used to improve their individual safety and well-being.  Comprehensive induction procedures ensure that new staff are very well supported and informed effectively about all aspects of the home and young people‟s needs.  The registered manager is an exemplary role model whose determination

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The children’s home provision is good because:

improves young people‟s lives, and it is because of this that the work of the home is highly valued by parents and professionals.  All staff are very effective at working with professionals and form meaningful relationships with parents, offering those in need outstanding support at times of increased vulnerability.

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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

The registered person must ensure that – within 24 hours of the use of a measure of control, discipline or restraint in relation to a child in the home, a record is made which includes – the name of the child; details the child‟s behaviour leading to use of the measure; the date, time and location of the use of the measures; a description of the measure and its duration; details of any methods used or steps taken to reduce the measure; the name of the person who used the measure („the user‟), and of any other person present when the measure was used; the effectiveness and any consequences of the use of the measure; and a description of any injury to the child or any other person, and any medical treatment administered, as a result of the measure; within 48 hours of the use of the measure, the registered person, or a person who is authorised by any registered person to do so („the authorised person‟) has spoken to the user about the measure; and

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Requirement Due date

has signed the record to confirm it is accurate; and within 5 days of the use of the measure, the registered person or the authorised person adds to the record confirmation that they 7/10/2016 have spoken to the child about the measure (Regulation 35(3)(a)(i)(ii)(iii)(iv)(v)(vi)(vii)(viii)(b)(i)(ii)(c)). In particular ensure that any measure used to manage young people‟s behaviour including removing television aerials from young people‟s bedrooms and reimbursing taxi fares from personal allowance is recorded within the retained log.

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Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendations:  Records must be kept detailing all individual incidents when children go missing from the home. This information should be shared with the placing authority and, where appropriate, with the child‟s parents. Evaluation of missing incidents should be undertaken to identify any gaps in training, skills or knowledge for staff or to record and retain evidence of what worked well. This evaluation should inform the review of the quality of care. In particular, compile reports that focus solely on episodes of missing and absence identifying any triggers, and actions aimed at reducing any re-occurrence. To share this information with the others responsible for safeguarding young people including the police. („Guide to the children‟s homes regulations including the quality standards‟, page

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Recommendations

 The registered person must appoint the independent person and is ultimately responsible for making sure that an appointment does not give rise to a conflict of interest that would, or would appear to, compromise the ability of that person to reach a rigorous and impartial judgement of the quality of that home‟s care. In particular, ensure that reports are sent to the regulator before the end of month that follows the month in which the visit took place. („Guide to the children‟s homes regulations including the quality standards‟, page 65, paragraph 15.6)

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Information about this children’s home

The home was newly registered in 2015 to accommodate six young people with emotional and behavioural difficulties. It is owned and operated by an independent provider.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

20 January 2016 Interim Improved effectiveness

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Good

Young people derive immense benefit from being cared for by staff who really understand them and sensitively address their underlying needs. They know that for some young people the only way they can sometimes express themselves is through their behaviour. This is why staff use consistent approaches that help young people feel listened to and valued. A member of staff said, „We spend lot of time in handovers so we know what young people have done. So when they tell us what another member of staff said, we know what‟s really been said, and we can be consistent.‟

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Good

Young people know that they can trust staff and talk to any one of them. Staff are knowledgeable about all young people and are able to help them resolve any concerns. Staff also help young people to recognise their achievements in overcoming any difficulties. As a result, young people develop increased resilience and they become more relaxed. A member of staff said, „Any one of us can do key- worker sessions with young people. I do some with young people in the car.‟

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Good

Most young people make very good progress and some clearly flourish because of the support they receive. Three young people currently hold part-time jobs in addition to attending school or college. A young person said, „I work at a vegan restaurant; the food is really good, I prepare heaps of vegetables‟.

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Good

Some young people have returned to mainstream education after lengthy absences and all young people have completed GCSE examinations. For some, committing to a full timetable has been difficult. This is acknowledged with school agreeing a reduced timetable until they are able to resume full-time education. Staff challenge education colleagues to adapt traditional academic approaches because they know this will help to keep young people invested in their education. A senior member of staff said, „The young person was very up and down at school, they would ask us to come and get him and we made it clear that they needed to address this. We met with them and they eventually got what we were saying; they were very good, very flexible.‟

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Good

Most young people get on with their lives in the same way as their peers outside of the home. They spend time with their friends, work during the holidays and weekends and take part in pursuits that they enjoy and that interest them. These everyday activities represent significant improvements in their independence, confidence and self-esteem. A member of staff said, „A young person used the bus on their own; it sounds a small thing but for the young person it was huge‟. About living at the home a young person said, „I„m fine, I‟m climbing Ben Nevis next week‟.

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Good

Young people receive sensitive, bespoke support and assistance at times of transition. This means that staff recognise their responsibility to challenge the local authority when they are concerned, so that contingency plans can be agreed. This response by staff helps allay young people‟s anxieties about moving on from the home. A member of staff said, „It was really hard for the young person, we got agreement from the local authority that they would keep the placement for two weeks after they moved on, just in case, and it meant we stayed involved longer.‟ Staff also commented, „I ring him when I am on shift, he knows he can come back to see us anytime. He has a really good job and he‟s booked a holiday abroad.‟

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Good

Young people are safe. For most young people their safety is not compromised by their conduct. For others, their behaviour, including going missing and offending, has been very troubling. However, this has recently improved as a result of the swift action taken by the manager leading to a decisive planned agreement. This means young people have additional opportunities to take part in appealing musical activities that help them to express themselves creatively. In addition, improved staffing levels mean that young people are provided with increased structure and supervision, enabling them to step back from negative peer influences.

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Good

Staff have a good understanding about child sexual exploitation (CSE) and how to prevent it. They recognise that while there are no present concerns they need to be vigilant. Staff show particular awareness about signs of any concerns relating to boys, as currently the home is an all-male household. A member of staff said, „The most significant thing for me about the CSE training was about peers. How young children could say to others, come on with me and put them into situations, where they were exploited.‟

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Good

Young people are only restrained as a last resort. There has been one episode since the previous inspection. Nonetheless, this incident was carefully explored and effective action taken reducing the likelihood of any further concerning behaviour. This approach increases trust and a sense of belonging as young people see how genuinely invested staff are in helping them improve their lives.

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Good

Staff are increasing efforts aimed at noticing and encouraging positive behaviour. In support of this, they reinforce boundaries and expectations with the aim of helping young people to make the links between the choices they make and the outcomes. However, staff are not always recording some of the strategies, which they use to promote positive behaviours as sanctions. As a result, the consequence and impact of their strategies are not effectively evaluated.

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Good

Conversely, staff do effectively evaluate some inappropriate behaviours. For example, a member of staff said, „I didn‟t want to give the young person „supervised spends‟ in response to their behaviour. I said let‟s talk and have a key- worker session, I wanted him to feel he could be open and honest about what he does and it‟s worked because he has.‟ This approach removes the barriers preventing effective communication with young people and improves the likelihood of future success.

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Good

Risk assessments now make clear to staff exactly what actions to take to keep young people safe. This means that all staff, including those who are new to the home, understand how to ensure young people‟s safety. This meets a previous recommendation. Staff use a measuring tool to evaluate their approaches to risk reduction. These demonstrate improvements and highlight the areas requiring additional focus within key-worker sessions. This individualised approach has led to a significant reduction in self-harming and substance misuse in young people.

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Good

Recruitment practices are robust. The manager personally verifies references and obtains further information when possible about prospective employees‟ suitability. Policies and procedures regarding probation for new staff are strictly observed. This ensures that new staff understand what is expected of them and know how to support young people before their competency to practice is agreed. Effectively equipping these staff to be part of the established team means they are able to sustain the high levels of support and assistance that young people enjoy.

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Good

A chronology outlining concerns about young people‟s behaviour, although helpful in considering all the relevant issues, does not focus solely on previous incidents of missing and prolonged absences as required by statutory guidance. This means that a full understanding about triggers and strategies to reduce the likelihood of future concerns may be more difficult to obtain.

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Good

The manager has been in post since September 2015 and is suitably qualified and experienced. She is a passionate advocate who demonstrates an unwavering commitment to improving the lives of young people. A steadfast recognition of the need for patience and perseverance is effectively promoted, creating a consistent approach by staff of tolerance and understanding of young people whatever the challenges they present. The manager said, „We are consistent and have an open and honest culture; if young people are upset about something they show it. They know that we really care, staff are dedicated and we reflect a lot.‟

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Good

This manager is held in high regard by the staff team and other professionals. In an Ofsted survey, a member of staff wrote, „The home is a fabulous place to work, I have felt from day one supported and able to progress positively within my role. Young people have been known to tell staff that although they would like to be at home with their families, they like living here.‟ Another member of staff said, „The manager‟s really good, if you go to her, she asks, “what do you think?” It makes you feel involved and supported.‟ Young people who completed Ofsted surveys all agreed that moving into the home had been a „good thing‟.

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Good

The manager demonstrates excellent abilities at engaging with young people and their families, particularly at times of increased vulnerability. For example, a parent said, „Their values and how they manage are pretty much the same as mine at home. It‟s like a real home. It‟s almost like they co-parent.‟ The parent noted, „The manager did a special marathon with me, to raise money for the seriously ill, and to feel that support from staff was amazing, we raised about £1,000 – they have gone above and beyond.‟

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Good

Young people‟s needs are firmly at the heart of all that staff do, and over time, the young people grasp this. They become more relaxed and exhibit an increased sense of self-worth and confidence. This reflects their growing maturity and developmental needs. Young people‟s meetings and key-worker sessions are testament to this, showing that young people can challenge and influence their care appropriately, helping them prepare for their future independence. A member of staff said, „I can‟t believe the difference in [the young person], I used to walk him to school and now he goes on his own‟.

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Good

Staff respect and promote young people‟s rights to see their case records. Staff have re-organised these, making them more accessible to young people. An individual diary forms a part of their records, capturing their daily experiences and representing the story of their life in the home. A member of staff said, „They are so much better – there is an index, all the information is together. We ask young people every month if they would like to see their files.‟ This helps them to reflect on, voice their opinion and learn from any incidents that may have arisen.

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Good

Well-organised and effective systems for induction, training and the continuing development of staff are in place under the direction of the home‟s deputy manager. Regular, good-quality formal and informal staff supervision and appraisal takes place. This means that staff feel valued and equipped with the necessary knowledge and skills. The registered manager and deputy manager sign off the key-workers‟ sessions, adding meaningful comments for the benefit of young people and staff. A member of staff said, „I think it‟s nice for us to get some feedback as we do put a lot of effort into key work with young people‟.

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Good

Reports of visits carried out by the independent visitor are rigorous and demonstrate creative recommendations that are taken on board by the manager and staff. Examples of such recommendations include identifying what approaches are most effective with young people and how to reinforce them. The visitor also recommended that staff research positive male role models who demonstrate a respect for women and socially acceptable behaviour. The aim being to use these examples for work with young people.

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Good

The improved young person‟s guide is now more concise and focuses on providing key information. This means that young people are not overwhelmed with too much information when they are first admitted. It helps them gain a clear understanding about their rights and what they can expect from living in the home.

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Good

Notifications to Ofsted are timely. This enables the regulator to intervene and establish what action the staff and manager takes to safeguard young people. The registered manager and deputy manager stay up to date with legislation, guidance and best practice, directing staff within regular team meetings to familiarise themselves with any changes. A senior member of staff said, „We sometimes have quizzes or ask staff to research something about the regulations and bring it to the team meeting‟. This fun way of learning helps staff keep abreast of any changes and up to date with their knowledge.

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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 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, work- based learning and skills training, adult and community learning, and education and training in prisons and other secure establishments. It inspects services for children looked after 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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