Children's Home run by Fair Ways in Hampshire

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 senior management team (SMT) took the concerns raised by Ofsted, at the full inspection in July 2016, extremely seriously. The team undertook a full internal review to ensure that there are not systemic failures within the wider organisation. They made a strategic management plan to ensure that issues of child sexual exploitation are properly responded to. Child sexual exploitation is no longer an issue in the home.  The SMT has transferred an experienced and competent manager from within the organisation to lead the home after a period of turbulence and change. He has brought stability, motivation and focus. Staff speak highly of the new arrangements. His work is supported through supervision by the responsible individual and through the appointment of a deputy manager of equal calibre. Staff morale has significantly improved as a result of these changes.  The management team has improved the risk management process so that

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The children's home provision is good because:

known risks are assessed and comprehensive control measures are put into place.  The manager arranges for independent professional assessments and advice on the suitability of placements. He has made good decisions about the young people who have been accommodated and, in one case, ended the placement.  The management team has supported staff during a period of young people’s escalating poor behaviour that has often involved threats of extreme violence. Managers have ensured that staff are trained in behaviour management. They have completed a comprehensive analysis of physical restraints and deemed them all appropriate and in accordance with statutory guidance.  The management team has put into place good strategies to improve health. These include introducing a no smoking policy, ensuring that health plans are in place and that advice is sought from a health professional in the event a young person refusing medication.

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The children's home provision is good because:

 The manager has introduced a training plan that encompasses all the presenting needs of young people. The plan includes training regular bank staff who work at the home. He reinforces the learning through reflective logs used in the supervision process, to apply the training in practice.  The deputy virtual school head has trained staff in the role of the virtual school. Staff are confident to advocate for the education arrangements for young people and about what to do when young people are not getting the education that they are entitled to.  The manager has a good development plan in place. He has identified the key issues and has clear responsibilities and timelines to further improve the quality of care.  Staff are unreservedly committed to their roles. They are dedicated to the young people in their care, sometimes in the face of extreme opposition.

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Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendation:

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Recommendations

 Review the policy on e-safety to clearly describe the expectations of young people when using smart devices. (‘Guide to the children's homes regulations including the quality standards’, page 44, paragraph 9.19)

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Information about this children's home

The home is registered to accommodate up to four young people who have emotional or behavioural difficulties. Fairways Care (UK) Ltd is the wholly owned subsidiary of the charity, Fairways Foundation. The organisation has its own educational facility nearby.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

25/08/2016 Monitoring Complies with notices

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Recent inspection history

08/03/2016 Interim Declined in effectiveness

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Recent inspection history

30/03/2015 Interim Declined in effectiveness

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Good

Young people benefit from staff who are committed to meeting their needs, sometimes in the face of extreme opposition. Staff continue to give young people a message that they understand their underlying emotional disturbance and that they care. A member of staff said, of a young person who has been exhibiting extreme violence, ‘He is a superb young person.’ Staff persist in their efforts to support and engage young people, even when the young people are resistant and confused. In such circumstances, staff work closely with placing social workers to implement strategies and give the young people every opportunity to manage their behaviour while dealing with the underlying psychological issues. Despite such strong efforts, not all young people choose to engage. Consequently, well-thought through and reasoned decisions to end placements have been made. Some young people have a break from the home, for example in the organisation’s

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Good

activity centre. Key workers provide support. Young people, who are having a break from everyday routine, reflect on their behaviour and enjoy familiar faces and time with staff who know them well. They are able to consider the impact of their behaviour on their lives and futures. Young people are able to develop their self-management competency and begin to find alternative ways to express their emotions. Other young people show no remorse for their violent outbursts and say that they will do it again. Staff work with other professionals to discuss the options for future work. This includes a review of the placement. The manager has improved the approach to health. He puts into place succinct healthcare plans and records key information, such as immunisations. He has introduced a no-smoking policy across the whole site. He arranged for the removal of a smoking shelter in the garden. He has enlisted the support of smoking

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Good

cessation professionals. Although young people are not currently engaging, they are starting to benefit from a no-smoking culture. For example, one young person wants to explore e-cigarettes as an alternative to smoking. A young person has started to use the gym on a daily basis. Staff understand the medication procedure and take the advice of a health professional when a young person refuses to take their medication. Young people are starting to engage in therapy, such as art therapy, to improve their emotional well-being. Young people have arrangements in place for their education. Staff planned carefully what would happen in the new academic year for those young people turning 16. Staff listened to young people and recorded their views in the personal education plan. Young people are able to access the education establishment of their choice. Currently, education professionals provide work away from the school

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Good

as staff work with young people to calm their behaviour. Young people benefit from a staff team that is committed to meet their needs. At times, they put their relationship with staff to the test. Staff continue to provide a consistent message that they genuinely care. A young person said, ‘I like the staff and being in the home.’ Young people live in a warm and comfortable environment. Staff are committed to maintaining this. In addition to the maintenance staff undertaking routine work and repairs, care staff offer their support through painting rooms and gardening. They are determined to give young people a homely environment, even when young people have damaged it. They want young people to have a sense of identity, belonging and pride in their home. Staff make links in the local community, especially as they support young people to look for apprenticeships. They work with young people to discuss what roles might

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Good

best suit them and their interests. There are some successes. For example, a local business offered a young person an apprenticeship working with horses. However, the young person did not take this up due to a reluctance to work at weekends. Staff support young people to see their families and others who are important to them. They make sure that the home is available as somewhere to meet if necessary. They are on hand to assist young people to manage their emotions after contact. Young people have a voice. They know how to access the complaints procedure and use this as a mechanism to get a formal answer to any concerns that they may have. The manager ensures that there is an investigation and a clear outcome. In addition to this process, staff have been successful in sourcing an advocate for a young person. Young people also give their views by attending statutory reviews, although this is difficult for some to manage.

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Good

Staff work with young people to develop independent living skills. They identify those who are ready to use the annex as a means to test and develop skills that they will need as adults. Staff ensure that they attend pathway planning meetings and advocate for young people to have the remaining years in care thoughtfully planned.

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Good

The manager has strengthened the risk management process. Staff regularly update the documents so that there is an accurate picture of current risks and strategies. He incorporates any other professional recommendations into the control measures. Staff use antecedent, behaviour and consequence charts to record events and to use as a tool to inform the risk assessment. There is a comprehensive policy on missing from care. Going missing is not a current issue in the home. Other professionals train staff in behaviour management techniques, with a strong emphasis on de-escalation skills. Some young people have been extremely violent and threatening. Consequently, there has been a spike in the use of physical intervention. Staff have managed serious threats, such as threats to kill with a weapon, in such a way that the situation has not escalated to actual harm. Senior managers completed a comprehensive audit of over 30 physical interventions over

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Good

a three-month period. They concluded that all were appropriate and in accordance with legislation and guidance. They recognise the need to improve the recording of all key information and to give each young person the opportunity for a debrief. Staff value the peer support and good communication which enables a consistent approach to managing behaviour. Staff use sanctions as a behaviour management tool. They link sanctions to the event, for example supervising spending money for a short period when a young person did not have receipts as requested. The manager reviews sanctions to ensure that they are proportionate and effective. In the midst of difficult and challenging circumstances, staff have done all they can to prevent criminalising young people. They demonstrate a love and care for the young people even when young people do not reciprocate this. They have ensured that there has not been unnecessary police involvement, while holding young

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Good

people accountable for their actions. Police have been involved as a last resort in the most serious of incidents that had the potential to cause significant injury to others. Staff search rooms only when there is good cause to do so. They do this with sensitivity and appropriate recording, taking advice from the police and other professionals if they find items of concern. Staff keep young people as safe as they can in the community. They identify the key areas where young people may be at risk and agree strategies with placing social workers on how to manage that risk. They consult with young people and secure agreement about the strategies in place to safeguard them. Safeguarding professionals have provided refresher training for staff. Staff understand what to do in the event of a disclosure or allegation. They diligently follow procedure when young people, often when they are in a state of high

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Good

agitation, make statements that are accusatory in nature. The manager seeks advice from the local authority designated officer on safeguarding and follows due process in such an event. All are kept safe while necessary investigations take place. Job applicants are subject to safer recruitment practice. The manager ensures that all necessary checks are in place, thereby only employing adults deemed to be suitable to work with children. Young people enjoy the privilege of having access to their own smart phones. Staff use the induction process and key-work sessions to teach them about the risks. Staff are currently reviewing the content of this to reflect the most up-to-date trends in the cyber world. Currently the agreement with young people is limited to when they may access the internet. It does not specify the responsibilities that staff expect young people to adhere to when using a device, such as what smart-

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Good

phone applications are inappropriate, what privacy settings are required and when they should allow staff to access their device to ensure their ongoing safety. Staff have worked with the police, when other young people have voiced concerns about alleged images on phones, to conclude that there is no risk.

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Good

The senior management team has appointed an experienced and qualified manager who has a record of accomplishment in bringing about positive change. He has provided the necessary leadership, bringing stability and consistency during a difficult period. He has the necessary people skills to motivate and support his team to provide the best possible care. A member of staff said, ‘We are now using proactive strategies, not reactive.’ Staff value the new leadership structure, and morale has significantly improved. A member of staff said, ‘There has been a massive improvement.’ The manager has introduced a new training system. He has effectively delegated responsibility to identify all staff training needs, including those of bank staff who work regularly at the home. He has been creative to embed the training into practice, with reflective logs to apply the learning to actual young people and situations in the home. He ensures that the training is relevant to presenting

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Good

needs, such as self-harming behaviour or violent outbursts. Staff say that they feel skilled to manage the pertinent issues. The senior management team of the organisation has reviewed the referral and admission process. By using a newly formed pre-admission panel, the manager is able to form a pre-placement risk assessment that includes an evaluation on the impact of others living in the home. Since the last full inspection, the manager has reviewed the suitability of the placement of all young people in the home. He has involved other professionals and used independent assessments to inform his judgement. In one case, he has ended a placement, as the home could not meet the needs of the young person. A placing social worker spoke positively of the staff input into the life of the young person in difficult circumstances. An independent visitor monitors the quality of care. She produces a monthly report

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Good

that provides professional challenge. The manager is not defensive but welcomes the critique and implements the recommendations. Members of the senior management team provide additional oversight, such as conducting internal investigations in the event of an allegation or comprehensively analysing the increase in incidents requiring physical intervention. The responsible individual provides support, guidance and accountability to the manager. The manager effectively deploys the staff team members. He is planning for the future through the introduction of a graduate programme and a future leaders’ programme. He is committed to finding and developing professional people who embrace and shape a positive culture. The new manager provides regular supervision to staff. Staff, who at one time had not had supervision for an extended period, now have regular, formal support on an individual basis. They also benefit from group supervision, in which they are able to discuss issues so that

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Good

they are working collaboratively to bring stability to the home. Staff speak positively of the introduction of an employee committee. They say that they have a route to speak communally to senior management about any issues that arise. This is a home that has recovered from the previous judgement of inadequate and used the professional challenge from Ofsted to look meticulously at process and practice to bring about the necessary change.

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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 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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