Children's Home, Residential special school run by Rowden House School Limited in Herefordshire

Good

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

p.2

The children's home provision is good because:

 Young people experience excellent care, which enables them to flourish and overcome difficulties in their past. The wonderful support through creative and imaginative approaches means that young people are developing a sense of self-worth and building coping skills to help them face challenges in everyday life.

p.3

The children's home provision is good because:

 The staff are very positive in their approach to education and its value as part of young people’s overall development. Staff ensure that education is an integral part of the life of the home and is not just limited to school.

p.3

The children's home provision is good because:

 Integrated working is commonplace, with excellent links established with health, education, police and social workers.

p.3

The children's home provision is good because:

 Staff offer practical and emotional support to enable young people to express their views and to make informed decisions. This helps young people to have a strong voice that is not only meaningful but influences decisions that directly affect them.

p.3

The children's home provision is good because:

 Young people are provided with a safe, secure, caring and stimulating environment that takes into account their disability, race and culture.

p.3

The children's home provision is good because:

 Staff are thoroughly trained in all aspects of safeguarding children, and are highly alert to young people’s vulnerabilities and any potential risks.

p.3

The children's home provision is good because:

 The registered manager is extremely child-focused. She consistently plays a significant role in fostering a positive atmosphere within the home. This includes overseeing the care and support of young people with diligence, and understanding the diverse needs of each individual.

p.3

The children's home provision is good because:

 This inspection has identified some shortfalls in practice. These include restraint records, care planning, staff qualifications, and the need to reassess whether the home has sufficient staff as this is beginning to impact on staff morale.

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

The registered person must ensure that an individual who works in the home in a care role has the appropriate qualification if, by the relevant date, the individual has attained the Level 3 Diploma for Residential Childcare. (Regulation 32(4)(a)) 04/04/2017

p.4

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 that includes: a description of the measure and its duration; the effectiveness and any consequences of the use of the measure; a description of any injury to the child or any other person; and any medical treatment administered as a result of the measure. The registered person must ensure that within 48 hours of the use of the measure, the registered person, or a person who is authorised by the registered person to do so (‘the authorised person’), has spoken to the user about the measure. (Regulation 35(3)(a)(iv)(vii)(viii)(b)(i)) 23/12/2016

p.4

Requirement Due date

The registered person must maintain records (‘case records’) for each child that include the information and documents listed in Schedule 3. The records must be kept up to date, and signed and dated by the author of each entry. (Regulation 36 (a)(b)(c)) 23/12/2016

p.4

Recommendations

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

p.4

Recommendations

 Follow regulation 39, which sets out the requirements on the registered person to have a complaints procedure. (‘Guide to the children's homes regulations including the quality standards’, page 22, paragraph 4.13)  Ensure that sufficient staff means a home having enough suitably trained staff (including someone in a management role) on duty to meet the assessed needs of all children in the home, and that those staff are able to respond to emergency placements, where accepted. The registered person must demonstrate every effort to achieve continuity of staffing so that children's attachments are not overly disrupted, including ensuring that the employment of any temporary staff will not prevent children from receiving the continuity of care that they need (regulation 31(1)). (‘Guide to the children's homes regulations including the quality standards’, page 51, paragraph 10.1)

p.4

Recommendations

 Ensure that as outlined in 10.1, the registered person has planned staffing levels to ensure that they meet the needs of children and can respond flexibly to unexpected events or opportunities. Staffing structures should promote continuity of care from the child's perspective. If children complain, or give a view on how the staffing structure could be improved to promote the best care for them, appropriate action should be taken. (‘Guide to the children's homes regulations including the quality standards’, page 54, paragraph 10.15)

p.5

Recommendations

 Ensure that contingency plans are prepared in the event of a shortfall in staffing levels. If it is likely that there might only be one member of staff on duty at any time the manager should make a formal assessment of the implications for children's care, including any likely risks. This assessment should be recorded and available for inspection by Ofsted and placing authorities. (‘Guide to the children's homes regulations including the quality standards’, page 54, paragraph 10.18)

p.5

Recommendations

 Ensure that the registered person has systems in place so that all staff, including the manager, receive supervision of their practice from an appropriately qualified and experienced professional, which allows them to reflect on their practice and the needs of the children assigned to their care. Professionally qualified staff employed by the home, e.g. teachers or social workers, should be provided with relevant professional or clinical supervision by an appropriately qualified and experienced professional. (‘Guide to the children's homes regulations including the quality standards’, page 61, paragraph 13.2)

p.5

Information about this children's home

This is a privately owned residential special school, which is registered to provide care and accommodation for up to 30 children with learning difficulties.

p.6

Recent inspection history

Inspection date Inspection type Inspection judgement 13/01/2016 Interim Sustained effectiveness 08/06/2015 Full Good 11/03/2015 Interim Improved effectiveness 09/10/2014 Full Good

p.6

Good

The quality of the relationships between the staff and young people is a key strength of the home. Professionals and parents make positive comments about the way in which young people are supported to make meaningful progress educationally, socially and emotionally. For example, a parent told the inspector, ‘They make it a family environment; the young people are well cared for. My daughter is happy there.’

p.7

Good

Young people experience excellent care, which enables them to flourish and overcome difficulties in their past. The wonderful support through creative and imaginative approaches, means that young people are developing a sense of self- worth and building coping skills to face challenges in everyday life. This is illustrated well in the level of progress made by young people. For example, young people are helped to be able to use the toilet independently. One young person is now able to move around the home independently and no longer needs the consistent use of their wheelchair. A parent told the inspector, ‘I can’t put it into words. My son has made huge progress, and they’ve done so much. They have done an amazing job, they have saved his life… We are getting our boy back.’

p.7

Good

The staff are very positive in their approach to education and its value for young people’s overall development. Staff ensure that education is an integral part of the life of the home and is not just limited to school. This includes using diverse means of communication to enable young people to learn new life skills, participate in key decisions, and achieve personal and social development.

p.7

Good

Integrated working is commonplace, with excellent links established with health, education, police and social workers. For instance, staff recognise the importance of young people having access to effective healthcare services. From the start of a young person’s admission, strong links are used to secure the right health assessments and any required interventions. This close working means that young people are getting the right health promotion to improve their physical and emotional well-being from the start of their placement. For example, when a young person was recently admitted, staff were observant and noticed a health issue. This was diagnosed and treated within 24 hours.

p.7

Good

Staff offer practical and emotional support to enable young people to express their views and to make informed decisions. This helps young people to have a strong voice that is not only meaningful but influences decisions that directly affect them. For example, young people are consulted on what they want to wear and what activities they wish to take part in. Individualised communication methods are used to aid young people to have a voice. Advocates regularly visit the home. This further means that young people are participating in key decisions about their care.

p.7

Good

Staff are proactive in helping young people to develop a strong sense of personal identity, to celebrate their culture and to practise their beliefs. This is illustrated well in how meals are planned and prepared.

p.8

Good

Young people are offered wide-ranging opportunities to develop personal and social skills, talent and abilities. This extends to having many opportunities to pursue interests and hobbies, and utilise community facilities. For example, young people can go horse riding, attend discos and take part in swimming activities.

p.8

Good

Good preparation is made before a new young person moves in. For example, the young people’s guide is individualised and available in their preferred method of communication. Regular visits to their new home take place. This helps to reduce any anxieties that young people may have about moving, and helps them to settle into their new home. When it is time for the young person to move on, staff support this transition. The registered manager proactively challenges placing authorities to ensure that young people’s moves are reflective of their individual needs.

p.8

Good

Young people maintain contact with their parents and carers. For example, parents are welcome to visit the home and to stay on the site, and Skype is also used to help young people stay in contact with people who are important to them. Staff work well with parents, which makes them feel supported. A parent told the inspector, ‘They are very accommodating of when I want him home for contact. We agree a timescale but they are there to support me if it gets too much for me.’

p.8

Good

Young people are provided with a safe, secure, caring and stimulating environment that takes into account their disability, race and culture. They can personalise their bedrooms, enhancing their sense of identity and belonging.

p.8

Good

Staff are thoroughly trained in all aspects of safeguarding children, and are highly alert to young people’s vulnerabilities and any potential risks. Integrated working is well established to minimise any risks. Staff are committed to ensuring that the welfare of young people remains their top priority.

p.8

Good

All young people are thriving socially, emotionally and behaviourally since commencing their placements. For example, all young people are making significant progress towards levels that mean previous behavioural issues are now better managed. This has enabled young people to re-engage with education, and to reduce incidents of distress, including self-harming. For example, a social worker told the inspector that a [young person] had gone from having 100 incidents a month to 50 a month, in a matter of months. The severity of these has reduced and the duration halved. A parent also commented, ‘Before coming to the home, my son was being restrained four to five times a day by a number of staff. Now he rarely needs to be restrained.’

p.8

Good

Young people do not go missing. Staff recognise young people are extremely vulnerable and require high levels of supervision to stay safe. Staff are alert to the potential risks of exploitation and receive awareness training around areas such as e-safety and child sexual exploitation. This enhanced knowledge helps to strengthen safeguarding practice. The home is safe and secure, while balancing the young people’s rights to move safely around the home and grounds.

p.9

Good

Arrangements for the storage and safe administration of medication have been improved in recent months to counter previous shortfalls in practice. These measures have helped to ensure that young people can receive all their prescribed medication in accordance with their doctor’s instructions.

p.9

Good

Strong recruitment and vetting processes are in place. Applicants undergo appropriate checks, including criminal history disclosures and employment history checks. These reduce the possibility of young people being harmed by those in positions of trust.

p.9

Good

The registered manager ensures that location and environmental health and safety risk assessments are comprehensive. This includes having details of the specific risks associated with being on a large rural site. Staff undertake regular health and safety checks, routine servicing of equipment and vigorous risk assessments to ensure that the home is safe for young people. Staff are trained in fire safety procedures, and they ensure that young people take part in fire evacuation drills so that they understand how to leave the home safely in an emergency.

p.9

Requires improvement

The registered manager has been in post since October 2010 and holds a Level 5 registered managers award. The registered manager is extremely child- focused and plays a significant role in fostering a positive atmosphere within the home. This includes diligence in overseeing the care and support of young people, and understanding their diverse needs. The leadership within the home is ambitious, energetic and continuously strives for improvement. This includes the registered manager making sure that there is a development plan in place that enhances outcomes for young people. This extends to having set targets, which ultimately aim at improving health, education and the protection of young people. This has been evidenced particularly well in the changes made to the administration of medication and the management of infection control.

p.9

Requires improvement

Care plans are tailored to match the individual and diverse needs of the young people. Each tailored plan outlines the services and support young people need. This extends to assessing risks, managing behaviour and outlining health needs. Staff are creative and imaginative in ensuring that young people are able to be actively involved and consulted over the contents of their care plan, through the use of diverse communication aids. This exceptional practice ensures that participation is at the heart of care. However, some plans are missing some key information, such as contact details and religious needs. This means that staff are not provided with all the information they need to oversee all aspects of young people’s individualised care.

p.10

Requires improvement

The staff receive one to one supervision. However, managers have not always ensured that specifically dedicated time is made available to allow supervision to take place monthly. Consequently, staff have not been given the opportunity to reflect, develop or celebrate their practice in the best interests of the young people.

p.10

Requires improvement

Staff morale is currently low with some emerging concerns being raised by staff over the staffing numbers to meet the needs of the young people. The staff report that sometimes they do not have sufficient staff to support young people so that activities can happen as planned. This leaves staff feeling frustrated because they cannot always deliver the activities that help enhance young people’s lives. These concerns have been picked up by management, and creative plans are evolving to look at new ways to recruit and then maintain staffing levels that are reflective of individual young people’s needs.

p.10

Requires improvement

Physical restraint records do not receive vigorous management oversight. Information surrounding the restraint can be confusing and sometimes missing. There are missed opportunities to reflect on whether the use of restraint was proportionate, and to consider whether any learning is required.

p.10

Requires improvement

External complaints receive careful oversight. However, the same level of scrutiny is not given to staff members’ reported concerns. This hinders the opportunity to capture all the necessary areas for development within the service.

p.10

Requires improvement

Managers do not have sufficient oversight on the progress of staff qualifications. For example, not all staff have obtained their Level 3 in residential childcare within the appropriate timescales. Part of the delay relates to staff not starting their qualification as soon as their probation has finished. This can sometimes mean that staff have worked for more than a year before they enrol. This leaves them with less than a year to complete the qualification.

p.10

Requires improvement

Working in partnership with other agencies remains vital in helping young people to make good levels of progress educationally, socially and emotionally. Parents and external professionals are complimentary about the home, and say that the management team and staff work well in partnership with them. For example, one professional told the inspector, ‘I have been impressed with [the registered manager’s] commitment to getting things right and her thoughtful approach.’ A social worker commented, ‘They are always willing to seek further advice when needed.’

p.11

Requires improvement

The registered manager ensures that parents and other professionals have a clear understanding of the home’s aims, core purposes and values through a detailed statement of purpose.

p.11

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.12

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.12

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.

p.12

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

p.13

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.13

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,

p.14

Information about this inspection

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

p.14

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.14

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

p.14