Children's home run by My Choice Children’s Homes Limited in Mid Sussex

Good

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

p.2

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

 Leaders and managers have taken effective action to address the shortfalls identified by Ofsted in September 2016, particularly in relation to fire safety. The home now provides a safer environment for young people and staff.  There is a coordinated response to young people who go missing from the home. A proactive approach is taken to ensuring that young people are located at the earliest opportunity.  Staff have a thorough understanding of the potential for young people to be sexually exploited. They implement strategies to reduce the level of risk.  Timely and effective communication takes place with relevant professionals when child protection concerns emerge. There is a demonstrable commitment to keeping all children and young people safe.  Young people are able to access a range of specialist support services, focused on improving their emotional well-being and helping them to keep safe.

p.3

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

 Staff have the skills to build trusting relationships with young people. As these relationships develop, young people become more confident in talking about past negative events, and concerns for the future.  An effective admissions process takes into account the likely impact of new young people joining the established group. This reduces the potential for disruption in the home.  The support that young people receive in managing medical conditions is strong. Managers ensure that staff have the knowledge and skills to take effective action when young people’s health deteriorates.  Established behaviour management strategies are implemented in practice. There is a consistent response to promoting positive behaviour and a considered response to challenging negative behaviour.  Young people develop the skills to manage conflict with their peers more effectively.  There has been an overall improvement in the standard of leadership and

p.3

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

management in recent months. This has contributed towards the staff team working more collaboratively.  Shortfalls were identified in relation to placing authorities not consistently being consulted over education matters, some aspects of monitoring, the quality of care being delivered and the recording of medication bought into the home.

p.3

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.

p.4

Requirement Due date

In order to meet the education standard, with particular reference to consulting with the child’s placing authority before significant decisions are taken, the registered person must ensure that staff: (2)(a)(vi) maintain regular contact with each child’s education and training provider, including engaging with the provider and the placing authority to support the child’s education and training and to maximise the child’s achievement. 09/12/2016

p.4

Requirement Due date

13: The leadership and management standard

p.4

Requirement Due date

In order to meet the leadership and management standard, with particular reference to how staff monitor the quality of care, the registered person must: (2)(h) use monitoring and review systems to make continuous improvements in the quality of care provided in the home. 09/12/2016

p.4

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. Specifically, ensure that a record is kept of all medicines bought into the home. (Regulation 23 (1)) 09/12/2016

p.4

Recommendations

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

p.4

Recommendations

 Ensure that staff provide a nurturing environment that is welcoming. Specifically, ensure that the garden is well maintained and free of overgrown vegetation, so that it may be enjoyed by young people without hazard. (‘Guide to the children’s homes regulations including the quality standards’, page 15, paragraph 3.7)

p.4

Recommendations

 Ensure that staff can access appropriate facilities and resources to support their training needs. In particular, ensure that staff taking on specific responsibilities, such as lead person for promoting online safety, have the opportunity to network with relevant agencies, and so develop their knowledge and their access to additional training when available. (‘Guide to the children’s homes regulations including the quality standards’, page 53, paragraph 10.11)

p.4

Recommendations

 Ensure that all children’s case records are kept up to date. Specifically, ensure that case records contain a current, signed, local authority placement plan. (‘Guide to the children’s homes regulations including the quality standards’, page 62, paragraph 14.3)

p.5

Recommendations

 Ensure that staff are careful, clear and objective when completing records. (‘Guide to the children’s homes regulations including the quality standards’, page 62, paragraph 14.4)

p.5

Information about this children’s home

The service can accommodate three children, irrespective of gender, who have emotional and/or behavioural difficulties. Children can access the on-site school. The home is one of eight children’s homes operated by a private company.

p.6

Recent inspection history

Inspection date Inspection type Inspection judgement 07/09/2016 Full Inadequate 27/01/2016 Interim Declined in effectiveness 11/06/2015 Full Good 12/02/2015 Interim Sustained effectiveness

p.6

Good

At the time of this inspection, the two young people living at the home were experiencing high levels of anxiety due to the significant personal challenges they were facing. Both had been admitted to the home in recent weeks. Neither felt able to engage in conversation with the inspectors for significant periods. However, observation of their interaction with staff indicated that, to varying degrees, they are beginning to form positive relationships with staff caring for them. Records state that one of the young people has said she gets on well with staff and wants to remain at the home. This was confirmed by her social worker, who said, ‘She has settled well and has positive relationships with staff. They spend time with her, take an interest in what she is doing and have introduced her to many new activities.’

p.7

Good

As young people become more settled in the home, they develop an increased sense of security, and become more willing to discuss sensitive issues with staff. Key work sessions provide young people with the opportunity to do this within a safe, nurturing environment. Some young people have spoken to staff about their experiences of sexual exploitation and their sexual health. Staff respond sensitively, offering support and guidance, while meeting their responsibilities to report information pertaining to child protection concerns.

p.7

Good

Managers and staff recognise the importance of young people engaging in education, employment or training. They are also aware of the impact that past negative experiences have on young people’s ability to engage in these activities. The on-site teacher was observed using creative approaches to engage a young person who has a long history of refusing education, and has had some initial success in stimulating the young person’s interest.

p.7

Good

Despite this overall good standard of practice, there has been one case when staff took the decision to support a young person’s decision to end her college placement, before consulting and seeking advice on the matter. The young person’s social worker expressed disappointment that managers and staff had not discussed this with the placing authority, prior to attending a meeting at the college where a final decision was made to terminate the young person’s place. This isolated incident is not indicative of wider failures to promote young people’s education.

p.7

Good

The health needs of young people are given high priority. Staff have a comprehensive understanding of the needs of a young person diagnosed with a serious medical condition. They have received specific training in how to manage the condition, and are able to support the young person in maintaining a healthy lifestyle. Staff monitor the young person closely when there are any indicators that she might be becoming unwell, and take effective action to safeguard her well- being. Young people benefit from eating a well-balanced diet and are encouraged to take exercise, often as part of the activities staff arrange on their behalf. One shortfall was identified in respect of the safe recording and administration of medication. Medicines purchased over the counter and brought into the home are not consistently recorded. Consequently, accurate stock checks of non-prescribed medication are not always maintained.

p.7

Good

The organisation has well-established links with specialist support services for young people. This ensures that those experiencing poor mental health and emotional well-being have timely access to professionals who can support them to overcome these difficulties. Any specialist interventions with young people are always discussed and agreed with placing authority social workers before work commences. Young people can also access the support of specialist youth workers, commissioned by the organisation, on matters such as building healthy peer relationships, staying safe in the community and maintaining good sexual health.

p.8

Good

Good planning takes place before a young person is admitted to the home. In recent weeks this has included allowing sufficient time for one young person to settle before introducing another to the home. Background information, including incidents of past challenging behaviour, are examined during the referral process. The potential impact that these behaviours will have on young people already living in the home are analysed, and strategies for minimising disruption are developed. Care plans are detailed, specifying the needs and vulnerabilities of each young person. They provide staff with clear guidance and strategies to follow in their day- to-day care of the young person. Achievable targets are discussed and agreed with young people, and their progress towards meeting these is monitored.

p.8

Good

Positive peer relationships are promoted, and young people are given sensitive support to resolve any conflicts that may arise. Managers and staff ensure that there is a proportionate response to resolving any disputes. This ensures that young people feel that they have been listened to, and consequently they do not feel the process has treated them unfairly.

p.8

Good

Young people are treated with dignity and respect. Staff understand how the challenging behaviour often displayed by young people can be attributed to the negative, often traumatic, experiences they have had before coming to the home. This understanding helps staff to stay focused on promoting the well-being of young people. During the inspection staff, who had been working overnight to support distressed young people, were observed to maintain high standards of practice, despite the fact that they had had little sleep. They were supported well by the registered manager throughout.

p.8

Good

Managers and staff work effectively with parents and social workers to ensure that young people’s contact arrangements with family members are reliable and safe. There is recognition that young people could be vulnerable during contact visits away from the locality of the home. To minimise the risks to young people, staff take a proactive approach to facilitating contact visits locally, so that they can be available to support young people in the event that they become distressed, or begin to engage in unsafe behaviours.

p.8

Good

Since the full inspection in September 2016, strong and effective action has been taken to address the shortfalls that were identified relating to fire safety. All staff have now received fire safety training. Reflection has taken place, in team meetings and individual supervisions, regarding the inadequate response of managers and staff to a fire in the home in August 2016. Discussions with staff during this inspection confirmed that learning has taken place. In addition, managers have reviewed the home’s fire safety policy and associated risk assessments. Additional safety measures, such as new smoke detectors and a ‘grab bag’ containing items needed during an evacuation, have been introduced. As a result, young people now live in a safer environment.

p.9

Good

Managers and staff have a thorough understanding of the individual vulnerabilities and risks pertaining to each young person. These are reflected in personalised risk assessments, which contain strategies and guidance for staff to follow. These strategies are implemented in practice, and this ensures that staff are consistently vigilant and focused on minimising the potential for young people to come to harm. Monitoring of one young person’s behaviour on social media sites highlighted the imminent risk of sexual exploitation. The information gathered was shared with relevant professionals, and the young person received sensitive support and guidance, focused on developing her ability to keep safe.

p.9

Good

Managers and staff work closely with social workers and other professionals to develop young people’s safety plans. When the implementation of these plans fails to achieve positive outcomes, the registered manager takes a proactive approach to securing multi-disciplinary engagement. A social worker commented, ‘Since she was admitted, staff have worked hard with her to address the issues of immediate concern.’ As a result of this approach, the overall expectations of placing authorities are met. An example of this is how the registered manager ensures that practice is compliant with one placing authority’s contract, which sets out the requirements for managing high-level child sexual exploitation risks. There is a strong, coordinated response to young people who go missing from the home. During this inspection, the registered manager spent an hour offering guidance and support to a young person who had been located at the local railway

p.9

Good

station. She was intending to leave the area without first agreeing the arrangements with staff. Staff were also observed following another young person who was leaving the home without permission. Records indicate that the vigilance of staff often enables them to pre-empt when a young person may go missing, and so plan their response in advance. In one case, the police were notified that a particularly vulnerable young person was at the point of going missing before she had even left the premises.

p.10

Good

Detailed records are kept of the actions taken when young people do go missing. Relevant information, such as what young people were wearing and whether they had prescribed medication with them when they left the home, is shared appropriately with the relevant authorities. Records also convey the circumstances of a young person’s return, and any information they chose to share with staff. A proactive approach is taken to ensuring that independent return home interviews are arranged following a young person’s missing episode.

p.10

Good

The young people living at the home at the time of this inspection had only been admitted in recent weeks. One young person was engaging well with staff, and beginning to demonstrate an improved sense of security. Records of key work sessions indicate that the young person is developing the confidence to discuss sensitive issues with staff, focused on the risk-taking behaviours she has previously demonstrated. The other young person was finding it more difficult to settle. In recognition of the potential for both young people to be sexually exploited, arrangements were being made for specialist youth workers to provide support and guidance on keeping safe in the community.

p.10

Good

The home has clear plans and strategies for promoting positive behaviour. These are personalised to reflect the needs of young people. A restorative approach is taken in response to challenging behaviour, and the considered use of sanctions ensures that young people do not feel that they are constantly being reprimanded. Physical restraint of young people is only used in accordance with the legislative framework, and undertaken by staff who have been trained to use appropriate techniques.

p.10

Good

Staff have a good understanding of the risks young people face when accessing the internet. A member of staff has been nominated to take the lead in promoting internet safety within the home. However, this member of staff only receives the same level of training on internet safety as her colleagues, and has not established links with other agencies or professionals specialising in this area of practice. Therefore, the member of staff is not accessing resources that could help her become more effective in meeting the responsibilities associated with the role of internet safety lead person. Safe and effective systems are in place for recruiting new members of staff to the home. A range of pre-employment checks are undertaken, and interview questions are used to explore the candidates’ motivation for working with young people, and their knowledge of safeguarding matters. This approach minimises the potential for

p.10

Good

inappropriate adults to be employed in the home.

p.11

Good

Child protection concerns are reported in a timely manner and records are kept of all subsequent actions taken. The registered manager recently took effective action when he became aware of concerns regarding the practice of an adult working outside the home. Communication with the designated person in the relevant local authority ensured that these concerns could be investigated. This demonstrates the registered manager’s commitment to keeping all children and young people safe, and his ability to act as a good role model for the staff in this home.

p.11

Good

The home’s manager was registered with Ofsted in September 2016. He is an experienced practitioner, who was acting manager at the home from March 2016. He holds the level 5 diploma in leadership and management for residential childcare. Line management arrangements for the registered manager were in transition when this inspection took place, following the appointment of a new area manager to the organisation. The registered manager stated that he had been supported well during this period of change.

p.11

Good

There is a stable and committed staff team at the home, which is qualified to undertake the roles to which they are assigned. Since the interim inspection in January 2016, professional relationships within the team have improved, and there is now a more collaborative style of working. The registered manager is supported by two deputy managers, who are fairly new in post, and are making progress towards completing delegated tasks effectively.

p.11

Good

The registered manager is making improvements to quality of care monitoring systems. The most recent quality of care monitoring report submitted to the regulator contains analysis of how practice in the home has an impact on the day- to-day lives of young people. Monitoring reports, compiled by an external independent visitor to the home, provide an additional level of scrutiny. The registered manager views these reports as an aid to improving standards, and acts upon recommendations made. Monitoring processes undertaken by senior staff are not yet consistently effective. Written comments made by some senior staff, when reviewing how serious incidents have been managed, do not always provide an accurate assessment of the situation, or identify how practice could be improved.

p.11

Good

Overall, the standard of young people’s care plans is good. Plans clearly identify young people’s needs and strategies for meeting these. However, some of the records contained within young people’s case files, which have been completed by staff, fail to give consistent accounts of significant events. Two different accounts of why a member of staff was unable to restrain a young person, who was acting dangerously, were identified by inspectors. In addition, not all case files contain signed local authority placement plans. This means that, for some, there is no official record of the statutory provision under which accommodation is being provided.

p.12

Good

Leaders and managers build positive working relationships with professionals from partner agencies. A social worker commented that, ‘Communication has been excellent.’ Positive working relationships enhance the ability of leaders and managers to engage relevant professionals in planning and strategy meetings. These are convened when there are concerns that young people are not making sufficient progress, and continue to display unsafe behaviours. A proactive approach is taken to resolving any misunderstandings between professionals. Recently the registered manager has requested a meeting with senior police officers, to improve collaborative working and forge a better understanding of roles.

p.12

Good

Managers and staff receive practice-based supervision within the timescales identified in the home’s statement of purpose. This is focused on the needs of the young people, and the developmental needs of staff. Consideration is given to the emotional impact that caring for vulnerable young people can have on staff members. Staff supervisions and team meetings have provided managers and staff with the opportunity to reflect on the shortfalls identified during the full inspection in September 2016. This has contributed towards the effective implementation of an action plan, produced by leaders and managers following the inadequate judgement, and which resulted in all requirements made by Ofsted being met.

p.12

Good

The organisation provides a comprehensive range of training opportunities, so that staff can develop their knowledge and skills, and provide care that meets the needs of young people. A new system has been introduced for monitoring the training completed by staff, and highlighting where refresher courses need to be undertaken. Consequently, the potential for mandatory training, such as fire safety training, not being completed on time has been minimised. Monitoring by the registered manager recently identified the need to update staff training on substance and alcohol misuse. This further demonstrates the positive changes that have been made since the inspection in September 2016.

p.12

Good

Overall, the physical environment of the home is maintained to a good standard. Any damage caused in the home is quickly repaired. Improvements could be made in terms of garden maintenance. Overgrown brambles and other vegetation were observed in the rear garden, causing a potential hazard for young people wishing to use it.

p.12

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’.

p.14

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

p.14

What the inspection judgements mean

harmed or at risk of harm or result in children looked after not having their welfare safeguarded and promoted.

p.14

Information about this inspection

Inspectors have looked closely at the experiences and progress of children and young people living in the children’s home. Inspectors considered the quality of work and the difference adults make to the lives of children and young people. They read case files, watched how professional staff work with children, young people and each other and discussed the effectiveness of help and care given to children and young people. Wherever possible, they talked to children, young people and their families. In addition the inspectors have tried to understand what the children’s home knows about how well it is performing, how well it is doing and what difference it is making for the children and young people who it is trying to help, protect and look after. This inspection was carried out under the Care Standards Act 2000 to assess the effectiveness of the service and to consider how well it complies with the Children’s

p.15

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 .

p.15

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,

p.16

Information about this inspection

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

p.16

Information about this inspection

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

p.16

Information about this inspection

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

p.16