Children's Home run by Evolution Children Services Limited in Newcastle upon Tyne

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The children’s home provides highly effective services that consistently exceeds 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:

 The staff and managers support the young people to make exceptional progress in their lives taking into account their challenging starting points.

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The children’s home provision is outstanding because:

 The young people build secure and stable relationships with adults in the home who know them very well and are finely attuned to their needs.

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The children’s home provision is outstanding because:

 The staff within the home work proactively with professionals to achieve positive outcomes for the young people.

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The children’s home provision is outstanding because:

 The young people feel safe and are enabled to thrive in key areas of their lives.

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The children’s home provision is outstanding because:

 Risk assessments and care plans include static and dynamic factors. Practical strategies are in place which are regularly reviewed. The staff consistently follow their safeguarding policy and procedures.

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The children’s home provision is outstanding because:

 Managers demonstrate aspirational leadership. They lead by example with a focused goal of helping the young people achieve significant improvement, particularly in the area of education.

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The children’s home provision is outstanding because:

 Managers promote a culture of accountability as well as going above and beyond to help the young people achieve their potential.

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The children’s home provision is outstanding because:

 Placement referrals are carefully vetted. Robust planning and pre- placement work contribute to successful outcomes for the young people.

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The children’s home provision is outstanding because:

 The stable workforce of support staff contribute to the consistency of day to day operations of the home. Recruitment processes are robust and an active workforce development plan is in place to promote learning and professional growth.

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The children’s home provision is outstanding because:

 Young people’s positive behaviour, however small or significant, is recognised and reinforced.

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Recommendations

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

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Recommendations

 Include information on female genital mutilation in the safeguarding policy which should be reviewed regularly and revised where appropriate ('Guide to the children's home regulations including the quality standards, page 44, paragraph 9.19)

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Recommendations

 Provide further support for young people to take ownership of their rooms to individualise their personal space ('Guide to the children's home regulations including quality standards page 15, paragraph 3.7)

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Information about this children’s home

The children’s home is registered to care for up to five young people who have emotional and/or behavioural difficulties. The registered provider of the home is a limited company.

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Recent inspection history

Inspection date Inspection type Inspection judgement 17/02/2016 Interim Declined in effectiveness 21/07/2015 Full Outstanding 26/01/2015 Full Good 03/07/2014 Full Adequate

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people living in the home are

The young people in the home receive excellent individualised care from the staff and managers who develop positive relationships with them. The staff and managers describe the young people with positive regard and interact with them with consistency, predictability and empathy. They know the young people very well and are committed to supporting them achieve positive outcomes.

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people living in the home are

The young people are enabled to make exceptional progress in relation to their health, education, emotional and social well-being taking into account their starting points. For example, for one young person the home has been described as her longest and the most stable placement since becoming looked after. The young person said the home gave her ‘a chance when nobody would’ and that ‘they would never give up’ on her. One young person named his key worker as ‘by far the best carer’. The staff and manager are described as ‘nice’ and ‘understanding’. One young person enjoys going to school every day, stating that he has ‘the best teachers.’

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people living in the home are

The young people know that they can talk to staff and managers. They appreciate the good level of contact they have with their family members which is well supported by staff. They enjoy the range of activities offered by the home. The young people said that they feel comfortable in the home.

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people living in the home are

Evidence gathered during the inspection includes the views of social workers. One social worker stated he has been ‘very impressed’ with the home and that living there has promoted positive outcomes for the young person. They said that the young person has ‘excellent relationships with staff’ and that this placement has been their most stable. A social worker said that ‘Staff highlight the positive.’ and have done ‘fantastic work’ with the young person, helping the young person to exceed expectations.

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people living in the home are

As a result of stability afforded by living in this home, one young person has been enabled to be in education every day and feel motivated. The registered manager is robust and committed to supporting the young person achieve the best possible outcome. The staff have been praised for working with the young person in the same way as any other child, not an institutionalised teenager thereby helping them realise their potential. The social worker confirmed that in their opinion the young person has made ‘significant progress’ since being placed in the home.

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people living in the home are

Significant progress is reflected in the reduction of missing incidents, critical incidents or restraints, reduction or absence of physically aggressive behaviour, fire-setting, self-harming or other negative behaviours displayed by the young people in their previous placements. These are replaced by positive engagement with the staff and teachers which has produced a change in attitude for the better. Success for the young people is also evidenced by how quickly they were able to settle in the home and the progress made within the short period of time.

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people living in the home are

A social worker stated that their young person has ‘great relationships’ with members of the staff who ‘manage his behaviour’ very well. The young person rarely goes missing since being placed in the home. The home has good knowledge of his peers which the social worker sees as an additional protection for safeguarding the young person.

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people living in the home are

An educational professional stated one young person has made ‘massive progress’ in her education since being placed in the home. The young person receives ‘exceptional support’ from the home who are very communicative with the school to fully support the young person’s education. The school and the home exchange daily notes and attend six weekly meetings. The school and the home are jointly supporting the young person’s aspirations to go to university and become a solicitor. The young person receive extra tutorials arranged by the staff from the home.

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people living in the home are

The home places a big emphasis on education and makes every effort to enable the young people to excel in school. One young person’s attendance has increased from zero percent to 40% to 100%. The school has reported that the young person’s engagement and demeanour has improved along with attendance. The virtual head has also shared that the young person has become ‘more engaging’ and things at school ‘were much more positive’ and that he was more settled in his new placement. This young person’s YOT worker praised the home for their support, excellent communication and reduction of missing incidents. Another educational professional stated the young person receives ‘excellent support’ from the home to achieve in school. Robust advocacy for appropriate educational provision is offered by the home for its residents.

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people living in the home are

The home offers a good rewards scheme to reinforce positive behaviour. One young person’s previous behaviour of fire setting has not been seen in this home, and the home has been very positive for the young person. Staff from the home attend reviews and provide reports that add value to the meetings.

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people living in the home are

During the inspection, one parent commented about how open the staff are with her and said that their child is doing better than where they were previously.

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people living in the home are

The home prepares young people for life beyond residential care. One young person successfully moved into a foster placement. Another young person has returned home and continued his education. Placement referrals are carefully vetted by the responsible individual and the registered manager. The registered manager meets the prospective resident in his or her current placement or family home to obtain a better picture of the young person’s needs and strengths. The manager completes an assessment of how the residents of the home would be impacted as well as how the new person would be supported to achieve positive outcomes. Pre-placement visits take place as well as extensive planning, especially around education, to ensure that the young person receives the right level of support and attention from the beginning for a solid start to their placement in the home.

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people living in the home are

As a result of the implementation of a robust vetting and admissions process is a more stable and better matched group of young people that can enable them to achieve their potential. Also, the home is not risk averse so as to deny young people with difficult starting points and placement history a chance to achieve better outcomes. They balance the risks and strengths very well and ensure proper impact assessment and planning. This is a very positive feature of this home which has a significant impact on the progress children and young people make. A professional said of the home: ‘Rather than have all of the beds full, they would rather have a settled group of young people.’ The professional also said that the home ‘values children over profit’.

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people living in the home are

There is active participation in the Newcastle Providers Network and the staff work closely with the Head of Corporate Parenting to promote the ethos of corporate parenting in their direct practice with young people in partnership with local authorities and partner agencies.

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people living in the home are

The home has a named drugs champion who works with the Drugs and Alcohol Services in Newcastle and meets with other named champions in the area to share screening tools, statistical information, training resources and managing substance misuse. The impact of the work of the drugs champion is the evaluation of one young person’s cannabis use, holding sensitive and necessary conversations with them about the effect of substance misuse on their health and overall development. Amongst the staff and young people it has raised awareness and promoted insight and honest self-assessment of substance misuse, leading to a closer monitoring and supervision as well as clear expectation on drug use. The drugs champion has created a resource booklet on different types of substance misuse, legal information, effects on health and emotional well-being and includes cessation help and intervention booklets which is worthy of wider dissemination.

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people living in the home are

This use of research-informed practice is indicative of the way in which the staff at the home make a significant difference to the lives of young people living at the home.

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people living in the home are

The home has a stable group of support workers and deputy manager. A new registered manager was appointed in February 2016 and has made significant strides in improving standards and outcomes for the young people and through his contribution to supporting other local providers by engaging in remit networks. The registered manager and the staff are committed to providing a family home not an institution. The registered manager said: ‘We don’t have locks on doors in communal areas…this is a family home. We don’t have any damage to the home by the young people. They don’t trash the home.’ The home promotes the ethos of family living.

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people are helped and protected

The staff and managers update the care plan, health and risk assessment and behavioural management plan for each young person including any risks associated with self-harming, misusing drugs or alcohol, going missing and child sexual exploitation as well as physical health. The plans and assessments are clear and informative with expectations and preventative actions as well as appropriate levels of interventions to respond to increased risks. This proactive approach results in sustained improvements of behaviour. The reduction of risks for the young people is evident.

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people are helped and protected

Discussion with other professionals confirms that staff at the home have excellent relationships with placing authorities. Their partner agencies report that there is very good communication from the staff and managers. When the young people go missing, the home consistently follows its procedures. Independent return home interviews are offered and staff interventions have helped to reduce the number of incidents of going missing. One professional said the young people have been able to make exceptional progress in relation understanding how to keep themselves safe as a result of the key working undertaken by the staff.

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people are helped and protected

The health and safety policies and protocols are followed and any relevant issues are managed well by the registered manager and the deputy manager.

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people are helped and protected

There is a low number of incidents of which result in restraint. Recording of those incidents is good. Staff use good de-escalation techniques. Young people receive appropriate levels of support in all serious incidents. Staff adhere to the home’s policies on child protection.

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people are helped and protected

The location risk assessment contains a good level of detail and a clear picture of local risks. Potential risks in the locality to young people including checks and information from planning services/community police are included. Protective factors are also assessed and joint strategies to manage the risks are included in the location assessment. As a result of the inclusive practice to support the assessment of risks the home helps to provide a protective environment for young people.

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people are helped and protected

The home’s safeguarding policy is comprehensive, however, information on female genital mutilation is not included. The registered manager has undertaken the training offered by the local authority and plans to make arrangements for the staff to be trained and include in the safeguarding policy.

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people are helped and protected

The young people have said they feel safe in the home. The staff respond with clear boundaries about what is safe and acceptable. They develop effective responses as a team demonstrating a consistent and clear approach. Residents meetings enable young people to voice their views on meal planning, activities and other matters important to them.

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people are helped and protected

The staff and managers promote positive behaviour through the use of rewards which are documented in the Positive Rewards Book. This book is also used to record verbal praise from staff to young people.

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people are helped and protected

The home has an effective link with the designated officer and there is regular communication about safeguarding issues. The designated officer has attended team meetings to present updated training on safeguarding policies, protocols which has been at the request of the registered manager. The staff have found this helpful and added value to their knowledge and practice. This additional element to training also supports the staff to engage with the designated officer in relation to potential safeguarding concerns leading to prompt advice and guidance.

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people are helped and protected

When a young person is new to the home, the managers plan well and anticipate issues, taking into account any known vulnerabilities. Any discriminatory behaviours are challenged and help and support is given to the young person about how to treat other with respect.

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people are helped and protected

While the physical environment of the home for young people is safe and secure, the staff and managers could further encourage young people to take ownership of their rooms to individualise their personal space. This supports young people to increase their feelings of belonging and self-worth and supports their independence skills by learning how to care for their own space and property.

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leaders and managers

The registered manager has been in post since February 2016, having previously managed another children’s home. He is due to complete his Level 5 diploma in May 2017. The manager has extensive experience of working with children and young people who are looked after. His knowledge of supporting children and young people who have emotional and behavioural difficulties is impressive and translates into meeting their needs and promoting positive outcomes. The manager’s energy and dedication to providing the children and young people with the best possible care is palpable.

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leaders and managers

The registered manager’s aspiration for the young people is evidenced in the significant progress they have made since being placed in the home. The management team is keenly aware of what action is required to identify exceptional progress for each child and demonstrates an unwavering commitment to achieving the best possible outcomes for the young people. The registered manager is proactive in his placement and care planning, persistent in his advocacy, and nurtures strong relationships with partner agencies and placing authorities. The manager works on behalf of the young people who are about to be placed, are already in the home or are preparing to leave.

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leaders and managers

The registered manager has created a list of people who are known to staff that work at the home who are considered to pose a risk to young people in the local area. The manager was proactive by sharing this knowledge at a Complex Abuse Meeting which allowed for cross referencing of names and adds value to community safeguarding. Also, the registered manager has developed a template to help create profiles of vulnerable young people new to the home or area for notification purpose to the police. This is in line with the protocol of all homes in Newcastle notifying the Police Missing Persons Coordinator. This also serves as a risk assessment tool which includes child sexual exploitation risk assessment matrix, missing incidents and any previously offending incidents. This demonstrates his commitment to taking steps and leading initiatives to sustain the highest quality of care for children and young people.

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leaders and managers

The registered manager delivers comprehensive quarterly reports. These reports link directly to quality standards. While some of the content could be more analytical and impact focused, the manager is keen to imbed the learning from independent visitor’s reports. This also includes outcomes from previous inspections and feedback from others, ensuring that the monitoring reports contain the improvements made.

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leaders and managers

The home is achieving its aims and objectives as set out in its statement of purpose which clearly outlines the ethos of the home. The staff receive regular supervision and appraisal. Their supervision is reflective and explores development needs of staff. In supervision, staff are asked to reflect on the question, ‘What have I done this month that has had a positive impact on the young person?’ All staff have access to a wide variety of training both via the internet and face to face. Training is refreshed on a regular basis and takes account of new issues.

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leaders and managers

The staff and deputy managers describe the team as supportive and enjoy working with young people. The staff treat them as if they are their own children with a genuine warmth and positive regard for the young people. There is a hands on leadership approach to model how to serve each young persons’ needs and promote their best interest. Staff are finely attuned to each young person’s vulnerabilities. However, they also promote resilience and strive for normalisation where possible. The staff are also united in their approach so that they receive a consistent message from all of the staff. The manager ensures that the workforce remains stable. This contribute to the consistency of day to day operations of the home. Recruitment processes are robust and an active workforce development plan is in place to promote learning and professional growth

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leaders and managers

Rather than criminalising certain maladaptive behaviour, the staff and managers engage in restorative justice. By doing so, they help to: reduce repeat offending behaviour; raise the young person’s consciousness about the consequence of their actions and impact on the other person; promote empathy and regard for others; and provide an opportunity to make amends with the victim. The use of restorative justice has also deepened the level of trust between the young person, staff and managers.

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leaders and managers

Case records reflect the work that is undertaken with the young people. They reflect their achievements and the records are available to the young people for their input. Learning points from incidents are discussed in team meetings as are new ideas to work differently with young people. This reflects a staff team who are keen to learn and develop their skills to meet the changing needs of the young people.

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leaders and managers

An independent visitor’s regular reports reflects the progress made on the actions from the previous visit as well as the openness of communication between the visitor, staff and managers. Feedback is regularly sought and is used to inform and improve practice and overall service delivery.

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leaders and managers

The registered manager proactively ensures that the home meets all regulatory requirements. The registered manager promotes collective responsibility to provide excellent care to the young people in 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 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 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, 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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