Children's Home run by My Choice Children’s Homes Limited in West Sussex

Good

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

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

 The home is exceptionally well managed. The registered manager has created a working environment where staff have the confidence to implement innovative ways of working, to secure improved outcomes for young people.

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

 Effective monitoring systems ensure that any shortfalls in the standard of care being delivered are quickly identified. Action is taken to improve areas of weakness.

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

 There is a good standard of risk management. This enables staff to implement strategies focused on preventing young people coming to harm.

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

 Many young people reduce the severity and frequency of engaging in unsafe behaviours. Some significantly reduce the number of times they go missing.

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

 Managers and staff are vigilant, and quickly intervene to prevent young people from coming to harm as a result of their internet use.

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

 Young people have access to a range of specialist support services to help them address the negative impact of past traumatic experiences.

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

 Meeting the needs of young people is central to practice in the home. Managers and staff advocate strongly for young people to receive the support they need from partner agencies.

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

 A proactive approach is taken to ensuring that young people have access to the education and training that most suits their needs.

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

 Young people make steady progress towards acquiring the independent living skills that will benefit them as they become young adults.

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

 Staff receive the support and guidance needed to ensure their professional development. Good performance monitoring takes place.

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

 Young people enjoy living at the home. They have a positive day-to-day experience, and engage in a range of new and stimulating activities.

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

 Managers and staff build positive working relationships with parents. This contributes towards the effectiveness of young people’s family contact arrangements.

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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

Ensure records are kept of an allegation of abuse or neglect, and the action taken in response. (Regulation 34(2)(d)) Specifically, ensure that allegations made against staff are recorded as a child protection concern, and record all discussions with staff pertaining to the allegation. 30/01/17

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Requirement Due date

The registered person must supply to HMCI a copy of the quality of care review report within 28 days of the date on which the quality of care review is completed. (Regulation 45(4)(a)) 30/01/17

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Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendations:  Ensure that children are able to take up issues or make a complaint with support. Specifically, ensure that children and young people are given timely updates on the actions taken in response to any complaint they make. (‘Guide to the children’s homes regulations including the quality standards’, page 22, paragraph 4.13)

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Recommendations

 Continually and actively assess the risks to each child and the arrangements in place to protect them. Specifically, ensure that risk assessments are updated when significant changes, such as a young person acquiring a mobile phone, take place. (‘Guide to the children’s homes regulations including the quality standards’, page 42, paragraph 9.5)

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Information about this children’s home

This children’s home is owned by a private company. The home is registered to provide care and accommodation for four young people of either sex who have emotional and/or behavioural difficulties. The organisation also provides education through its independent school, which is DfE registered.

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Recent inspection history

Inspection date Inspection type Inspection judgement 20/01/2016 Full Good 04/09/2015 Interim Sustained effectiveness 27/02/2015 Interim Sustained effectiveness 11/09/2014 Full Good

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Good

The home provides a stable environment for vulnerable young people who have experienced significant disruption in their lives. They generally settle quickly when they arrive at the home, despite this being a time of high anxiety for them. Young people stated that they were made to feel welcome by both the staff and other young people on their first day at the home, and were given sufficient information about how the home is run.

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Good

Young people speak positively about the staff, and all confirmed that they had a particular member of staff they would talk to if they had any concerns. The staff team is skilled in communicating with young people, and this assists them in building positive, trusting relationships. Observation of staff interactions with young people confirm that they adopt a warm, nurturing approach and give young people a clear message that they are valued. Discussions around the dinner table focused on how young people’s day at school had been, and what activities they would like to engage in during the evening.

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Good

This supportive environment provides young people with the opportunity to begin coming to terms with past negative experiences. The home provides access to a range of specialist support services to help young people through this process. The organisation commissions services from an independent psychology and psychotherapy provider, and from specialist youth workers. As a result of accessing these services, one young person has an increased ability to manage self-harming behaviours. Arrangements have been made for other young people to receive therapeutic interventions to address past traumatic events. Although not every young person chooses to engage fully with these services, staff consistently encourage them to consider whether the support on offer would be helpful.

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Good

Most of the young people maintain good attendance at the organisation’s nearby school. A young person who was temporarily excluded from the school has recently made a successful reintegration. The young person confirmed that this process had gone well. Managers and staff take a proactive approach to ensuring that young people have the opportunity to get the most out of their education. One young person who does not particularly enjoy the school environment has recently started a one day per week college course, where he is taking a course relevant to the career he wishes to follow. Staff have also engaged specialist youth workers to assist a young person in gaining access to a Prince’s Trust course.

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Good

Young people are familiar with the home’s complaints procedure. One young person recently made a complaint while at the organisation’s school, about a situation within the home. When the young person made the complaint he was told how the matter would be taken forward. During the inspection the young person informed the inspector that he had not received any further information, although he had made the complaint two days previously. The young person was left wondering what actions had been taken in relation to his complaint.

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Good

This matter is not indicative of wider failures to listen and respond to the views of young people. Young people’s meetings provide an opportunity for them to express their views, and records of key-work sessions demonstrate a firm commitment to including young people in decision-making processes. Young people are provided with information on how to access an independent advocate. There is an understanding within the staff team of the benefits that independent advocacy can have for a young person. Furthermore, the registered manager is highly effective in ensuring that other professionals hear the views of young people. One young person said, ‘I really feel the staff here backed me up when I was worried I might have to move sooner than expected.’

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Good

The health and well-being of young people is consistently promoted. A healthy, balanced diet is provided, and young people are encouraged to engage in a range of activities that provide opportunities to take exercise. Staff speak to young people about sensitive issues, such as sexual health, and engage external specialist workers to support them in managing complex issues, such as alcohol and substance misuse. Effective systems ensure that the recording and administration of medication is safe. The registered manager ensures that professional advice is obtained in relation to the administration of controlled medicines.

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Good

Young people make steady progress in developing their independent living skills. These include budgeting, cooking and communicating with external agencies. During the inspection, young people were observed completing tasks identified in their independent living plans. A social worker reported that staff have been successful in getting a young person to focus on the skills she needs to acquire, despite the fact that she has previously been reluctant to engage in these activities.

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Good

Diversity is valued and young people are treated with dignity and respect. They are supported in developing their own identities, and encouraged to join community groups which reflect their interests and lifestyles. Young people also value and respect one another, and when any minor conflicts do arise, staff quickly intervene to help resolve these.

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Good

The importance of family contact, when appropriate, is recognised by managers and staff. They play an active part in planning and facilitating safe and reliable contact arrangements. In some cases, this is recognised as a key factor in preventing young people going missing from the home. There are also examples when well planned contact visits have contributed towards improved relationships between young people and their parents. One parent confirmed this, saying there had been, ‘Massive improvements’ since the young person moved to the home. Young people enjoy living in this home. They speak enthusiastically about holidays, day trips and new leisure activities they have experienced. One young person is particularly pleased that he will soon be undertaking a project at a local music studio. In summarising their views about the home, one young person said, ‘I love it here’, while another said, ‘If you have to come into care, then this is the best

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Good

Managers and staff ensure that a strong safeguarding culture underpins practice in the home. As a result, young people reduce the severity and frequency of unsafe behaviours that could result in them coming to harm. Some young people have significantly reduced their potential to become sexually exploited, and others have reduced the number of occasions on which they go missing. This can be attributed to high-quality planning to meet young people’s needs, and proactive interventions focused on the individual vulnerabilities of each young person.

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Good

Staff have a thorough understanding of the risks associated with each young person. In discussion, staff demonstrated that they are familiar with young people’s risk assessments and the strategies in place to reduce risk. These strategies are highly relevant to young people’s individual circumstances. For example, in one case, staff are advised to intervene if a particular young person seeks to conduct secretive discussions with peers. In another, staff are reminded of the increased potential for a young person to become sexually exploited when misusing substances.

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Good

Despite the overall high standard of risk management, one case was identified where the assessment did not take into account the impact of a young person being given a mobile phone. Owning a mobile phone could have significant consequences for the young person concerned, but the risk assessment did not reflect this. This one shortfall is not indicative of wider poor practice in this area.

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Good

All of the young people spoken to during the inspection confirmed that they feel safe at the home. One young person said, ‘I soon began to feel that staff actually care for you, and that made me feel safer’. Records indicate that young people develop the confidence to begin discussing sensitive issues, pertaining to their safety and well-being, with staff. In individual key-work sessions young people have discussed issues such as meeting unknown individuals through social media sites, how personal relationships can become abusive and the consequences of acting spontaneously, particularly in relation to going missing. Staff have the skills to communicate effectively with young people on these sensitive matters. These open and honest discussions enable staff to help young people reduce the level of risk they place themselves at.

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Good

There is a strong and well-coordinated response when young people go missing from the home. Staff implement locally agreed protocols and follow the strategies defined in individual risk assessments. This includes following young people if they leave the home without permission, and communicating with professionals and known associates to locate the young person at the earliest opportunity.

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Good

When young people return from a missing episode, staff welcome them home and sensitively try to establish the circumstances leading to the young person leaving. The registered manager takes a proactive approach to ensuring that placing authorities meet their responsibilities to arrange independent return home interviews. He is also tenacious in arranging professionals’ meetings to review young people’s safety plans when positive outcomes are not being achieved. Although not all young people reduce the frequency of their missing episodes, there have been some significant successes. One parent stated that, ‘She [young person] used to abscond, take drugs and be missing for days; there has been none of that at this home.’

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Good

An established approach to promoting positive behaviour is embedded in practice. There is a strong focus on using de-escalation techniques to reduce young people’s anger and frustration when they display challenging behaviour. As a result, there have been no occasions since the last full inspection when staff have had to resort to physical restraint of young people. A restorative approach is taken to resolving any disputes that arise between young people. One young person confirmed that staff intervene before any disagreements become too serious.

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Good

Effective working relationships are established with placing authority social workers. Information is shared in a timely manner, particularly when this relates to a safeguarding or child protection issue. However, allegations made against staff are not consistently viewed as potential child protection concerns, or logged as such. In a recent case, a discussion held with a member of staff who was the subject of an allegation was not recorded. Other aspects of allegations management are more robust. The designated person in the local authority confirmed that consultation takes place when allegations are made, and the advice given is always followed.

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Good

Staff are familiar with the risks young people can face when accessing the internet and social media websites. They ensure that young people receive the information and guidance needed to help keep them safe. A young person confirmed that she was aware of how she could be exploited when accessing social media, but that, ‘Staff still talk to me about it, and I am trying to show them I know the risks.’ Staff are vigilant in monitoring how young people use the internet. Recently, the registered manager took decisive action to prevent a young person coming to harm as a result of his internet use.

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Good

Staff recruitment procedures are thorough, and focused on preventing unsuitable adults from gaining employment with the organisation. Background checks are completed before new staff commence working with young people. These include examination of any unexplained gaps in an applicant’s career history. The interview process enables managers to establish the applicant’s motivations for working with vulnerable young people, and their current level of knowledge regarding safeguarding matters.

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Outstanding

The home is exceptionally well managed by a skilled and committed registered manager. He holds the level 5 diploma in leadership and management for residential childcare, and leads a stable team of experienced staff effectively. The majority of staff are suitably qualified for their role, and one is undertaking a relevant training course. At the time of this inspection, there was a vacancy for one permanent member of care staff.

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Outstanding

The registered manager demonstrates a commitment to improve continually the standards of care provided to young people. He uses monitoring systems to identify the strengths and weaknesses of the current provision, and sets targets for when improvements can be made. Currently, the focus is on developing the work undertaken to support young people’s independence skills, ensuring that young people’s house meetings prioritise the young people’s agenda and promoting therapeutic practice. All significant events are reviewed by the registered manager, ensuring that any shortfalls in best practice are identified.

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Outstanding

Despite this positive approach to monitoring, the most recent quality of care review report was not submitted to the regulator within the required timescale. This was partly due to the registered manager taking an extended period of annual leave.

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Outstanding

The registered manager has overseen the development of an innovative approach to supporting young people to achieve the milestones and goals identified in their care plans. A system known as the ‘folder cycle’ consistently reviews the needs of young people and identifies the priority areas for staff intervention. In practical terms, this means that staff focus on current issues which are having a negative impact on how the young person manages. All staff give the young person a consistent message about one or two changes they need to make, rather than overwhelming them with the prospect of addressing a wide range of behavioural changes. The priority issues are further addressed in key-work sessions.

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Outstanding

Staff report that this new way of working has enabled them to work more effectively as a team. They discuss each young person in team meetings, and come to a joint decision on what aspect of the young person’s needs will be prioritised. This results in their work becoming more focused, and the strategies for young people’s day-to-day care becoming more relevant. Staff report that young people benefit from having a more structured approach to meeting their needs. The approach was adopted when a young person began frequently leaving the home without permission. This behaviour has now stopped, and staff partly attribute this to the ‘folder cycle’ approach being applied.

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Outstanding

Leaders and managers build positive working relationships with partner agencies. The registered manager is proactive in engaging placing authority social workers when young people are not making sufficient progress towards their targets. This approach generally has positive outcomes, although at the time of this inspection, one placing authority had not engaged well. The registered manager has escalated his concerns to senior managers within the organisation. Managers and staff also develop highly effective working relationships with parents, where appropriate. One parent said, ‘The manager is superb and the staff are always helpful and willing. I am always kept up to date with what is going on.’

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Outstanding

Detailed assessment and planning ensures that a young person moving into the home does not have a disruptive effect on those already living there. All available background information is taken into account before a decision is made on whether to admit a new young person. Particular attention is paid to whether the behaviours of a proposed new young person would have a detrimental impact on the progress being made by the others. Potential risks are identified before a new young person moves in, and strategies for managing these are developed prior to admission. These processes have ensured that peer relationships remain positive, and a calm, orderly atmosphere within the home is maintained.

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Outstanding

Staff receive high quality supervision with the regularity specified in the home’s statement of purpose. This provides them with the opportunity to reflect on their practice and identify any gaps in their skills and knowledge. The registered manager views staff supervision as an important component of maintaining high standards of care. Following an extended period of annual leave, he ensured that staff received additional supervision to give them the opportunity to explore fully any issues that had arisen during his absence. All staff have an annual appraisal of their performance. The process clearly identifies each staff member’s priority area for professional development, and identifies targets with timescales for these to be achieved. Overall, there is a high standard of performance monitoring within the home.

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Outstanding

A comprehensive range of training opportunities is provided by the organisation. There is a strong focus on safeguarding within the training programme. This enables staff to update their knowledge on issues such as child sexual exploitation, internet safety and the potential for young people to become radicalised by extremist views. The registered manager quickly identifies any gaps in the training completed by staff, particularly where this may limit the potential for staff to meet fully the needs of young people. As a result of this approach, the registered manager has recently identified the need for staff to receive updated alcohol and substance misuse training, and taken steps to address this. A new electronic monitoring system has also been introduced, to keep the registered manager fully informed of staff training needs.

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Outstanding

Positive community links are developed and maintained. This ensures that young people have the opportunity to access many local facilities. One young person has joined a local football club, and other young people make use of a nearby gym. Young people develop a sense of belonging within their community. Some young people who originally lived out of the area now express a wish to remain living locally when they move on from the home.

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What the inspection judgements mean

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

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What the inspection judgements mean

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

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What the inspection judgements mean

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

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Information about this inspection

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

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Information about this inspection

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

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Information about this inspection

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

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Information about this inspection

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

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Information about this inspection

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

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Information about this inspection

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

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