Children's home run by Bournemouth Borough Council in Bournemouth, Christchurch and Poole

Requires improvement

The children's home is not yet delivering good help and care for children and young people. However, there are no serious or widespread failures that result in their welfare not being safeguarded or promoted.

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The children's home provision requires improvement because:

 The three changes in leadership of the home in the past 12 months have adversely affected the provision of effective care planning and strong working relationships between the staff of the home and senior managers within the local authority. This has led to inconsistency and a service that is not being delivered in keeping with its own statement of purpose.

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The children's home provision requires improvement because:

 Leadership decision-making for a young person reaching adulthood and preparing to leave their home has not been consistent with the arrangements and plans agreed by the young person’s placing authority.

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The children's home provision requires improvement because:

 Leadership decisions weaken the protection and safeguarding of young people. The responsible individual has not ensured that each young person has an independent return home interview following every episode of being reported missing from their home.

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The children's home strengths

 The home is effectively and efficiently managed by the registered manager and the practice manager, who are well qualified and experienced. They demonstrate an exceptional understanding of child development and sound residential childcare principles.  The managers and staff of the home are positive about, and have high aspirations for, the young people they look after. They champion meeting the needs and experiences of each young person, including their hopes for the future. They robustly challenge other professionals to secure positive outcomes for the young people.  Managers and staff work proactively and creatively with partner agencies and professionals to provide the best possible care to the young people and to ensure that they receive suitable education opportunities.  The use of the home’s robust staff development framework and the provision of regular, high-quality supervision help staff to look after the

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The children's home strengths

young people well. Staff are well trained, well qualified and increasing their level of competency. The team works cohesively and collaboratively to provide safe care, consistency and stability in the young people’s daily lives.

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Statutory requirements

This section sets out the actions which must be taken so that the registered person(s) meets the Care Standards Act 2000, Children's Homes (England) Regulations 2015 and the ‘Guide to the children's homes regulations including the quality standards’. The registered person(s) must comply within the given timescales.

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Requirement Due date

13 The leadership and management standard

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Requirement Due date

In order to meet the leadership and management standard, the registered person must enable, inspire and lead a culture in relation to the children's home that:

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Requirement Due date

(1)(a) helps children aspire to fulfil their potential; and (b) promotes their welfare

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Requirement Due date

(2) In particular, the standard in paragraph (1) requires the registered person to: (a) lead and manage the home in a way that is consistent with the approach and ethos, and delivers the outcomes, set out in the home’s statement of purpose. (Regulation 13(1)(a)(b)(2)(a)) 21/11/2016

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Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendations:  When a child returns to the home after being missing from care or away from the home without permission, the responsible local authority must provide an opportunity for the child to have an independent return home interview. (‘Guide to the children’s homes regulations including the quality standards’, page 45, paragraph 9.30)

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Recommendations

 As with all the Quality Standards, the responsibilities and accountabilities in the leadership and management standard fall on the registered person. In practice, just as with the other standards, those responsible for the day-to-day running of the homes, including leadership teams in large homes and specialist advisers within other settings, play a key role in enabling the registered person to fulfil the requirements of this standard. (‘Guide to the children’s homes regulations including the quality standards’, page 52, paragraph 10.2)

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Recommendations

 Effective care planning and strong working relationships between the staff of the home and the placing authority are essential to the success of placements. (‘Guide to the children’s homes regulations including the quality standards’, page 56, paragraph 11.2)

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Information about this children's home

This children’s home is operated by a local authority. The home is registered to provide care and accommodation for up to six young people with emotional and/or behavioural needs.

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Recent inspection history

Inspection date Inspection type Inspection judgement 09/02/2016 Interim Declined in effectiveness 06/10/2015 Full Outstanding 24/02/2015 Interim Improved effectiveness 09/12/2014 Full Good 17/12/2013 Interim Good Progress

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Requires improvement

The quality of young people’s day-to-day experiences and their rate of progress are variable.

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Requires improvement

A leadership decision to change the care plans of a young person without employing care-planning procedures caused this young person a high level of distress and anxiety. They were fearful and upset to be told that they were expected to leave their home sooner than was planned, and prior to the availability of the suitable accommodation planned for them. Staff challenged the decision and advocated for the young person to remain living in their home until they could safely move into suitable accommodation.

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Requires improvement

Not every young person who is reported as missing from the home is offered a return home interview. The protection of these young people is weakened, as they may not have the opportunity to speak to an independent person outside of the home to share any concerns about their care or particular events occurring in their lives.

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Requires improvement

The frequent, challenging and unacceptable behaviour presented by two unsettled young people living in the home between July and September 2016 resulted in some poor outcomes, including them facing criminal charges. During this same period, two other young people moved out of the home. One went to live independently and the other returned to live with their parent.

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Requires improvement

Not all the young people receive at least 25 hours of education each week on their admission to this home. The registered manager and his team work closely with schools and agencies to identify and provide creative and effective educational provision. The registered manager challenges educational funding streams to set up innovative educational opportunities with agencies that individual young people will engage with. Young people receive individual tuition in subjects they require additional help with, and are offered music and singing lessons and flexible learning opportunities. A social worker reported, ‘Staff attend education meetings and offer ideas to put education in place. The home offers all the support it can to provide creative education; for example, staff take young people to the library.’

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Requires improvement

The managers and staff speak very positively about the young people they look after. They demonstrate warmth and commitment and have high hopes for the young people. Staff do all they can to empower the young people, and they encourage individuals to take some responsibility for their lives. Staff help individuals to engage with their advocates to make sure that their views are heard and their rights are upheld in planning for their futures. A social worker said: ‘Staff really look at everything to support a young person. The young person told me that she is very well supported by the staff team.’

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Requires improvement

Two young people told the inspector that ‘staff are good to us’; ‘they really supported me when I was scared’; ‘they listen to us, and I appreciate the compromise they are making’ (referring to the setting up of a sleepover sitting room for friends and young people to stay in). They particularly commended the warm welcome that staff gave them when they came to visit the home to see what it was like before they moved in. Overall, they said that they are very satisfied with the level of care and support that they receive, and that they feel able to openly discuss with staff their ideas and with staff about their proposals for improvement within their home.

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Requires improvement

A third young person was not positive about their experience of living in the home, their reason being that staff informed the police when they went missing. In contrast, their social worker commented, ‘Taking the young person on holiday was successful as they experienced new areas of the country and enjoyed participating in new activities. The home uses rewards and tick charts to praise young people and this works well. The young person needs boundaries and these are in place.’

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Requires improvement

The registered manager rigorously applies the principles of safety and stability of the whole group when considering matching and admissions. A child and mental health service (CAMHS) professional said: ‘The registered manager holds the boundaries as well as he can to ensure good matching.’

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Requires improvement

The young people leaving their home to move into more independent living situations receive excellent support, advice and guidance to help them prepare for adulthood. Two young people have learned to drive and have passed their driving tests. They have gained and successfully maintained apprenticeships. Staff help the young people to set up their independent accommodation and offer outreach support in the first few weeks, followed up by telephone contact or social meetings thereafter.

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Requires improvement

The action of leaders within the local authority in response to individuals going missing from the home means that the young people are not assured safety. Leaders have recently revised and implemented new arrangements for the provision of return home interviews for missing young people. The decision to offer this opportunity is made by a specific team within the local authority, and the registered manager’s view is not sought. The system in place does not make sure that every young person reported as missing from this home will be offered an independent return home interview, as is required by Department for Education guidance.

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Requires improvement

Since 1 September 2016, and until the date of this inspection, two vulnerable young people identified as high risk who were reported as being missing from the home have been denied a return home interview. Thus the procedures set up do not effectively recognise and reduce the risk of harm and minimise the known risks to the young people concerned.

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Requires improvement

When a young person goes missing from their home, staff know what to do to support a swift and safe return. Staff try to keep in contact by mobile phone with the individual, they go out looking for them at known addresses, and when the young person is assessed as missing from the home, the staff follow protocols in place to report them. The registered manager has rightly challenged the local authority about the decisions made not to offer these two return home interviews.

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Requires improvement

During the summer months, a high number of incidents of challenging and unacceptable behaviour by two young people continued over a period of approximately nine weeks. One member of staff was seriously assaulted. The registered manager took appropriate measures to restrict further admissions to the home during these weeks due to concerns about the safety and protection of the young people and staff.

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Requires improvement

The registered manager demonstrates a good understanding of when it is appropriate to report young people’s challenging behaviour to the police. Well- considered decision-making has ensured the avoidance of unnecessary police action and involvement in the criminal justice system. Police were called to the home four times this summer to assist staff in managing behaviour, and relevant persons were notified of these incidents. A social worker said, ‘Staff manage very challenging behaviour well.’ Staff show skill and stoicism in managing the very difficult behaviour of the young people. Few restraints have been employed in recent months. Staff effectively use de-escalation and positioning techniques to keep everyone safe from harm.

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Requires improvement

Positive behaviour is promoted by the home’s consequences and rewards schemes. The young people learn what constitutes acceptable behaviour and they enjoy the praise and self-esteem they receive when they make progress in managing their behaviour. The home works closely with CAMHS to devise appropriate behaviour management strategies aimed at supporting individual young people to better manage their feelings and emotions.

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Requires improvement

The home has set up a recruitment and selection process in accordance with the local authority’s policy and guidance. There have been no new staff employed at the home since the last full inspection, and recruitment records were therefore not looked at during this inspection.

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Requires improvement

The manager undertakes regular health and safety and utility checks to ensure that a safe environment is provided for the young people and staff to live in.

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Requires improvement

Since the previous full inspection in October 2015, three different local authority senior managers have held the role of responsible individual for this home. Interim arrangements existed between November 2015 and the beginning of May 2016, with no responsible individual being registered with Ofsted. Some decisions made by senior leaders within the local authority during this period have had a negative impact on the provision of effective care planning and strong working relationships between the staff of the home and senior managers.

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Requires improvement

The role of the responsible individual to supervise the management of the home has not always been undertaken in a way that is consistent with the approach and ethos of the home, and has not always delivered the outcomes that are set out in the home’s statement of purpose. In particular, this applies to the principles of nurturing each young person as an individual and keeping them safe, being attentive to and meeting their individual needs, and fostering positive relationships between the young people and staff.

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Requires improvement

A leadership decision was made to hasten the discharge from the home of a young person who was preparing to leave their home and live independently as a young adult. The decision for this young person to move out once they were 18 years of age was not consistent with the transitional arrangements and plans in place, agreed and reviewed regularly by the local authority. Following the senior manager’s decision and directive, confusion arose for all the professionals involved in supporting this young person because no new written plan had been drawn up. There had been no consultation with the young person, the home’s staff or the independent reviewing officer about a significant change being made to the care plan.

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Requires improvement

The registered manager was directed to work in a way that was not consistent with the young person’s agreed plans. He was aware that such a course of action would be in contravention of the Children’s Homes (England) Regulations 2015. There is no evidence to show that leaders had considered either this issue or tension that would be created for the registered manager between his roles and the duties inherent in being an employee of the local authority and being registered with Ofsted as the manager of this home.

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Requires improvement

Management within this home is strong. The registered manager robustly challenges other professionals to ensure that the young people receive the support, care and services that they need to meet their unique needs, fulfil their potential and promote their welfare. The registered manager demonstrates an exceptional understanding of child development and sound residential childcare principles.

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Requires improvement

The home is extremely well run and managed by the registered manager and the practice manager. Both are suitably qualified and experienced to lead this home. The registered manager has achieved the diploma in Social Work and a BA degree in Leadership and Management in Health and Social Care. He has been registered as the manager of this home for 11 years. The practice manager is also a qualified social worker. Together, they form an effective and efficient management team and are highly regarded by the staff team and other professionals for their substantial knowledge and experience, outstanding support and robust leadership. A social worker said: ‘This is a child-centred home with the registered manager on top of the situation. The quality of care provided is good.’

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Requires improvement

The manager rigorously monitors practice. The information that the managers gather enables them to gain an evidence-based view of the strengths and weaknesses of the functioning of the home and the progress and experiences of the young people. The managers strive for improvement in positive outcomes for the young people and use evidence-based research to inform the home’s development.

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Requires improvement

Managers and staff work proactively and creatively with partner agencies to provide the best possible care to the young people. A CAMHS professional said about the staff team: ‘They are committed members of staff who try hard and want to engage with young people and work in their best interests. They demonstrate empathy and compassion for the young people. They want to understand their internal world. They undertake good life storybook work. They are a motivated staff team who are prepared to think about the care they provide.’

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Requires improvement

Currently, managers show a strong focus on working with partners to engage individuals in suitable and sufficient education opportunities. The registered manager has devised a unique continuing professional development framework to support staff in the effective delivery of effective childcare. Staff benefit from training opportunities that focus on the development of core skills and particular areas of expertise to increase their individual skill-base. Staff are well trained, well qualified and the team is increasingly competent because of this. The workforce plan ensures that staff gain the appropriate qualifications within required timescales. Regular, high-quality supervision and effective team meetings provide staff with ongoing support and guidance in looking after young people well. The team works cohesively and collaboratively to provide safe care, consistency and stability in the young people’s daily lives. The registered manager ensures that the home is

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Requires improvement

sufficiently staffed at all times. A social worker said: ‘A continuity of care is provided by the same staff group. The registered manager made sure there were enough staff over the difficult period this summer.’

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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 who it is trying to help, protect and look after. This inspection was carried out under the Care Standards Act 2000 to assess the effectiveness of the service and to consider how well it complies with the Children's

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Information about this inspection

Homes (England) Regulations 2015 and the ‘Guide to the children's homes regulations including the quality standards’. the guidance Raising concerns and making complaints about Ofsted, which is available from Ofsted's website: www.gov.uk/government/organisations/ofsted . If you would like Ofsted to send you a copy of the guidance, please telephone 0300123 4234, or email enquiries@ofsted.gov.uk .

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Information about this inspection

achieve excellence in the care of children and young people, and in education and skills for learners of all ages. It regulates and inspects childcare and children's social care, and inspects the Children and Family Court Advisory and Support Service (Cafcass), schools, colleges, initial teacher training, workbased learning and skills training, adult and community learning, and education and training in prisons and other secure establishments. It inspects services for looked after children and child protection. If you would like a copy of this document in a different format, such as large print or Braille, please telephone 0300 123 4234, or email enquiries@ofsted.gov.uk . You may reuse this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit www.nationalarchives.gov.uk/doc/open-government-licence , write to the Information Policy Team,

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Information about this inspection

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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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