Children's home run by Keys Active 8 Care Limited in Rossendale

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:

 An experienced and knowledgeable registered manager understands how to implement improvement strategies. Since the last inspection, managers and staff have made considerable improvements to the running of the home.  The management team has met the three compliance notices, 11 requirements and three recommendations made at the previous inspection.  A deputy manager provides dedicated support for the registered manager. Consequently, they are an effective management team.  The home is now settled, following a period of disruption. This is because young people have moved on and the use of agency staff has ceased.  The relationship between the remaining young people is strong. Staff are quick to address and agree arrangements with the young people, which promote their safety and well-being.  Young people make progress particularly in the areas of their health needs, education, training and employment opportunities.

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The children's home provision is good because:

 Young people increase in confidence and learn to value themselves. This helps them to engage effectively in the home, be optimistic and develop ambitions for their future.  Staff encourage young people to develop their levels of responsibility to prepare for their transition to adulthood.  Staff are providing a safer level of care, they understand young people’s risks and are better equipped to manage the young people. The frequency of young people’s incidents and negative behaviour has significantly decreased.  Young people benefit from establishing trusting relationships with staff who care about their welfare. As a result, they feel able to open up about any worries or concerns that they may have.

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Statutory requirement

This section sets out the actions that must be taken so that the registered person/s meets the Care Standards Act 2000, Children's Homes (England) Regulations 2015 and the ‘Guide to the children's homes regulations including the quality standards’. The registered person/s must comply within the given timescales.

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Requirement Due date

35: Behaviour management policies and records

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Requirement Due date

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

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Requirement Due date

(iii) the date, time and location of the use of the measure; and

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Requirement Due date

(b) within 48 hours of the use of the measure, the registered person, or a person who is authorised by the registered person to do so (‘the authorised person’)

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Requirement Due date

(i) has spoken to the user about the measure; and

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Requirement Due date

(ii) has signed the record to confirm it is accurate.

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Requirement Due date

(Regulation 35(a)(3)(iii)(b)(i)(ii)) 31/10/2016

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Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendations:  Staff must help each child to prepare for any moves from the home, whether they are returning home, moving to another placement or adult care, or to live independently. This includes supporting the child to develop emotional and mental resilience to cope without the home's support and, when the child is moving to live independently, evidencing practical skills such as cooking, housework, budgeting and personal self-care. (‘Guide to the children's homes regulations including the quality standards’, page 17, paragraph 3.27)  Ensure that when considering new placements they fully consider the impact that the placement will have on the existing group of young people and evidence their judgement, supporting compatibility with existing residents. (‘Guide to the children's homes regulations including the quality standards’, page 56, paragraph

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Information about this children's home

The home is registered to accommodate up to four children, irrespective of gender, aged 10 to 17 years old. The home specialises in the care of children who present with emotional and behavioural difficulties. It is operated by a private organisation.

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Recent inspection history

Inspection date Inspection type Inspection judgement 10/05/2016 Full Inadequate 14/01/2016 Full Requires improvement 29/09/2015 Full Inadequate 28/01/2015 Interim Sustained effectiveness

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Good

Following the last inspection, significant improvements have been made to the home, which benefit young people and staff. Previously, the home had become heavily reliant on agency staff, who lack close relationships with the young people and do not know the home. Staffing levels and skills had been insufficient to meet young people’s needs and ensure their safety. The dynamics of young people have changed, and stability has returned to the home. Repairs to the property, including a new fully fitted bathroom, have been undertaken and the home is now, once again, welcoming and comfortable for young people. The management team and staff have reflected on practices, as a result of a young person’s admission to the home. This young person has now moved on from the home. However, a recommendation is made that the management team fully considers the impact that any future placement might have on the existing group of young people and evidences its judgement, supporting

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Good

compatibility with existing residents. Young people live in a supportive home environment, which provides them with structure and routine. Staff are very knowledgeable about the needs and circumstances of each individual young person. As a result, staff engage exceptionally well with them. Young people have very positive relationships with staff, which are based on mutual respect, and staff and the young people have fun and share banter. Young people make progress in all areas, from their starting points, particularly in regards to their risk-taking behaviour, education and development. Staff have created a culture of support through sustained engagement with young people. Staff understand the young people and this enables them to target and shape the support that is most beneficial for them. Relationships are nurturing and warm, and staff manage these effectively alongside clear and visible boundaries

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Good

that are in place for young people. This enables young people to understand the expectations of them and to be supported to develop positively. Positive relationships with staff enable the young people to engage in one-to-one sessions. These are used to discuss subjects and gain views that are relevant to the young people, including sexuality, health and welfare. This enables young people to make informed decisions about aspects of their lives that are important to them. For example, previous room searches were considered oppressive by young people. They did not take into account young people’s views or emotional needs. Through consultation with the young people and with their agreement to a risk assessment, suitable arrangements are now in place. This has had a positive impact on young people’s relationships with staff and significantly reduced any concerns or behaviours of an aggressive nature. As a result, young people feel that their views

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Good

matter and are important. Young people take part in regular meetings with the staff and collectively said that staff respond accordingly to issues and requests raised. They confirmed that arrangements are in place for them to have a day out with staff at a theme park and that their friend is joining them. They said that staff support them in their workplace and encourage them to find suitable learning provision at college. When young people are no longer of compulsory school age, they have suitable provisions in place. In cases where young people have resisted in the past or refused to engage in education, agreements made with them for continued learning are in place, for example, work experience, apprenticeship opportunities or college placements. Staff are influential in encouraging young people to continue with their learning. As a result, young people’s motivation to continue with their education increases.

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Good

Young people say that they know how to complain and whom to make a complaint to and feel that staff listen to them. One young person who has made complaints has received and signed the outcome letters, showing their agreement and satisfaction with the action taken. Young people confirmed that they have not needed to make any complaints, since the last inspection. Staff work in partnership with other agencies, including education providers, employers and health services. Relationships with allocated professional services and specialist organisations, such as drug and alcohol misuse agencies and mental health professionals, are strong and available to young people. Young people are able to make use of these support networks immediately, if required. This supports their physical, social and emotional development. The progress that young people make in the home enriches the quality of their daily lives. Placement plans are regularly updated and detail targets and high

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Good

aspirations for young people. Independent living skills are taught to young people, so they are able to open bank accounts, budget and shop, manage bills and cook meals. Young people have independent files, although these currently do not reflect all the good work being carried out or the progress that young people are making. As a result, a recommendation is made. This is to ensure that young people’s independence plans clearly evidence the progress that young people make and any future support they may need. A young person’s social worker commented, ‘In my opinion, the young person has made excellent progress in the home. He has held down a job and knows his plans for the future.’ Another young person’s social worker said, ‘There is clear evidence of the good progress that the young person is making in engagement, education, employment, self-esteem and health. It is pleasing to see that the approaches the

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Good

manager has brought to the home are working. I hope that we will continue to see the young person flourish, developing the skills and confidence he needs to enter adult life with prospects to succeed.’ Significant changes have been made, following previous inspection visits. This has led to improvements, all of which are now embedded in practice and understood by staff. This benefits young people living in the home.

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Good

Young people say that they feel safe in the home and outside it. There are no safeguarding concerns. Both young people have benefited from participating in discussions with the staff. These discussions have led to agreements with the young people, their placing authorities and the friends and families they associate with. As a result, incidents of young people being absent from the home have ceased. Young people have firm arrangements in place for staying overnight with friends, and staff have been and continue to be vigilant in relation to the places young people visit. By applying a proportionate approach, staff help each young person to test their new skills and track the risks that they face in real situations. The manager has changed systems in the home and provided clear guidance for staff to follow. Records relating to young people are no longer process driven, but are now outcome driven. For example, young people have individual and

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Good

comprehensive risk assessments, which are now regularly updated, signed by staff and shared with young people. These ensure that staff are informed of the strategies they should employ to keep young people safe. Staff work proactively to reduce individual risks, while supporting young people to develop their understanding and their own skills in risk reduction. As a result, young people are encouraged to take age-appropriate risks and to be involved in age-appropriate activities. Staff effectively and consistently implement behaviour management plans that are robust and effective. Staff know and understand individual young people really well, and can tell if there is any change in the behaviour of a young person that may indicate something of concern. Challenging behaviour is dealt with through the use of appropriate humour and by staff using effective de-escalation strategies. Consequences for inappropriate behaviour are agreed with the young people and

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Good

are fair. Incidents of physical restraint occur only when there is clear risk of harm or the safety of others is compromised. Records show that three restraints took place with the same young person, following the last inspection. This young person has moved on from the home. However, the records for these restraints are not completed consistently. For example, one entry shows no time or date when a restraint took place, the section for a staff de-brief is blank and the manager has not signed the restraint record. As a result, a requirement is made. This is to ensure that all restraint records are robust and fully completed, to protect young people and staff. There have been no incidents of restraint with the two young people living in the home since their placements began. The manager understands the value of thorough recruitment practices and the importance of ensuring that only those people considered suitable work in the

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Good

home. The manager and the human resources team work together closely and effectively. This joint working ensures that all statutory checks, references and employment histories of applicants are meticulously gathered. This also now applies to agency staff, should the need arise to use them, and ensures that they are fully aware of the key principles of how the home works. The management team and staff undertake regular health and safety checks in the home. These ensure that the equipment works well and poses no risks to young people, staff or visitors. Improvements have been made following a visit from the local fire and rescue authority in May 2016. All staff and young people are conversant with the fire drills and the need for full evacuations from the home from time to time, to maintain vigilance and safety for all. Detailed records are kept on the testing of fire equipment and of evacuations.

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Good

The manager took up her post in January 2016. She has been interviewed by Ofsted and is suitable for the position of registered manager. The newly registered manager is on target to complete the required management qualification level 5 within the timescales required by the regulations. She is supported well by her deputy manager, and together they have made a positive impact on the home and the care provided to young people. There has been weekly monitoring by senior managers in the organisation, to check on progress in meeting the compliance notices and requirements from the last inspection. A clear development plan has been worked through by the management team, and the home is compliant with all of the actions resulting from the last inspection. The management team has spent considerable time in auditing and improving the home’s records and young people’s case files. All records relating to young people

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Good

are clear, secure and available for auditing. This means that staff have received guidance and are fully aware of the expectations of them in relation to record– keeping, and inspectors have an accurate picture of the delivery of care. Professional development is encouraged and promoted by the registered manager. Training programmes for staff are appropriately targeted and prioritised in the key areas of practice. Staff value training, feel supported and are enthusiastic to learn new skills and to gain insights into understanding young people’s behaviours. There is an ongoing programme of formal supervision and annual appraisal. This ensures that staff understand their roles and responsibilities, and enables them to reflect on and develop their practice. Regular team meetings are taking place to support this further. The registered manager is aware of the home’s strengths and weaknesses. For example, having a deputy manager is a new development for the

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Good

home. The manager and staff feel that this is working well and helping to ensure good management oversight. The registered manager is focused on the needs of the young people and on re- establishing her team. Qualified permanent staffing levels are in place and sufficient to meet the needs of the young people. The reliance on agency workers has reduced significantly, and the home now is calm and looking to the future. The progress that the home has made is reflected in the independent person’s monthly monitoring report for August 2016. Work has been completed on the actions raised by the independent person in previous reports. Suitable monitoring systems are carried out by the registered manager who has a clear sense of the strengths in the home and areas for future development. These arrangements are responsive to feedback, for example from the independent person, placing social workers and previous inspection reports.

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Good

The home is achieving its aims and objectives as set out in the statement of purpose document. The ethos of the home is being met, with the young people, staff and external professionals confirming that the home is a warm and caring environment. Young people have access to lots of relevant information about social issues and trends and the support services available to them. They have a children’s guide, which, like the statement of purpose document, is up to date and relevant to the services provided by the home. The registered manager escalates any concerns sufficiently to bring about the necessary change in the best interests of young people, in a timely fashion. For example, return interviews are in place should young people go missing.

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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 children looked after 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 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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