Children's home run by North Yorkshire County Council in North Yorkshire

Outstanding

The children’s home provides highly effective services that consistently exceed the standards of good. The actions of the home contribute to significantly improved outcomes for children and young people who need help, protection and care.

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The children's home provision is outstanding because:

 There are excellent relationships between staff and young people.  Staff now have dedicated time to organise a meaningful range of enriching activities for young people.  Staff are highly effective at communicating with young people through careful observation and responses.  Innovative care planning enables young people to make major progress, taking into account their starting points.  A child-centred approach to promoting positive behaviour means that staff adopt an enthusiastic rewards scheme, spurring young people on to making further achievements.  Meeting young people’s needs and helping to aid their development are top priorities for leaders and managers.  The highly effective monitoring systems allow any shortfalls to be swiftly addressed.  The manager demonstrates a genuine commitment to research-based practice and continuous improvement.  There are no requirements or recommendations arising from this inspection.

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Information about this children's home

The home provides care and accommodation for up to five children and young people who have sensory impairment, learning and/or physical disabilities. It is operated by a local authority.

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Recent inspection history

Inspection date Inspection type Inspection judgement

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Recent inspection history

27/01/2016 Interim Improved effectiveness

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Recent inspection history

09/03/2015 Interim Sustained effectiveness

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Outstanding

Exceptionally skilled staff have an extensive understanding of young people’s needs. This results in every young person receiving highly individualised care. A research-based approach to care practice identifies the most effective ways of aiding young people’s development. As a result, young people experience a highly consistent level of care, resulting in major progress in their communication, behaviour and levels of independence. A member of staff said, ‘I think (young person) is not differentiating between staff as much as she did, because everybody is doing the same thing. She feels safer and she has built up really strong relationships.’ Relationships between staff and young people are excellent. This is because the approach that staff now use requires them to reflect on the underlying reasons for young people’s behaviours. Their responses to young people communicate this deeper understanding because they are able to provide them with the necessary

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Outstanding

support. A member of staff said, ‘The (young person) is making more choices. I think he feels like we understand him much more, so he is more positive.’ Staff ensure that they are well informed about young people’s educational needs and how best to support them. A teacher said, ‘They have been into school to get information about what we do here. There is nothing that I think they could do better. Transitions to and from school work really well.’ Similarly, young people’s health needs are very well met. Staff obtain a detailed understanding about young people’s medication and associated conditions and they offer flexible support. A parent said, ‘The admission dates need to fit with support from health, and they are really very good at trying to be flexible, especially in holiday time.’ Staff have dedicated time to plan a range of activities that are fun and help young people to learn. For example, trips to an interactive science centre, an airport, and

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Outstanding

a visit from an animal therapy farm, in addition to creative indoor play. A member of staff said, ‘Staff really got behind the activity theme over the summer of travel. We did some pretend play with young people about being on an aeroplane. They really enjoyed that they had their food on trays, just like you would on a plane.’ A social worker said, ‘Staff are much more proactive getting young people out and about. That’s definitely a big improvement.’ These experiences help young people to derive the maximum benefit from their short breaks by promoting their social and emotional development. Staff create colourful photographic displays of the activities that young people have taken part in to remind them of these events. Additionally, staff compile scrapbooks containing individual photographs of their participation in these outings that they can share with their parents and carers. Providing young people with this

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Outstanding

type of keepsake, when they move on from the home, helps to preserve these special memories. In the event that a young person needs continued support in adulthood, these records can also be used to aid person-centred planning. Thorough pre-admission assessments ensure that the necessary information is in place for when young people attend for their short breaks. This enables staff to be clear about the individuals’ likes, dislikes and risks, and they are confident that they can meet their needs. This careful approach reassures parents and helps young people to settle quickly into the home. Young people also receive effective help in preparation for their futures and moving on from the home. Sensitive perseverance enables young people’s self-care and daily living skills to improve markedly. A social worker said, ‘The young person has definitely made lot of progress with his independence skills, with input from his key worker.’

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Good

Young people are safe. Improved levels of behaviour show that staff help young people to feel more relaxed so that they are less reliant on expressing their needs by showing distress or frustration. Staff rarely need to hold young people to keep them and others safe, nor do they use any punitive measures. Instead, they proactively reinforce positive behaviour using reward stickers that young people wear with pride. Now and again, young people earn a dip into the ‘treasure chest’, resulting in the gift of a small and exciting toy, which motivates them to make further achievements. Staff understand that, beneath this seemingly simple approach, they are building trusting relationships. Young people are not at risk of sexual exploitation and do not go missing. Risk assessments demonstrate that staff recognise young people’s vulnerabilities and how to respond to concerns. Established links with the designated officer for the

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Good

local authority allows managers to seek guidance and support when necessary. This helps to promote young people’s safety and well-being and demonstrate transparency. Recruitment and induction practices are rigorous. This results in only staff who are suitable and safe to care for young people being employed. In addition to being well informed about corporate policies and procedures, a strong focus on safeguarding means that new staff are clear about their responsibilities and what to do in the event of any concerns. This approach also helps to keep young people safe and makes staff accountable for their actions. The purpose-built home is designed to meet the needs of young people who have learning and physical disabilities. It is clean, comfortable, homely and stimulating. Specialist equipment required by some young people undergoes regular maintenance. A range of bespoke equipment throughout the home and garden

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Good

area, promotes young people’s independence, enjoyment and safety.

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Good

The manager is suitably experienced and qualified; he is a registered social worker who has been in post since 2008. He actively promotes research and evidenced- based practice that focuses on how to improve the quality of care and experiences of young people. Team meetings and development days establish improved approaches to care, demonstrating that young people’s needs are at the centre of all that the home does. Staff take turns in these meetings to present information about legislation that governs how they care and support young people. This increases their understanding about what they are accountable for and promotes their professionalism.

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Good

Staff work consistently well together because there is a cohesive team approach. Key workers are allocated time to compile development plans for young people, which detail the progress that they make. Clear actions shown on these plans identify ways to achieve further progress. These are shared and discussed during peer supervision in team meetings, so that all staff attain a collective understanding. A member of staff said, ‘I think it is better because we are consistent, and young people have a more meaningful experience.’ Staff produce a comprehensive written report for young people’s reviews. These are detailed and informative, advising all concerned about young people’s experiences and the progress that they make. New staff are supported through a thorough induction process and receive regular and effective supervision. These promote their continuing professional development and help them to sustain their capacity to provide young people with

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Good

very good levels of care. Systems are in place to ensure that bank staff, that the home occasionally use, are kept up to date with any changes and that they feel a part of the wider staff team. At the end of their shift, they are required to write a brief record of what happened, and any themes or concerns are followed up by senior staff. A member of staff said, ‘We think it is a good way of helping them to keep up-to-date with what is going on and for us to make sure we know how things are for them.’ Effective partnership working with young people’s families and professionals ensures a seamless approach to gathering information. Good communication with parents and schools results in meticulous care planning. This enables young people to be supported to make exceptional progress. A member of staff said, ‘The (young person) is doing really well with using the bathroom.’ A teacher said, ‘In my view, staff provide excellent support. They attend all meetings and reviews, regardless of

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Good

the distance. They are very good at working with parents.’ The well-qualified, highly experienced and stable staff team knows young people well and is genuinely committed to their care. Staff demonstrate how much they enjoy spending time with young people and engaging in meaningful play. A member of staff said, ‘The young person loves signing songs.’ Well-organised case records contain all the required information about young people. The home’s placement plans are comprehensive and represent the individual voices of young people. This means that staff are clear about young people’s needs and how best to meet them. There has been one notification since the last inspection which demonstrates the manager has taken timely and appropriate measures to safeguard young people. Effective internal monitoring systems, including unannounced visits by senior managers, take place. This means that any oversights brought to the attention of

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Good

staff, no matter how minor, are rectified at an early stage. Improved reports completed by the independent visitor now demonstrate genuine rigour. These visits make a meaningful contribution to the effective monitoring of the quality of care that young people receive. This level of scrutiny helps the management to promote continuous improvements.

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What the inspection judgements mean

The experiences and progress of children and young people are at the centre of the inspection. Inspectors will use their professional judgement to determine the weight and significance of their findings in this respect. The judgements included in the report are made against ‘Inspection of children’s homes: framework for inspection’.

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What the inspection judgements mean

An outstanding children’s home provides highly effective services that contribute to significantly improved outcomes for children and young people who need help and protection and care. Their progress exceeds expectations and is sustained over time. A good children’s home provides effective services that help, protect and care for children and young people and have their welfare safeguarded and promoted. In a children’s home that requires improvement , there are no widespread or serious failures that create or leave children being harmed or at risk of harm. The welfare of children looked after is safeguarded and promoted. Minimum requirements are in place. However, the children’s home is not yet delivering good protection, help and care for children and young people. A children’s home that is inadequate is providing services where there are widespread or serious failures that create or leave children and young people being

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What the inspection judgements mean

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

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Information about this inspection

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

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Information about this inspection

Homes (England) Regulations 2015 and the ‘Guide to the children’s homes regulations including the quality standards’. the guidance ‘Raising concerns and making complaints about Ofsted’, which is available from Ofsted's website: 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

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

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Information about this inspection

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

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Information about this inspection

Store Street Manchester M1 2WD T: 0300 123 1231 Textphone: 0161 618 8524 E: enquiries@ofsted.gov.uk W: www.gov.uk/government/organisations/ofsted

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