Children's home run by Meadows Care Limited in Rochdale

Good

The children’s home provides effective services that meet the requirements for good.

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The children’s home’s provision is good because:

 Young people enjoy trusting relationships with the staff team. Both young people are positive about their experiences and feel valued and respected.  The ethos of this home is underpinned by warm, trusting and supportive relationships with adults who provide young people with stability and opportunities to develop and progress.  Young people engage in their education placements and are well supported by a staff team which recognises their efforts.  Young people’s safety is consistently promoted through a range of safeguarding procedures and well thought-out risk-management strategies. Detailed risk assessments and behaviour management plans underpin staff practice.  Staff are led by an enthusiastic and motivated manager. He is child-focused and has high aspirations for young people. Staff feel valued and share the manager’s vision to improve the life experiences of young people.  Leaders and managers have a clear understanding of the strengths and

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The children’s home’s provision is good because:

weaknesses of the home. An action plan is in place to ensure that improvements are embedded into practice.  Shortfalls identified at this inspection relate to internal investigation of staff practice. Investigation records are not completed with sufficient rigour and lack evaluation. This shortfall has not caused harm to young people’s safety or welfare and therefore has not had an impact on the inspection judgement. 

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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

The procedures to be followed in the event of an allegation of abuse or neglect must provide records to be kept of an allegation of abuse or neglect, and the action taken in response. This is with specific reference to investigation records. These must provide clear evidence of the steps taken and the outcome of any resulting investigation. (Regulation 34 (2)(d)) 15/12/2016

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Information about this children’s home

This is one of a number of children’s homes operated by a private company. The home is registered to provide care and accommodation for up to three young people with emotional and/or behavioural difficulties. The organisation also has a therapy department as well as a school, which young people can access if appropriate.

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Recent inspection history

Inspection date Inspection type Inspection judgement 22/02/2016 Interim Sustained effectiveness 28/10/2015 Full Good 30/03/2015 Interim Sustained effectiveness 10/07/2014 Full Good

p.5

Good

Two young people have remained living in the home and have made progress in their safety and with their emotional well-being. They benefit enormously from living in a nurturing environment where staff are intuitive and treat them with unconditional positive regard. Staff are not overwhelmed by challenges or setbacks and make great efforts to help young people get back on track. The positive relationships between young people and staff provide a firm foundation that enables young people to live out their childhood in a safe and caring environment. This has undoubtedly contributed to young people’s confidence and sense of belonging, as well as making them more resilient to the challenges that they face in their lives.

p.6

Good

Young people spoken with during the inspection confirm that they like living at this home and get on well with the staff. One young person stated: ‘I’d rate this home 8 out of 10 because I like the staff.’ Another young person stated: ‘Staff have really helped me along the way and think this home is a good home.’ Both young people have established trusting relationships with a number of the staff and have clearly benefited from stable placements. Young people confirm that they feel valued and respected, and that their views and opinions are routinely considered and influence the day-to-day running of the home.

p.6

Good

Young people receive support and encouragement to achieve educationally. In order to help young people fulfil their potential, staff work closely with their colleagues in education and provide opportunities for them to succeed, such as providing additional support in school and helping young people to engage in their individual education programmes. Attendance and engagement levels have improved and young people make good progress. There is an aspirational culture within the home that helps young people to aim high. Young people are given every opportunity to thrive educationally, and as a result they have genuine aspirations and goals for their future lives.

p.6

Good

Staff recognise the importance of family relationships and do their best to support these when it is safe to do so. They work closely with social workers to ensure that the parameters and arrangements for safe and purposeful contact are agreed, and that they are in the best interests of the young person.

p.6

Good

Young people are helped to pursue their hobbies and leisure activities, both in the home and in the local community. Their talents and interests are harnessed. For example, staff have sourced additional coaching for one young person who has a clear talent for playing badminton. She is aiming to play the sport at county level and wants to be part of the 2020 Olympic team. This clearly demonstrates aspiration and increased confidence.

p.6

Good

Young people’s views are integral to all aspects of care planning. Staff work hard to keep them informed and fully involved in influencing the decisions affecting their lives. They continuously talk to young people about their needs, views and wishes and use this information to influence the day-to-day running of the home. Consequently, young people feel listened to and valued as individuals in their own right.

p.7

Good

Independence planning in the home is well thought-out and delivered. The staff are working with young people to develop independent living skills, and are setting achievable goals and targets to support the young person’s engagement in the process. One young person is due to move to independent living. The staff team has gone to great efforts to help her to find suitable accommodation in the area. They have worked in partnership with various services to ensure that the move is a positive experience. Effective collaboration and preparation increase the likelihood of a successful transition and ensure that the young person is fully supported throughout.

p.7

Good

From their individual starting points, young people currently living in the home have made good progress, particularly in reducing their risk-taking behaviour, such as self-harm and going missing. One social worker said: ‘It is very clear that staff know [Name] well and set clear boundaries and are consistent with her. [Name] is a very complex young woman with high-risk behaviours. But this placement is meeting her needs very well. The staff team has nurtured her well and she is now engaging. In recent months we have seen a reduction in her high-risk behaviours. She has progressed in this placement, she laughs and has certainly found her voice.’

p.7

Good

One-to-one staffing ratios, good knowledge of each young person’s specific triggers and competence in using positive relationships and de-escalation techniques to defuse challenging behaviours, mean that physical restraints are minimal. On the occasions when restraint has been used, it has been used sensitively and as a last resort, in order to keep young people from harming themselves and/or others. All staff are appropriately trained in the use of physical restraint and detailed records are maintained. Records contain the necessary information, including the method of intervention. Young people discuss the impact that restraint has on them and staff encourage them to consider alternative means of managing their frustrations. Consequently, incidents of negative behaviour have decreased.

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Good

Behaviour management plans are individual and effective. Staff have a clear understanding of young people’s needs and adopt a sensitive and non-punitive approach to behaviour management. The staff team members implement the home’s rules and boundaries fairly and they are consistent in their approach. The use of sanctions is kept to an absolute minimum, with only four since the last inspection. There is a clear focus on restorative practice. This has helped young people to understand the implications and consequences of their behaviour and to develop the skills they need to improve their relationships and resolve their conflicts positively.

p.8

Good

R isk assessments take full account of young people’s triggers and clearly highlight strategies on how to manage known risks. Plans are reviewed and updated in response to incidents and robust communication within the team ensures that everyone is always aware of presenting issues or concerns. Staff positively engage young people in individual sessions, where they are provided with the opportunity to reflect on risky behaviours. This has helped young people to take responsibility for their actions and encourages personal development.

p.8

Good

Incidents of young people going missing without consent have reduced significantly over the last three months. When young people have gone missing, staff have made every effort to maintain supervision and follow individualised reporting protocols, agreed with the police, when they have lost sight of them. This has ensured that the right action has been taken to manage young people’s risks and vulnerabilities in the community. Effective partnerships with the local police, placing social workers and young people’s families also help to reduce these occurrences. This consistent approach to maintaining young people’s safety further promotes their welfare.

p.8

Good

Allegations and complaints made against staff are quickly actioned by the registered manager. Internal investigations are fair, relevant parties are notified and young people are listened to and respected. However, internal investigation records are not robust. For example, records lack evaluation regarding the process undertaken by the manager and there is little evidence of how the outcome was reached. Records made in this way lack clarity and do not stand up to scrutiny in the event of a further complaint.

p.8

Good

Staff complete regular health and safety checks. As a result, potential hazards that have an impact on the safety of young people are appropriately managed. Risk assessments, regular fire drills and routine checks ensure that the home continues to be a safe place for young people, staff and visitors.

p.8

Good

Since the last inspection, the organisation has implemented a more robust recruitment and selection process for new staff. This means that the recruitment of staff is now more robust and demonstrates that as much as possible is done to verify the suitability of people working in the home.

p.8

Good

The manager was registered with Ofsted in December 2015. He is working towards the relevant management qualifications and has suitable experience for the role. Staff spoken with during the inspection express satisfaction at the support they receive from the manager. Comments included: ‘I feel very supported and I know I can approach the manager at any time.’

p.9

Good

The home is adequately resourced and delivers the services and support outlined in the statement of purpose. The manager ensures that there are sufficient numbers of staff on duty to meet the young people’s individual needs. Since the last inspection, a number of staff vacancies have been filled, resulting in less pressure on the existing staff team. The registered manager ensures that suitable staffing levels are maintained during periods of sickness, annual leave or when staff move to pursue other career choices. Shortfalls in the rota are acted upon quickly by deploying existing staff who work in the manager’s other home. This reduces the need for agency staff and helps to maintain consistency for the young person.

p.9

Good

Staff confirm that they feel well supported by the manager and their colleagues. They benefit from regular formal and informal supervision and from appraisal taking place annually. Training opportunities are good and all staff are up to date with their core training. Gaps in training are quickly addressed and further training is implemented in the light of the identified and emerging needs of young people placed. For example, therapeutic care and self-harm training was implemented earlier this year. This response enables staff to learn new skills and to refresh existing ones so that the ever-changing needs of young people in their care remain fully addressed.

p.9

Good

There are regular staff meetings, which support staff with care practice and strategies for working with the young people. There are also clinical meetings, which support staff in working with and successfully being able to support young people with their behaviours and feelings. Staff report that if they have any worries or concerns about young people, they can contact the clinical team, which responds quickly with advice. This means that staff can put strategies in place without having to wait for the next meeting.

p.9

Good

Case records are well structured and stored securely, and recording is of a good standard. Young people have regular opportunities to access their care file and this presents them with an accurate description of the time they have spent at the home. All significant events are notified to relevant agencies, which ensures that prompt action is taken to protect young people. Partnership working is effective and the manager has good working relationships with parents, relatives and placing authorities. This provides a consistent approach to young people’s care.

p.9

Good

The manager undertakes regular monitoring of the home to ensure that it operates in accordance with the statement of purpose. Leaders and managers have a realistic understanding of the strengths of the service and promptly address areas where improvements can be made. The home continues to use a detailed development plan to drive forward further improvements. This ensures that young people remain at the heart of the home and they receive the best possible care.

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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 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, work- based learning and skills training, adult and community learning, and education and training in prisons and other secure establishments. It inspects services for children looked after 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

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

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