Children's Home run by Anderida Adolescent Care Ltd in East Sussex

Outstanding

The children’s home provides highly effective services that consistently exceed the standards of good. The actions of the home contribute to significantly improved outcomes for children and young people who need help, protection and care.

p.2

The children’s home provision is outstanding because:

 There is a strong commitment to keeping young people safe and protecting them from harm. Young people coming to terms with historic abuse receive exceptionally high-quality support.  Managers and staff quickly recognise the indicators that a young person may be at risk of harm, and take prompt action to minimise the risks.  Highly effective work is undertaken with young people who go missing from the home. Over time, young people significantly reduce the frequency of missing episodes.  Managers and staff have the skills to work sensitively with family members. This has resulted in young people becoming safer during family contact visits.  Young people are supported to access and engage with specialist youth support agencies. This enables them to grow in confidence, build self- esteem and learn valuable life skills.  A high standard of care planning ensures that young people’s needs are clearly identified. Effective strategies are implemented to help young people

p.3

The children’s home provision is outstanding because:

to achieve their goals.  The views, wishes and feelings of young people are highly valued. They are encouraged to participate in decision-making processes concerning the development of the home.  As a result of detailed planning, young people make good progress towards semi-independence. Staff consistently offer excellent support and guidance to young people as they progress towards adulthood.  Young people have access to a range of specialist support to promote their emotional well-being. Some young people benefit greatly from the therapeutic counselling provided by the organisation.  Staff receive excellent support from leaders and managers. Consequently, they are motivated to deliver high standards of care consistently.  A highly skilled, stable staff team builds positive, trusting relationships with the young people. This assists the young people to develop a sense of stability.

p.3

Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendations:  Ensure that the recruitment of staff safeguards children and minimises potential risks to them. (‘Guide to the children’s homes regulations including the quality standards’, page 61, paragraph 13.1) Specifically, consider undertaking overseas criminal record checks for applicants who have worked abroad for significant periods.  Ensure that all children’s case records are kept up to date. (‘Guide to the children’s homes regulations including the quality standards’, page 62, paragraph 14.3) Specifically, ensure that signed, up-to-date local authority placement plans, which define the statutory provision under which the child is provided with accommodation, are kept on all case files.

p.4

Information about this children’s home

This privately owned setting is registered to accommodate two children and young people with emotional or behavioural difficulties. Children and young people are able to access the organisation’s school. Therapeutic counselling is also provided.

p.5

Recent inspection history

Inspection date Inspection type Inspection judgement 29/03/2016 Interim Improved effectiveness 06/01/2016 Full Good 25/03/2015 Interim Sustained effectiveness 15/01/2015 Full Outstanding

p.5

Outstanding

The home provides a supportive, nurturing environment where young people develop a sense of stability and belonging. They build trusting relationships with staff, and this adds to their sense of security. As a result, young people are more able to engage with the support and guidance that they receive from skilled practitioners. They become more emotionally resilient and begin to overcome the negative impact of past traumatic events. One young person said that she frequently engaged in high-risk behaviours before moving in, and speculated, ‘I might be dead, if it wasn’t for the support that I have had here.’

p.6

Outstanding

The views and experiences of young people are highly valued. Recently, young people participated in a meeting with managers and staff to formulate the home’s service development plan. This experience enabled young people to develop new skills and take some responsibility for the day-to-day running of the home. In complex situations, the manager has actively promoted young people’s access to the support of independent advocates. This further demonstrates a commitment to ensuring that young people’s voices are heard and their rights upheld.

p.6

Outstanding

Young people report that they feel listened to, and clearly demonstrate that they have the confidence to share their worries and concerns. Staff respond effectively, always prioritising the young person’s safety and well-being. As a result, young people feel valued and their self-esteem improves.

p.6

Outstanding

Highly effective practice results in young people feeling motivated to continue their education or gain apprenticeships. A young person was supported to engage in the national citizen’s service programme after expressing doubts about his future and his worries about undertaking a further college course. This was highly successful. The young person grew in confidence, became less socially isolated and subsequently took a voluntary job which will ultimately lead to a full-time apprenticeship. In another case, a young person responded positively to staff encouragement and recognised that her life chances would be improved if she pursued further studies in college.

p.6

Outstanding

Young people receive excellent support to develop their life skills as they begin planning for semi-independence. Detailed plans focus on how young people will acquire the skills needed as they move towards adulthood. The plans are frequently reviewed so that progress can be measured. Staff remain highly supportive as young people progress towards independence, so that young people do not feel overwhelmed by the task ahead of them. Consequently, young people look forward to engaging in activities with staff and having takeaway nights in, so that they can spend time together.

p.6

Outstanding

Healthy lifestyles are promoted, with young people being encouraged to take exercise and maintain a balanced diet. Where young people’s independence plans make provision for them to manage a budget and do their own weekly food shop, staff monitor what is being purchased. Advice and information regarding specialist health services, such as for smoking cessation and sexual health, are readily available and promoted during key-work sessions with young people.

p.7

Outstanding

The organisation enables young people to access a range of services to promote their mental health and emotional well-being. Some young people engage in therapeutic counselling for extended periods. Often, they can reflect on how this has helped them to understand and come to terms with the impact of negative experiences in childhood. Therapists working for the organisation provide regular summary reports of their work with young people, and these are used effectively to update and amend care plans. Staff also have access to the organisation’s psychologist and, through discussion in team meetings, build a greater understanding of young people’s psychological needs and associated behaviours.

p.7

Outstanding

Young people are consistently treated with dignity and respect. They are encouraged to develop their own identities and celebrate diversity. Friendships are promoted, and young people feel confident to bring their friends into the home to meet and come to know the staff. One young person was able to take a friend with her when going on a summer holiday with staff. During the inspection, this young person told the inspector, ‘Being here is just like being in a family.’

p.7

Outstanding

Managers and staff are skilled in building positive working relationships with family members and other significant adults, when appropriate. In one case, this has helped the young person to gain a better understanding of past events. The manager has been proactive in ensuring that the young person’s placing authority commences life-story work to enhance further the work that has already taken place. Positive working relationships with family members have also resulted in some contact arrangements being amended, making contact a far more positive experience for all concerned.

p.7

Outstanding

Managers and staff have a thorough understanding of the particular risks associated with each young person, and are familiar with the policies and procedures that they should follow when concerns for a young person’s safety come to light. As a result of these high standards of practice, young people take fewer risks and become safer, and their emotional resilience increases. Young people build trusting relationships with staff and develop the confidence to share their concerns and reflect on past traumatic experiences. Staff listen, respond sensitively and take effective action when child protection concerns are raised. This ensures that young people feel supported and cared for when they are at their most vulnerable. Specialist support workers, such as independent advocates, are engaged to ensure that young people receive the information and guidance needed in complex historical abuse cases.

p.7

Outstanding

Risk assessments are highly effective tools for identifying young people’s vulnerabilities and implementing strategies to keep them safe. Through supervision and group meetings, staff are encouraged to explore any feelings and suspicions that they have relating to a young person’s safety. This ensures that any indicators of sexual exploitation or other forms of abuse are quickly identified. Risk assessments and strategies are then updated accordingly. Open and honest discussions are undertaken with the young people when it appears that risk levels may have increased. Staff use interventions that complement the home’s therapeutic approach. These discussions help young people to understand how they could come to harm in certain situations.

p.8

Outstanding

Practice relating to young people who go missing from the home is strong. When a young person goes missing, managers and staff act in accordance with local agency protocols and implement the procedures laid out in young people’s risk assessments. Staff are tenacious in locating young people, and communicate effectively with their known associates to secure the young person’s prompt return. Staff have been successful in persuading young people to disclose whom they stay with when missing overnight. This has resulted in the manager meeting the family and friends who provided accommodation to a young person who was regularly reported missing. Subsequently, an assessment concluded that it was safe for the young person to have overnight stays at the accommodation, preventing the need to submit further missing person reports.

p.8

Outstanding

It became evident earlier this year that the frequency of one young person’s missing episodes was increasing. In response, managers and staff implemented strategies in accordance with the home’s therapeutic model. This gave the young person a strong message that staff were concerned for her safety and wanted to support her to reduce the risks. Steps were also taken to ensure that effective independent return home interviews could be undertaken with the young person. These combined measures have resulted in the young person significantly reducing the frequency of going missing.

p.8

Outstanding

Positive behaviour is promoted, and clear boundaries are consistently maintained. Young people enjoy good relationships with their peers, and a restorative approach is taken to resolving any conflicts that arise in the home. The effectiveness of sanctions used to discourage challenging behaviour is kept under review. This ensures that sanctions are fit for purpose. No physical restraints of young people have occurred since the last full inspection. Partly as a result of the general calm, orderly atmosphere in the home, young people feel secure and respond positively to the help that they receive with managing their feelings and behaviour.

p.8

Outstanding

Managers and staff work effectively with other professionals and, when appropriate, family members to address any safeguarding concerns. Child protection matters are promptly referred to the appropriate agencies. A new safeguarding log maintains detailed notes of all actions taken once a referral has been made. Excellent work has been undertaken with one family to ensure that all potential safeguarding risks are minimised when the young person has overnight contact. The complex and innovative work undertaken with the family has ensured that the young person no longer engages in dangerous behaviour during family contact visits.

p.9

Outstanding

Training courses available to staff have a strong safeguarding element. They ensure that staff remain skilled and knowledgeable with regard to the risks that young people face in their local communities. This includes the potential for young people to become influenced by extremist views, or to become sexually exploited or groomed through social media websites. There is a strong emphasis on educating young people to keep safe when using the internet, and software has been installed to prevent inappropriate websites being accessed in the home.

p.9

Outstanding

Staff recruitment procedures are generally thorough and seek to minimise the potential for unsuitable adults to be employed at the home. However, in one case, no consideration was given to obtaining an overseas criminal records check for a new member of staff who had worked abroad for 16 months. Recruitment interviews thoroughly explore an individual’s motivation for working with vulnerable young people and assess the candidate’s ability to form strong, trusting relationships. Consequently, young people are cared for by skilled practitioners who prioritise the safety and well-being of those living at the home.

p.9

Good

The home has not had a registered manager since 31 December 2015. Since this date, the home has been very well managed by the deputy manager. He holds the level 5 diploma in leadership and management for residential childcare, and has significant experience in working with vulnerable young people. The manager did apply to Ofsted to become registered, but a delay occurred and an interview was not arranged within the normal timescale. The manager subsequently withdrew his application for personal reasons. Discussions with the registered individual during this inspection confirmed that the organisation has a comprehensive plan for appointing a new manager, who will be applying for registration in the very near future. The home is well resourced, and has a stable and skilled team of care staff. Staff turnover is very low, ensuring consistency of care for the young people. The majority of staff have an appropriate qualification. Those who do not are currently

p.9

Good

Well-established systems monitor effectively the quality of care being delivered. This includes seeking feedback from a range of stakeholders, including professionals and family members. A process known as ‘chat meetings’ provides young people with the opportunity to reflect on how they are being cared for and propose any changes that they would like to see. All significant events are reviewed by the manager, and frequent meetings are held with the staff team to consider the effectiveness of young people’s care plans. The information obtained is then considered in the preparation of six-monthly quality of care monitoring reports.

p.10

Good

Recommendations made by the home’s independent visitor are fully taken into account and acted upon. The manager demonstrates a commitment to learning from any serious incident, and has recently amended the procedures for administering prescribed medication after a young person acted inappropriately and gained access to the medications cabinet. Young people’s complaints are thoroughly investigated, and are also viewed as an opportunity to learn and develop practice when necessary. The home’s service development plan is indicative of the manager’s determination to seek continuous improvement and benefits greatly from having young people’s contributions.

p.10

Good

Management oversight of care plans ensures that these accurately reflect the individual needs of young people. Changes to the format of care plans, as proposed by the manager, have been adopted in the organisation’s other homes. Care plans clearly identify the goals that young people are working towards and provide staff with detailed guidelines on how to support young people to achieve these. The plans are reviewed monthly, or sooner if needed, and clearly evidence the progress that young people are making.

p.10

Good

Leaders and managers maintain positive working relationships with a range of agencies. A social work team manager said, ‘We have an open and honest relationship; they work closely with the social worker and communicate well.’ The manager has established effective partnership working with the police. As a result, he was recently able to explain why it would not be appropriate for one of the young people to be subject to a community resolution order. Work with voluntary agencies has also been highly effective, resulting in one young person maintaining his place with the national citizen’s service when difficulties arose.

p.10

Good

Staff state that they receive good support from leaders and managers, and this helps them to undertake their role effectively. Good-quality supervision enables staff to reflect on their practice and consider the emotional impact that the work has on them. The organisation provides opportunities for staff to access therapeutic counselling when there are issues that could affect their standard of practice. Team meetings and group supervision also provide opportunities for learning and professional development. A member of staff said, ‘We can share experiences, learn from each other and help anyone who is struggling.’ This indicates that collaborative team working is firmly embedded in practice.

p.10

Good

A comprehensive range of training courses provide staff with the opportunity to update their skills and knowledge, in order that they fully understand how best to meet the individual needs of young people. All staff are trained to deliver the home’s therapeutic care model, and are familiar with the associated interventions and techniques. This ensures that young people experience consistency in the care that they receive from staff.

p.11

Good

Case records are generally well maintained and benefit from good-quality recording of events. One case file did not contain a signed, up-to-date local authority placement plan. Consequently, the home did not have an accurate record of the statutory provision under which accommodation is being provided. The manager took action to rectify this situation during this inspection.

p.11

Good

The home is well maintained and provides a homely, nurturing environment for young people. The statement of purpose is kept under review, and is amended to reflect changing circumstances and practice development. It is an accurate and informative description of the services provided.

p.11

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

p.12

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.

p.12

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.13

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 0300 123 4234, or email enquiries@ofsted.gov.uk .

p.13

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,

p.14

Information about this inspection

The National Archives, Kew, London TW9 4DU, or email: psi@nationalarchives.gsi.gov.uk .

p.14

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.14

Information about this inspection

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

p.14