Children's home run by Acorn Homes (UK) Ltd in Thanet

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 manager successfully leads the staff team in forming very good relationships with young people, their families and professionals. This provides an inclusive foundation for partnership working that young people participate in.  Risk management is a strength of the staff team. Staff effectively interact and negotiate with young people to understand what their behaviour is communicating. They then work on how to achieve the desired outcome safely, particularly in relation to missing young people. A professional observed, ‘I am very pleased with how the home [has] managed significant risks very well.’  The staff team is equipped for team members’ roles through a sound induction and training programme, alongside a good level of support and supervision.  Staff are skilled at working alongside young people to encourage them to see the value in education and to motivate them to attend school.  There is an emphasis on healthy activity in this home. Young people speak

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The children's home provision is good because:

positively about the sporting activities that they do and appreciate the support of staff.  Professionals are very complimentary about the difference that living in this home has made to young people and their families. One said, ‘The staff team get children engaged in a good range of activities. They are a really proactive team who will go the extra mile to support young people. This is the first placement which has been able to engage with [X]’s mother, which has had really positive benefits for [X].’  The areas identified for improvement include a review of health and safety, the toilet and bathing facilities in the home, medication management and young people’s access to a phone. Other shortfalls primarily relate to ensuring that a range of records are accurate and up to date and comply with regulations, including target setting as a result of management monitoring.

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Statutory requirements

This section sets out the actions which must be taken so that the registered person(s) meet(s) 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

The protection of children standard In order to meet the protection of children standard, the registered provider must ensure that staff assess whether each child is at risk of harm, taking into account information in the child’s relevant plans, and, if necessary, make arrangements to reduce the risk of any harm to the child. In particular, they must ensure that:  all identified risks are included in individual risk assessments;  risk assessments are updated in the light of new information; and  that relevant documents cross-reference effectively. (Regulation 12(2)(a)(i)) 30/11/2016

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Requirement Due date

The registered person must ensure that 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 the effectiveness and any consequences of the use of the measure. In particular, they must evaluate the safety and suitability of any physical interventions that result in children falling and update behaviour management plans in the light of this evaluation. (Regulation 35(3)(a)(vii)) 30/11/2016

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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. In particular, they must record details of any medical or dental need, examination or treatment of the child. (Regulation 36(1)(a)) 30/11/2016

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Requirement Due date

The protection of children standard 30/11/2016 In order to meet the protection of children standard, the registered provider must ensure that the premises used for the purposes of the home are designed, furnished and maintained so as to protect each child from avoidable hazards to the child’s health. In particular, they must review health and safety arrangements to ensure that they include fire detection arrangements in the cellar and the fire zone plan. (Regulation 12(2)(d))

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Requirement Due date

The registered person must make arrangements for the handling, recording, safekeeping, safe administration and disposal of medicines received into the children’s home. (Regulation 23(1)) 30/11/16

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Requirement Due date

The quality and purpose of care standard In order to meet the quality and purpose of care standard, the registered provider must ensure that the premises used for the purposes of the home are designed and furnished so as to meet the needs of each child. In particular, they must review and improve the bathroom and toilet facilities. (Regulation 6(2)(c)(i)) 30/11/2016

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Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendations:  Staff should be familiar with the home’s policies on record-keeping and understand the importance of careful, objective, and clear recording. In particular, they should ensure that, where changes are made to records, there is a clear version history, that dates are accurate and that written review contributions are specific about the progress of young people. (‘Guide to the children's homes regulations including the quality standards’, page 62, paragraph 14.4)  As set out in regulations 31-33, the registered person is responsible for maintaining good employment practice. They must ensure that recruitment, supervision and performance management of staff safeguard children and minimise potential risks to them. In particular they should provide evidence that: − gaps in employment history and significant issues raised by applicants

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Recommendations

have been explored at interview, and − there is management oversight of the hours worked by staff. (‘Guide to the children's homes regulations including the quality standards’, page 61, paragraph 13.1)  Under regulation 46, the registered person should review the appropriateness and suitability of the location and premises of the home at least once a year. The review should include the identification of any risks and opportunities presented by the home’s location and strategies for managing these. (‘Guide to the children's homes regulations including the quality standards’, page 64, paragraph 15.1)  The registered person should actively seek independent scrutiny of the home and make best use of information from independent and internal monitoring (including under regulations 44 and 45) to ensure continuous improvement. They should be skilled in anticipating difficulties and reviewing incidents, such

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Recommendations

as learning from disruptions and placement breakdowns. They are responsible for proactively implementing lessons learned and sustaining good practice. In particular, they should set explicit priorities, targets and timescales. (‘Guide to the children's homes regulations including the quality standards’, page 55, paragraph 10.24)  Homes are required to develop and keep under review a statement of purpose (regulation 16 and schedule 1). The home’s statement of purpose should be child focused, indicating how the home provides individualised care to meet the quality standards for the children in their care. In particular, they should ensure that the statement of purpose accurately reflects the practice of the home. (‘Guide to the children's homes regulations including the quality standards’, page 14, paragraph 3.5)  The registered person should only accept placements for children where they are satisfied that the home can respond effectively to the child’s assessed

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Recommendations

needs as recorded in the child’s relevant plans and where they have fully considered the impact that the placement will have on the existing group of children. (‘Guide to the children's homes regulations including the quality standards’, page 56, paragraph 11.4)  The design of the home should provide staff that sleep in the home overnight with appropriate accommodation and facilities to do so. (‘Guide to the children's homes regulations including the quality standards’, page 17, paragraph 3.26)  Children’s homes have a duty to provide access to a telephone that children can use privately (regulation 22(3)(a)). This can include the provision of a mobile phone where appropriate and safe for the child, as long as an alternative is in place for the child to make telephone calls in private if their personal mobile phone is lost, out of credit or broken. (‘Guide to the children's homes regulations including the quality standards’,

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Information about this children's home

This privately run children's home is part of a larger company, which has a number of similar homes in the area. It is registered for up to seven young people who have emotional and/or behavioural difficulties. The company also has a school, which young people may attend.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

23/02/2016 Interim Improved effectiveness

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Recent inspection history

19/02/2015 Interim Improved effectiveness

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Good

Young people progress well in this home. One parent described the change for the better as ‘100%’. Young people’s positive relationships and engagement with staff enable them to learn and develop acceptable and appropriate responses to situations that they find difficult. This has provided young people with a sound foundation on which to make progress and achievements in other areas of their lives. This view is shared by the young people, their families and professionals working with them. A parent said, ‘Staff understand [X]. They see the signs when [X] is getting upset and work with [X] to do something about it.’ A social worker said, ‘[X] has changed behaviour and is able to talk about issues rather than throw things and be aggressive when upset. This has enabled [X]’s needs to be better assessed and supported.’ Staff work with young people to promote their good health. For example, the quality of support has enabled health professionals to identify that a young person

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Good

has a mental health condition as well as learning difficulties. Some young people are occasionally resistant to attending routine healthcare appointments, and work is planned to address this. The administration and storage of medication are sound. This inspection identified a gap in the medication stock control system for a controlled drug and in the process of passing on medication to be taken at home. The emphasis on physical activity noted in the last full inspection report continues, effectively improving the fitness levels of young people. The manager has identified engagement with the local child and adolescent mental health services as an area for improvement and is actively working towards this. Staff effectively promote and support young people to engage in education. As a result, most young people now have a pattern of regular school attendance following long periods of non-engagement. Staff tailor their approach to individual

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Good

need and work at the pace of each young person, supporting sustainable progress to achieve at least 25 hours’ education per week. A parent said, ‘[X] is back in school because of the encouragement from staff.’ Managers challenge local authorities to find suitable education provision that meets the needs of young people as outlined in their education and healthcare plan. The management team has begun some good work on developing ideas for consultation with young people, for example gaining their ideas for a new games room through the use of pictures and one-to-one meetings, to hear their opinions first hand, in addition to the regular young people’s meetings. Young people know how to complain and are confident that they will be listened to because their voice is important to staff. Staff know young people and their families very well and successfully engage with them. This has supported the development of trusting relationships, which enable

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Good

negotiations that are in the best interests of young people. One young person was very complimentary about the role of a key worker in speaking up and ensuring that the young person’s views fully inform future plans. Young people engage in a range of purposeful and enjoyable activities with staff support. Young people feel part of the local community through their participation in local clubs. This also enables the development of friendships outside the home. The last inspection report referred the relocation of the kitchen to provide a new ‘hub’ in the home for staff and young people to meet and talk. This work is not yet complete after six months. As a result, daily living experiences, particularly at mealtimes, are disjointed, with young people drifting in and out. The manager is pushing for completion of the work, and it is hoped that mealtimes will become social occasions and that the kitchen/diner will provide a focal point for group

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Good

interactions. The current dining room is not furnished to a good standard. This will be a games room once work in the kitchen is complete. The bathroom facilities are very limited and one requires updating. In particular circumstances, young people have to ask staff for a key to use a toilet, which they should not have to in their home. Staff who sleep in the home do not have separate facilities from young people. Any young people who do not have access to a mobile phone have to ask staff to use the house phone. Not all young people want to do this and feel that this limits the contact they have with those that are important to them. Transitions are generally well managed and planned for. Some young people sustain long-term placements, and others are happy to contemplate staying long term. There have been some unplanned endings, not all at the instigation of the service, due to the behaviour of young people.

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Good

Staff work closely with young people to support them and guide them in learning life skills. Alongside developing self-care skills and progressing to cooking and budgeting for themselves, young people talk very positively about the role of staff in educating them about how to keep themselves safe. One young person said of living in the home, ‘It kept me out of prison. They [the staff] talk to you and help you and consider what you want. They are nice to you.’ Another said, ‘They care for me. I have received more care in [these] two years than in the whole of my life before this.’

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Good

Staff work effectively with young people to reduce a range of identified risks, and young people can identify risk for themselves. They say that they feel safe in the home. Visiting professionals talk positively about how young people have made changes to their behaviour that have decreased their exposure to risks. For example, several professionals commented on how well staff manage and significantly reduce episodes of missing. Staff are concerned to keep young people safe and actively look for them, with frequent success. Young people benefit from return-home interviews, and staff take action as a result of information obtained. Staff have reduced the frequency of young people going missing through strong partnership working, information sharing and a consistency in approach with families and professionals. One professional described this as ‘a fantastic achievement that has been a welcome surprise.’ Another said, ‘[X] has stopped

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Good

absconding. This has also reduced the risk of child sexual exploitation.’ Staff are knowledgeable about and describe how they minimise and manage risks to individual young people. However,this is not reflected in the supporting documentation. For example, a risk assessment referred to in a care plan was not found. Risk assessments are not routinely updated in the light of new information, nor are all previously identified risks carried forward. Young people say that there is no bullying in the home. One said, ‘Staff make sure of this.’ A parent observed that there may have been some bullying, but it had been dealt with by staff. Staff demonstrate a good awareness of young people’s potential vulnerability to bullying behaviour. However, records do not evidence that staff provide young people with a robust challenge to any discriminatory language or behaviour. Staff have developed good relationships with young people, which underpin the

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Good

accredited behaviour management approach used in the home. The focus of this is the use of a range of techniques to defuse potentially challenging situations, and includes the appropriate use of physical intervention. Young people say that they have no concerns about use of physical intervention, and staff only use this when necessary. They understand why staff have held them and consider that it was the right thing for staff to do at the time, to keep them and others safe. Young people confirm that they have the opportunity to talk about the incident afterwards. The behaviour management plans for young people are broadly similar but do not specify the preferred or most effective de-escalation techniques, or type of hold if required, for each young person. Behaviour management and positive handling plans are not routinely updated after incidents. The manager reviews each record of physical intervention. A number of these records show that a member of staff

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Good

and a young person fell to the floor during the intervention. There is no evaluation of the safety and suitability of the individual intervention or an overview of such instances to identify how to prevent recurrence. Staff effectively implement the organisation’s approach in managing young people’s behaviour in the home so as not to criminalise young people unnecessarily. Staff use the good relationships that they have built with young people to engage them in a restorative justice approach. As a result, sanctions are infrequent. Staff are proactive in safeguarding young people, working in partnership with other agencies. They provide young people with information about how to keep safe when using social media. Staff monitor internet access when this is part of the plan for a young person. They undertake room searches, and young people are aware of the circumstances in which this may happen. Staff are knowledgeable about and implement the sound child protection policy.

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Good

Any concerns are well managed. The records of one investigation contain some inconsistencies. For example, there are two versions of an incident report, with no version history, and the date of the incident and debrief are not accurate on another record. Generally, recruitment practice is sound, but interview records lack detail. For example, they do not evidence that identified gaps in employment history or all significant issues raised by applicants were explored at interview. The manager ensures that routine maintenance and servicing of equipment take place as required. However, there are some minor health and safety shortfalls. Fire safety measures in the cellar, accessible only to staff, are lacking. The fire zone floor plan lacks clarity. Staff did not know which zone applied to which area in the house. A garden bench and the front path both pose potential hazards, but these had not been identified in a recent health and safety check of the premises.

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Good

Staff are knowledgeable about the risks arising from the location of the home and the actions taken to reduce these risks. However, this depth of knowledge is not reflected in the current location area risk assessment, which the manager was updating at the time of this visit. Neither is there evidence of the actions deemed necessary by the management to minimise risk, such as key-work sessions with individual young people about specific location risks.

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Good

The suitably qualified and experienced manager has been in post for the last year. He now leads a full staff team, supported by two deputies, following a period of change in the team composition. There has been a stable core group of staff that has provided consistency for young people and their families. Staff deployment on shift is effective and meets the needs of young people. Staff are committed to the young people and have worked additional hours to cover the staffing shortfalls rather than use agency staff. Records show that some staff have regularly worked considerably in excess of their contracted hours. It is not clear whether there is management oversight of this to ensure that this is in the interests of the staff themselves and the young people. Staff benefit from a structured approach to support, learning and personal development. There is a good induction programme that new staff undertake

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Good

before starting work in the home, sometimes while waiting for final recruitment checks to be completed. This is followed with a training schedule that ensures that staff gain the knowledge that they need to inform their work with young people in good time. All staff who are required to do so hold the necessary qualification, with more recently appointed staff appropriately enrolled to achieve this. Staff in senior positions are supported to gain qualifications commensurate with their roles. Staff report that regular supervision and team meetings support them in their work with young people. Daily handovers between staff provide a good outline of what is happening for each young person and what staff need to do to support them. The registered manager is reflective in his approach, and this informs the monitoring process and the evaluation. This takes into account learning from complaints and placement endings, successful or otherwise. The manager is

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Good

developing systems for formal consultation with stakeholders. The resulting monitoring reports and development plans are weakened by the lack of explicit priorities, targets and timescales. Staff engagement with professionals is good. One commented that the team ‘[is] committed to strong partnership working.’ Families also speak highly of how staff work with them to support the care plan for their child. One parent was very pleased that a child had attended and engaged in a child looked after review, which they saw as a big step forward. One young person described appreciatively how a keyworker ‘listens and fights my corner’. Staff’s written contribution to reviews is broad brush, and makes generalised rather than specific comments. This does not reflect the detail of the progress and achievements or areas for development of young people. In addition, the systems for monitoring and recording progress are not strong. However, young people themselves, their

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Good

families and those working with them can articulate the difference that living here has made. The statement of purpose is not a wholly accurate description of the service provision. For example, the engagement of the health and well-being team is not as reported in this document or on the website, and the manager does not ‘provide outcome-based statistical evidence on a range of aspects linked to the engagement and experience of the young people placed.’ The manager anticipates that two very new appointments to the health and well-being team should increase its availability and accessibility. Professional partners were generally highly complimentary about the care that young people receive in this home. Several identified matching of new referrals to young people resident as an area for improvement. This predominantly related to an unsettled period earlier in the year. Staff can verbally outline a thorough

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Good

matching process, but this is not supported by the document available, which is a standard statement, and does not show how a new admission may impact on those already resident.

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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. 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

Interested in our work? You can subscribe to our monthly newsletter for more information and updates: http://eepurl.com/iTrDn .

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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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