Children's home run by Esland South Limited in Nottingham

Good

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

p.2

The children’s home provision is good because:

 The registered manager is a strong leader who ensures that the safety of young people is prioritised, and that staff practise in ways that meet the needs of young people.  Staff have a good understanding of the risks that young people face when accessing the internet and social media websites. They are vigilant to signs of possible sexual exploitation. Young people are educated on how to keep themselves safe.  Positive links with the local community enrich young people’s lives and teach them to mix socially with people of all ages. The local police community support officer is a good role model for young people.  Managers and staff develop effective links with schools and colleges. Partnership working supports young people to make good educational progress.  Staff support young people to make good progress in all areas of their development, including learning daily living skills and increasing their

p.3

The children’s home provision is good because:

independence. This equips them for more independent living in the future.  The manager has forged good relationships with professionals. However, on two occasions, a more robust response was needed to challenge care- planning decisions.  A shortfall was identified relating to supervision records. This did not have a negative impact on the safety of young people or on the quality of care being delivered.

p.3

Statutory requirements

This section sets out the actions which must be taken so that the registered person(s) meet(s) 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 engaging with the wider system to ensure children’s needs are met standard, the registered person must:

p.4

Requirement Due date

(5)(c) If the registered person considers, or staff consider, a placing authority’s or a relevant person’s performance or response to be inadequate in relation to their role, challenge the placing authority or the relevant person to seek to ensure that each child’s needs are met in accordance with the child’s relevant plans, particularly in relation to young people moving into and out of the home. 21/01/2017

p.4

Recommendations

To improve the quality and standards of care further, the service should take account of the following recommendation:  A record of supervision should be kept for all staff. The record should provide evidence that supervision is being delivered in line with the supervision policy and regulation 33(4)(b). (‘Guide to children’s homes regulations including the quality standards’, page 61, paragraph 13.3)

p.4

Information about this children’s home

The home provides care for young people who have learning disabilities. Two young people are placed who have disabilities and associated complex needs, including autism. The home is run by a private organisation.

p.5

Recent inspection history

Inspection date Inspection type Inspection judgement

p.5

Recent inspection history

11/02/2016 Interim Sustained effectiveness

p.5

Recent inspection history

25/03/2015 Interim Improved effectiveness

p.5

Good

Young people attain a sense of security and stability from living here long term. They develop positive relationships with the registered manager and staff and consequently feel more confident and resilient. They subsequently make good progress across many aspects of their lives. Staff prepare young people well when new young people move into the home and involve them in making the young person welcome. However, there was no formal group discussion following an unsuccessful overnight stay and consequent change of plan. The young people were not able to reflect with staff on how they were affected by this, to inform future plans. Education is prioritised by the management and staff. Both young people attend college full time. Any issues that arise are dealt with by staff to ensure that young people make good use of the opportunities available. One young person proudly discussed her work-experience placement. Young people are encouraged to take

p.6

Good

pride in their achievements and to plan for the future. Young people receive the health services that they require. Both young people are able to increasingly take responsibility for their own health appointments; one young person now attends her appointments on her own, and the other is able to arrange her own appointments. This increases their self-confidence and responsibility for their health needs. Staff promote young people’s social integration. Young people attend activities that encourage them to be active and to mix socially with their peers and the wider community. Activities like line dancing, pottery and attending the local youth club are popular. Young people learn about different cultures through educational theme nights. They enjoy a variety of holidays, some of which have enabled them to do things that they were previously afraid to do, for example, exploring caves. Young people are more confident to mix in the wider community independently

p.6

Good

now. This will equip them with the independence skills that they will need in the future. Regular house meetings are held. These are generally effective forums for discussions. The meetings allow staff to reiterate their expectations in terms of positive behaviour and maintaining boundaries. Young people benefit from receiving a consistent message about group-living arrangements, which enhances their overall sense of well-being. Managers and staff work sensitively and effectively with parents and carers to promote contact. This has a positive outcome in terms of agreeing family contact arrangements, and supporting young people when these cause anxiety. One independent reviewing officer said, ‘Staff have been supportive in helping the young person to manage contact better.’ One young person has left the home since the last inspection. The registered manager expressed concerns about the decision-making to the social worker and

p.6

Good

her manager. However, she did not demonstrate that this was pursued robustly prior to the move. The effect of this on the young person has been reduced by staff remaining in contact with her and encouraging her to visit.

p.7

Outstanding

Staff are fully conversant with safeguarding policies and procedures. They know precisely what they need to do if they have concerns about a young person. The registered manager and staff act in accordance with local agency protocols. They implement company policy and procedures to ensure that young people are protected. Allegations against staff are taken seriously, and the manager takes swift and effective action to safeguard young people. Managers and staff work well with other professionals and, when appropriate, family members, to address any safeguarding concerns. Safeguarding matters are promptly reported, and protective measures are put in place to minimise risks. Excellent practice prevented a young person having unsupervised contact with a peer who posed a potential risk. Staff put their safeguarding training into practice. For example, they recognise the signs and indicators that a young person may be at risk of sexual exploitation and/

p.7

Outstanding

or being radicalised. In one such example, staff took decisive action, which reduced risks and protected the young person. Staff are successful at educating young people to keep themselves safe. An innovative safeguarding board game promotes keep-safe work in an engaging and informative way. Young people reported that they enjoyed learning about safeguarding as a result of playing this game with staff. This was an effective way of delivering a serious and important topic. Risk assessments identify young people’s vulnerabilities and describe strategies to keep them safe. Open and honest discussions are undertaken with the young people to help them to learn to recognise risk. This helps them to manage time away from staff time more confidently and to minimise the risks that they may face. Positive relationships between young people are promoted, and staff instil clear boundaries around social interactions. Young people enjoy good relationships

p.7

Outstanding

with their peers as a result. Any disputes are dealt with in group meetings and individual discussions. Incidents are recorded and evaluated by the registered manager, which enables trends to be recognised and proactive action to be taken. ‘Bullying buster’ work has been effective in helping young people to recognise and reduce bullying. This message was further reinforced by the police community support officer who is a familiar person to the young people. The excellent relationship forged with him means that the young people respond positively to his intervention. Staff know the young people well and have excellent, nurturing relationships with them. Young people trust them and are able to talk through negative emotions before they escalate into challenging behaviour. Communication passports identify what young people’s behaviour means and how to respond to this. Staff work as a team to share knowledge and prevent incidents. When physical interventions occur,

p.8

Outstanding

they are evaluated and analysed by the manager to ensure that lessons learned are shared.

p.8

Good

The registered manager has effectively led and managed this home since February 2010. She holds the registered manager award. All permanent staff are suitably qualified and hold the level 3 diploma in residential childcare. New staff will be enrolled onto the diploma course following successful completion of their probation. The staff team is strong and stable. In the main, the majority of staff members have worked in the home for over three years. The manager and senior leader work well together to support the staff, develop the team and oversee the home’s management. A comprehensive training programme provides staff with the opportunity to learn new skills and update their knowledge in areas relevant to the needs of the young people. One example is a staff member attending training on supporting young people at risk of self-harm. The registered manager has good working relationships with professionals, which

p.8

Good

are generally effective in ensuring that plans reflect the young people’s needs. Staff contribute to care planning meetings and advocate for the young people. However, this has not been consistent. There have been occasions when a more robust response was needed to challenge the agreed plans. Staff meetings have not been regular, which has meant that the manager and staff team have not been able to reflect on these issues as a group or share lessons learned. Induction for new staff is thorough, and support systems are in place throughout their probationary period. Good-quality supervision enables staff to reflect on their practice and to consider the emotional impact that the work has on them. However, the log of when supervisions have taken place is not up to date. The registered manager could not evidence regular supervision records for one member of staff. This restricts the manager’s ability to audit their content, frequency and

p.8

Good

regularity. Management oversight of care plans, incident records and physical interventions is good. Care plans clearly identify young people’s behaviour plans and provide staff with detailed guidelines on how to support young people to achieve these. The plans are all up to date and clearly evidence the progress that young people are making. Complaints by young people are rare, but when they occur they are thoroughly investigated, and are viewed as opportunities to learn and develop practice. The home’s internal monitoring report demonstrates young people’s contributions, to inform the development of the service. The manager has established effective partnership working with the local community police officer. He is welcomed into the home and responds positively to requests to meet with young people and give them guidance in regards to the law and their safety. Young people see him as a positive person in their lives.

p.9

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.10

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.10

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.10

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

p.11

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.11

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.12

Information about this inspection

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

p.12

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.12

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.12