Children's home run by Cambian Childcare Limited in Hammersmith and Fulham

Good

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

p.2

The children's home provision is good because:

 Relationships are based on nurture and a deep understanding of young people’s backgrounds and past experiences.  Staff talk extremely positively about young people and have high aspirations for them.  Staff and the managers make excellent relationships with young people.  Placement plans provide staff with an excellent awareness of the differing needs of the young people.  Young people are consistently listened to and their views considered.  Where appropriate, staff promote relationships between the young people and their families.  Matching of young people is carefully considered and well planned.  Staff understand and manage risk well.  Young people’s risk-taking behaviours have decreased since admission.  Young people learn independence skills taking into account their age and understanding.  The manager ensures that staff receive regular supervision and training to ensure that they are skilled and competent to meet the needs of the young

p.3

The children's home provision is good because:

people who they care for.  The registered manager is extremely passionate and committed to providing high-quality care for young people.  The registered manager has an exceptionally clear focus on the needs of each young person in her care.  The manager ensures that staff members work collaboratively with other professionals to safeguard young people, resulting in young people receiving good-quality, integrated care.  There is one shortfall in practice. This relates to risk assessments.

p.3

Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendation:  Just as in a family home, children should be able to access all shared areas of their home unless there are specific reasons why this would not meet a child's needs. Limits on privacy and access may only be put in place to safeguard each child in the home (Regulation 21 (c)(i)). Any decisions to limit a child's access to any area of the home and any modifications to the environment of the home, must only be made where this is intended to safeguard the child's welfare. All decisions should be informed by a rigorous assessment of that individual child's needs, be properly recorded and be kept under regular review. ('Guide to the children's homes regulations including the quality standards', page 15, paragraph 3.10)

p.4

Information about this children's home

The home provides care and accommodation for young people aged between 11 and 18 years (11 and 17 years upon admission). Young people referred to the home have emotional and behavioural difficulties. The home is privately owned and managed.

p.5

Recent inspection history

Inspection date Inspection type Inspection judgement 09/02/2016 Interim Improved effectiveness 08/09/2015 Full Good 30/01/2015 Interim Improved effectiveness 09/05/2014 Full Good

p.5

Good

Staff and the manager make excellent relationships with young people. One young person commented to the inspector, ‘I love it here. I might stay longer if I can. Staff helped me settle in very well. This was my first time in care and I didn’t know what to expect. The staff are amazing. You can talk to them about anything.’ The young person went on to describe how he felt listened to and safe, because of staff’s actions. Relationships are based on nurture and a deep understanding of young people’s backgrounds and past experiences. Not only do staff listen to young people, 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 difficult emotions and on occasion self-harm. Small targets are set and achieved. Young people benefit from good-quality care that contributes to them making sufficient progress in most aspects of their lives while living at the home. This is

p.6

Good

because a competent staff team that places young people’s individual needs at the centre of its work cares for them. One social worker commented, ‘The young person I have placed at X has made fantastic progress in a very short space of time. The risks of child sexual exploitation, substance misuse, absconding behaviour, criminal activity have all reduced and there have been no serious issues or problems. The home is [a] very child-focused and safe environment.’ 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. They are fully engaged in this process and contribute with thoughts and ideas. This means that young people are participating in meaningful decisions that affect them individually and as a group. Young people enjoy a good range of activities within the home and in the

p.6

Good

community. Staff have a ‘nothing is too much’ attitude, in this respect. Young people’s particular favourites include running, attending the cinema and ice- skating. 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. This ensures that they are able to advance their own self-resilience and life skills. Where appropriate, staff promote relationships between the young people and their families. Staff spend time preparing young people for contact and complete debriefing discussions 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. The accommodation is pleasant and comfortable. Personalisation of bedrooms is

p.6

Good

encouraged. Young people are supported in choosing their own bedrooms and are helped to personalise them. This gives them a sense of belonging and identity. The manager ensures that young people are registered with doctors, dentists and opticians. They attend their routine health appointments with good support and encouragement from staff. Young people have access to the services that they need to promote their physical, emotional and psychological well-being. This includes specialist sexual exploitation and drug and alcohol support services. Young people’s health and emotional development benefit because of this specialised support. Staff work hard to engage young people and source appropriate educational placements upon admission. The manager works closely with host authorities and education coordinators to ensure that young people are engaged in suitable structured activities for interim periods and reintegrated back into education at the

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. Staff manage risk well. Robust multi-agency planning ensures that young people are better protected by agencies that know young people 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. The home has recently moved from a waking night to a sleep in rota, this is with the addition of bedroom alarms. The use of these alarms is necessary and

p.7

Good

proportionate to manage the individual risks for each young person. However, current individual risk assessments do not allow for the continual review of this necessity. Young people’s risk-taking behaviours have decreased since admission. For example, young people no longer using illegal substances and incidents of young people going missing from the home have decreased significantly since their admission. Young people’s safety is promoted through detailed missing from home plans. These specify the actions to be taken by staff and others. This integrated approach to protecting young people means that young people become increasingly safer. Communication is a particular strength of the home. One social worker commented, ‘The home is excellent with informing myself and [the] young person’s family of any issues, worries and problems and we work together jointly ensuring the young person’s views and wishes remain central to the decisions made.’

p.7

Good

When 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. This helps to keep young people safe. One social worker stated that, ‘The young person has had clear guidance and boundaries. There have been no missing episodes since the young person was placed at the home. The safeguarding issues are being managed appropriately. I would say that the sexual exploitation risks are reducing with the appropriate support in place.’ Young people who have 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 clinical team enables staff to work with young people to bring about change to help to keep themselves safe. Staff are trained in safeguarding and are clear about child protection procedures,

p.8

Good

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, with the manager, to ensure that their practice is considered and appropriate to the individual safeguarding needs of each young person. As a result, young people feel safe. A police officer stated, ‘X is a very fair but firm manager, this I believe assists in low police involvement. We regularly communicate. We are open in our discussions, focusing upon child safety.’ Young people have complex needs and have in the recent past displayed challenging behaviours. 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. Young people experience positive behaviour management. All good behaviour is praised and rewarded. Staff are clear about

p.8

Good

behaviour management plans and are consistent in their practice. They listen to young people and consider their views. The manager has a firm grasp on behaviours and evaluates the effectiveness of rewards and self-consequences. Young people appreciate the boundaries and care that they are provided with, especially around their behaviour management. They are clear about the expectations upon them. A young person recently made a poster for the registered manager, which said, ‘Thank you’, ‘Thank you for being able to handle my behaviour, because no one else can.’ Staff receive training in the appropriate use of physical restraint but only ever use this as a last resort to protect young people from harm, accident or injury. Staff maintain detailed records of any incidents that have occurred and they are discussed at staff meetings. This is helping to ensure that staff and young people are receiving opportunities to reflect on incidents so that any learning is captured.

p.8

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. 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. The manager ensures that young people live in a safe and secure environment. There are effective health and safety systems in place. Regular practice evacuations ensure that young people know how to exit the building safely and quickly in case of an emergency. The manager ensures that young people are protected by the organisation's robust recruitment and selection procedures. Staff are vetted and assessed as suitable before any appointment is confirmed. These procedures promote the safety of the

p.9

Good

young people by preventing unsuitable adults from working with them.

p.9

Outstanding

The registered manager has been in post since July 2011. She has considerable experience and is qualified to level 5 diploma in leadership and management. All staff members either hold their level 3 qualification in residential childcare, or are working towards their award in the required timescale. 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. Young people speak highly of the registered manager. One young person said, ‘The best thing about the home is the manager. She’s fantastic. She really cares.’ 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

p.9

Outstanding

continually appraises the overall functioning of the home to provide the best possible environment for young people to grow and develop. 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 a local authority when information regarding a historic allegation was not shared prior to a young person’s admission. Team meetings and supervision sessions are forums where young people’s achievements and difficulties are identified. Young people receive individual letters from the registered manager to celebrate success. Team meetings also aid the opportunity for the registered manager to understand her staff’s knowledge base

p.9

Outstanding

and where further work is needed to help to develop skills. 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 who they care for. Staff are encouraged to source training packages that are available, besides those provided by the company. The registered manager is comprehensively aware of the strengths and areas of development for the service. 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

p.10

Outstanding

performance and young people’s progress allows her to act without any delay. 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. The manager ensures that independent monitoring arrangements provide robust scrutiny of practice and performance of the home, identifying areas for improvement. It provides an effective check for compliance with regulations and standards, ensuring that young people's needs are central to proceedings and they are safely cared for at all times. The manager ensures that there is positive partnership working with external agencies to benefit young people. Staff are proactive in their efforts to engage the

p.10

Outstanding

relevant agencies as and when required, for example the local police community support officer visits the home regularly to meet the young people. A professional commented, ‘Staff engagement is excellent. [They] work in partnership and provide clear feedback and engage positively with young people to effectively manage their behaviours.’ This partnership approach promotes young people’s safety and welfare. There were no requirements or recommendations raised at the last inspection.

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