Children's home run by Keys QTC Limited

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:

 The quality of relationships between staff and young people is a key strength in this home. Staff work hard to develop trusting and caring relationships with young people. Their efforts are rewarded by the progress that young people make across all aspects of their development.  This service provides unique opportunities for outward bound experiences. Young people learn a variety of life skills and the service provides them with excellent opportunities to try new things. This has proved beneficial in providing a firm foundation for the next stage of their lives.  When young people spend time away from the home on outward bound activities the standard of accommodation is carefully managed and thoroughly risk assessed. This ensures that young people are safe and cared for in suitable environments.  The manager and staff work closely with a range of care, health and safeguarding agencies. This ensures that young people receive the services

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The children's home provision is good because:

and support that they need to meet their known and emerging needs and keeps them safe.  There are some shortfalls in the effectiveness of leadership and management that require further improvement. These are: - The statement of purpose is ambiguous regarding education. Consequently, young people, parents and professionals are not clear about what service they can expect to receive. - The manager has not implemented robust performance management tools to help improve staff practice. - Although the frequency of supervision has improved, supervision and appraisals are not used effectively. - Not all case records are kept up to date.

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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 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

13: The leadership and management standard In order to meet the leadership and management standard the registered person must— (2)(a) lead and manage the home in a way that is consistent with the approach and ethos, and delivered outcomes, set out in the home's statement of purpose. This specifically relates to ensuring that arrangements for education are clearly highlighted in the statement of purpose. 11/11/2016

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Requirement Due date

13: The leadership and management standard 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. With specific reference to implementing robust performance management tools. 11/11/2016

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Requirement Due date

The registered person must ensure that all employees receive practice-related supervision by a person with appropriate experience and have their performance and fitness to perform their roles appraised at least once every year. Specifically in relation to ensuring that supervision and appraisals are used effectively to support and develop practice. (Regulation 33 (4)(b)(c)) 11/11/2016

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Requirement Due date

The registered person must maintain records (‘case records’) for each child which include the information and documents listed in Schedule 3 in relation to each child. This is in particular reference to ensuring that a copy of any education, health and care plan or statement of special educational needs in relation to the child is on the file. (Regulation 36 (1)(a)) 11/11/2016

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Information about this children's home

The home provides care and accommodation for up to six young people with emotional and/or behavioural difficulties. The home accommodates young people for up to three months, but for up to six months if appropriate. The home is managed and operated by a private provider. The home runs a programme which focuses on engaging young people with activities. As part of the programme, young people spend periods of time away from the children’s home in temporary accommodation.

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Recent inspection history

Inspection date Inspection type Inspection judgement 09/02/2016 Interim Sustained effectiveness 25/08/2015 Full Good 25/11/2014 Interim Declined in effectiveness 01/07/2014 Full Adequate

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Good

Staff work hard to provide opportunities for young people to succeed and are not daunted by initial setbacks. Many of the young people arrive in the home having experienced considerable disruption and trauma. Staff understand this and make every effort to help them settle and get back on track. They work hard to develop good quality relationships and demonstrate great respect and empathy for young people who have experienced difficulties. This ensures that young people feel accepted and supported to move forward. Evidence gathered at this inspection highlights that this home has made a difference in the lives of young people. 90% of the young people placed have made good progress and have either successfully moved back to family, or to other longer term placements. Parents are extremely complimentary about the quality of care. One parent said, ‘My child seems very comfortable with the staff and gets on

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Good

with them well. They have done a lot with him. They have been camping, been to the pods, took him to the cinema and done a variety of things. It’s working for him and he’s done well.’ Professionals are equally positive about the service. A social worker said ‘X (name) has positive relationships with staff and has done some amazing things that she has never been given the opportunity to do so before. She has been really settled and is really happy. She’s even requested in her review to have her time in the home extended.’ Young people are learning new things every day, which improves their future learning and employment prospects. They engage in a structured educational programme specifically designed to meet their learning needs. When off-site, young people learn through practical experiences, and as a result, many have achieved a number of AQA awards. This is particularly encouraging when young people have not engaged in any form of formal education for some time. However,

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Good

there is some ambiguity around education and the provider has not ensured that young people receive the educational arrangements as specified within the home’s statement of purpose. This specifically relates to young people attending the on- site school. This was partially addressed during the inspection. However, further improvements are required to ensure that day-to-day arrangements are clearly defined and adhered to. Contact arrangements are clearly identified within individual placement plans to enable young people to maintain close links with significant people in their lives. Staff have established excellent communication with families and placing authorities to ensure that young people develop and sustain relationships that are most important to them. Where there are restrictions on contact, these are also identified and followed. This further contributes to the safety and welfare of young people.

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Good

Practical arrangements are in place to meet young people’s known and emerging physical health needs. Young people are registered with doctors, dentists and opticians and are supported and encouraged to attend their routine health appointments at the point of admission. Good links with specialist health services, such as substance misuse workers and the looked after children’s nurse, ensure that young people are provided with additional opportunities to engage with health services to support them with their individual and identified needs. As a result, young people no longer engage in activities that jeopardise their health. Overtime, this will have a positive impact on their long-term physical health and emotional well-being. The staff work hard to capture young people’s experiences through photographs, and they have presented these in colourful, bound books. These memory books provide young people and their families with an overview of the varied and

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Good

enjoyable experiences that they have had during their stay. This enables young people and their families to recapture those times and memories both now and in the future. When young people spend time away from the home, the standard of accommodation is carefully managed and thoroughly risk assessed. This ensures that young people are cared for in suitable environments. The home itself is located in a rural community within travelling distance from off-site locations. Overall, the decor, furnishing and general presentation of the home has improved. This ensures a pleasant and welcoming atmosphere for young people.

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Good

Young people are protected because staff prioritise their safety and well-being. Staff are appropriately trained in safeguarding and understand their roles and responsibilities in keeping young people safe. Staff spoken with during the inspection presented as knowledgeable and confident. Good staffing ratios mean that young people receive high levels of support and supervision. The staff team has a good understanding of each young person’s specific needs, behaviours and risks. Risk management plans are detailed and routinely updated. Changes in behaviour and emerging risks are quickly identified and shared during daily handovers, and team meetings. This ensures that the staff team is fully equipped and supported to promote young people’s needs safely. Professionals confirm that young people are kept safe and feel safe because of the actions that the staff take. Professionals comment that young people’s risk-taking behaviours

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Good

decrease as a result of the time spent in the home. One professional said, ‘It has been [an] extremely positive placement for (name). He was a persistent absconder and put himself at risk. Since he has been placed, he has not been reported missing from care once.’ Staff help young people to develop positive behaviours with the effective use of individual behaviour management plans which focus on positives. Staff act as good role models and positive consequences far outweigh sanctions. Physical interventions are rare and in the main, these have been used appropriately. However, there has been at least one recorded physical intervention where staff did not adhere to agreed behaviour management strategies. This was quickly identified and acted upon by the manager and there have been no further concerns. The home has been successful in reducing young people’s episodes of going missing. Protocols developed with local police aim to protect young people from

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Good

their own risky behaviour and exploitation from others. Intervention includes staff working in partnership with other agencies to ensure young people’s safe return. There is clear evidence in records that staff intervene quickly to stop young people from placing themselves at risk of harm. Consequently, the majority of young people no longer place themselves at risk by going missing. The home has good safeguarding procedures for staff to follow in the event of allegations, suspicion of abuse or unsafe practice. Safeguarding professionals say that the organisation is transparent and concerns are reported appropriately. Records demonstrate that the manager ensures that allegations or concerns about staff practice are handled fairly, quickly and in consultation with appropriate external agencies. This is positive as it provides effective protection to young people. However, the manager does not utilise the investigation process to identify

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Good

development needs within the team. The manager has acknowledged this shortfall and recognises the benefits of reflection to aid future learning. The health and safety of young people is taken seriously. Routine checks and tests of equipment and living environments mean that the home and off-site accommodation are safe places to live.

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Requires improvement

The registered manager has a level 5 management award and has managed the home since 2015. There are some weaknesses in the effectiveness of leadership and management that require improvement. The manager understands the strengths and weaknesses identified in this report. Staff confirm good management support, regular supervision and training. Staff report that they work well together and say that morale in the team is very good. Records demonstrate that the frequency of supervision has improved and annual appraisals take place. However, records fail to demonstrate that supervision is used effectively. For example, there is little evidence of discussion around safeguarding, welfare and young people’s experiences. Similarly, annual appraisals do not clearly identify development needs, aims and objectives. This means that the manager has failed to utilise performance management tools to challenge and review care

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Requires improvement

practices. To date, this has not impacted negatively on young people. However, it has the potential to and therefore requires improvement. The manager has reduced the number of agency workers in the home and has recruited a number of new team members with relevant experience. Suitable arrangements are in place to ensure that these staff acquire the necessary qualifications within the required timeframe. The manager ensures that suitable systems are in place to support new staff through their induction process. These systems and suitable training ensure that the staff have the skills and knowledge to provide consistent care to all young people. Regular monitoring of the home both externally and internally is sufficient. Monthly visits by an external visitor are undertaken to ensure independent scrutiny of the quality of care provided. The visitor consults with young people, staff and partner agencies to obtain their views. Any shortfalls identified as part of this process are

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Requires improvement

routinely addressed to ensure that the home is operating appropriately and meeting young people’s needs. The manager makes suitable attempts to ensure that young people’s case records are complete and up to date. She is proactive in contacting the placing local authority to request any outstanding statutory documents. However, young people’s case records do not hold all the necessary statutory documentation, such as personal education plans and education, health and care plans. As such, the manager cannot be assured that she and the staff team are meeting or addressing all young people’s identified needs. Procedures are in place to ensure that relevant professionals and agencies are informed in the event of serious incidents. This ensures that professionals are able to carry out their safeguarding responsibilities to ensure that young people are protected from harm.

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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 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

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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, 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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