Children's home run by Witherslack Group Limited in Westmorland and Furness

Good

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

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The children’s home provision is good because:

 Young people develop positive relationships with staff who are motivated, committed, resilient, caring and fun.

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The children’s home provision is good because:

 Young people say that they like living in this home, they are happy and can articulate the progress they have made.

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The children’s home provision is good because:

 Young people enjoy a range of activities and opportunities enabling them to try new things, develop confidence and have fun.

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The children’s home provision is good because:

 Individualised care helps to meet young people’s complex needs.

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The children’s home provision is good because:

 Leaders and managers advocate well for young people to make sure that their wishes and feelings are listened to and acted upon.

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The children’s home provision is good because:

 Staff work inclusively with birth families and this has a positive impact on young people. They benefit from improved relationships with people who are important to them.

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The children’s home provision is good because:

 A robust response to safeguarding concerns and challenging behaviour protects young people and promotes their welfare.

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The children’s home provision is good because:

 A considered approach to consequences means that staff favour a restorative approach to behaviour management. This helps young people to think about the impact of their behaviour on themselves and others.

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The children’s home provision is good because:

 Strong and effective leadership creates a positive ethos in the home and an environment where young people feel safe and well cared for.

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The children’s home provision is good because:

 Staff benefit from regular supervision from managers, whom they say are approachable and supportive.

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The children’s home provision is good because:

 Managers promote reflective practice and constructively challenge staff where necessary. This enables staff to learn from difficult situations so that they can improve young people’s experiences and outcomes.

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The children’s home provision is good because:

 Effective partnership working promotes young people’s safety and welfare. Placing authority social workers speak highly of the service, the care provided to young people and the positive impact this has on their progress and development. To continue to improve the home needs to:

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The children’s home provision is good because:

 Review risk assessments to ensure that they contain clear and up to date information.

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The children’s home provision is good because:

 Fully implement new initiatives around healthy eating and healthy lifestyles to promote young people’s well-being.

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The children’s home provision is good because:

 Evaluate school reports so that managers and staff clearly understand young people’s attainment levels and academic progress.

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The children’s home provision is good because:

 Ensure that gaps in training are rectified so that staff can develop the skills and knowledge necessary to meet the individual needs of young people.

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The children’s home provision is good because:

 Improve the workforce development plan to record the ongoing training and development needs of staff.

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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 with the given timescales.

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Requirement Due date

12: The protection of children standard In order to meet the protection of children standard the registered person must ensure— (2)(a)(i) that staff assess whether each child is at risk of harm, taking into account information in the child’s relevant plans and if necessary, make arrangements to reduce the risk of any harm to the child.

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Requirement Due date

In particular, that risk assessments are clear and contain up to date information. 26/01/2017

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Requirement Due date

13: The leadership and management standard In order to meet the leadership and management standard the registered person must— (2)(c) ensure that staff have the experience qualifications and skills to meet the needs of each child. 26/01/2017

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Recommendations

To improve the quality and standards of care further the service should take account of the following recommendation(s):  Ensure that each child’s day to day health and well-being needs are met. (Guide to the children’s homes regulations including the quality standards, page 33 paragraph 7.3)

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Recommendations

Specifically that staff fully implement plans to promote healthy eating and healthy lifestyles to improve young people’s good health and well-being.

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Recommendations

 Ensure that the workforce plan is updated to record the ongoing training and continuing professional development needs of staff – including the home’s manager. (Guide to the children’s homes regulations including the quality standards, page 53 paragraph 10.8)

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Recommendations

 Ensure that the registered person oversees the welfare of the children in their care through observation and engagement with teachers. ('Guide to the children’s homes regulations including the quality standards', page 54 paragraph 10.23)

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Recommendations

Specifically in relation to having up to date reports in the home and staff understanding children’s academic progress.

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Information about this children’s home

 The home is registered to care for up to seven young people.

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Information about this children’s home

 This children’s home is operated by a private organisation.

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Information about this children’s home

 The home provides care and accommodation for young people with emotional and behaviour difficulties.

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Recent inspection history

Inspection date Inspection type Inspection judgement 15/07/2016 Monitoring N/A 14/03/2016 Interim Sustained effectiveness 05/01/2016 Full Good 25/03/2015 Interim Improved effectiveness 29/10/2014 Full Good

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Good

Without exception young people are positive about their experience of living in this home and about the care they receive. For example, one young person said: ‘It is good fun living here’ and another said, ‘I get on with staff and I can’t think of anything that could be better’. All confirmed that they are well looked after.

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Good

Young people benefit from consistent care from an experienced staff team. A key strength of the home is the quality of relationships between staff and young people. This fosters mutual respect and enables young people to develop reciprocal and trusting relationships with others. For example, one young person described a member of staff as ‘Awesome’ and another said, ‘Staff are like family’. Furthermore, one parent said, ‘I know X gets a lot of love at the home’. The inspector observed positive, good humoured and supportive interactions between staff and young people. It is clear that young people live in a relaxed and caring environment.

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Good

Most young people make progress from their starting points and what is lovely is that young people recognise how things have improved for them. Young people describe how they are able to talk to people more, they say their relationships with people are better and one young person said, ‘Living here has changed me [in a good way], my behaviour has settled down a lot’. Young people are able to reflect on their progress. As a result, they are more self-aware and their emotional well- being is improving. Young people also begin to develop aspirations and start to think about their future. A social worker said, ‘X has said he wants to stay here post 16 and wants to go to college. This is the first time he has verbalised his wishes for the future’.

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Good

Staff support most young people’s health needs. All are registered with primary services, attend appointments and have an annual health assessment. Staff persist with young people on the occasions when they do refuse to access services. For example, staff will rebook appointments and talk to young people about the importance of maintaining good health. This produces some good results. For example, one young person is now beginning to receive dental care that in the past he refused to do.

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Good

Some young people engage in therapeutic support whereas others find this more difficult. Staff respect individual choice and understand that for some young people their readiness for such work will take longer. In the meantime, staff seek guidance from the therapy team to inform their own work with young people so that young people can benefit from living in a therapeutic environment. This supports young people’s emotional well-being.

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Good

The introduction of lifestyle champions is a positive development but is in its infancy. A recommendation is raised to support improvement in this area so that this initiative is fully implemented and healthy eating and regular exercise are actively promoted.

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Good

Education outcomes are mixed. Some young people achieve excellent attendance and make progress with their learning. For example, one young person received an award because of the improvements in their attendance and behaviour. This enabled them to go on and sit their GCSE’s. Where young people struggle to engage positively in education, staff work together with the young person’s school and social worker. Alternative education programmes enable young people to continue with their learning until their next steps are clarified. Education reports are available but this information is not always up to date and staff do not understand them. As a result, it is not always clear what measurable academic progress some young people are making.

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Good

Young people enjoy a range of activities that broadens their horizons and enables them to have fun. For example, one young person loved attending a music concert for the first time and another young person enjoyed seeing Sister Act, the musical, followed by an overnight stay in the hotel. Other activities include swimming, cinema, trips to theme parks and holidays.

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Good

Staff sensitively support complex contact arrangements and they advocate well for young people in line with their wishes and feelings. As a result, young people maintain contact with people who are important to them. For one young person this means he is now able to see his family in his home town which is important to him. Furthermore, because of the progress young people make they enjoy improved relationships with their families. For example, a social worker reports that one young person now enjoys overnight stays with his grandmother, something that was not possible before because of his behaviour.

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Good

Young people develop skills which will assist their transition to adulthood. This includes budgeting, cooking, travelling independently and learning to make their own health appointments. This means that staff prepare young people for their next steps. Where young people have additional needs managers recognise the importance of working together with partner agencies to identify the most appropriate future provision and support.

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Good

Recently some young people displayed unsettled behaviour inside and outside of the home. Levels of disruption were unusually high and young people presented some anti-social and alleged criminal behaviour within the local community. Managers and staff have worked hard to reaffirm boundaries and expectations and this is starting to have a positive effect on young people’s behaviour and the choices they make. For those young people who have not become involved, this is testimony to the progress they have made. A social worker said, ‘I am aware the home has been unsettled but X seems to have coped with this well, I am very proud of him for staying out of it and this reflects the progress he has made’.

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Good

The registered manager recognises when the home can no longer meet young people’s needs and keep them safe. As a result, he takes prompt action to review the suitability of the home for young people where necessary. In the event that a young person moves on sooner than anticipated their welfare remains paramount and managers work collaboratively to ensure they experience a positive transition from the home.

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Good

Young people say they feel safe and are safe. All young people can identify a trusted adult inside and outside of the home who they can talk to if they have any worries. Young people know how to complain and when they do their complaints are taken seriously. As a result, young people feel secure and cared about.

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Good

Staff clearly understand their roles and responsibilities in keeping young people safe and know how to escalate concerns should they need to. Managers and staff follow procedures and respond to all safeguarding matters robustly. This protects young people from harm.

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Good

Most young people rarely go missing. When they do, staff respond by making a concerted effort to locate them and ensure their safe return. They share young people’s individual missing from home risk assessments with the police missing from home coordinator who advises them about any changes that would be useful. Good collaborative working promotes young people’s safety and welfare.

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Good

Return interviews take place giving young people the opportunity to talk to someone independent of the home about what prompted them to go missing and what happened when they were away from the home. The registered manager challenges placing authorities when there are delays in this process. This demonstrates that he is committed to holding authorities to account for their responsibilities and in doing so protects young people from harm.

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Good

Young people come to the home with histories of placing themselves and others at risk of harm. Because of the support they receive some young people’s risky behaviours reduce. For example, a social worker says, ‘X has not gone missing since he moved here and this behaviour featured heavily before he came’. Another young person has not self-harmed since a particularly serious incident earlier this year. This demonstrates the progress that both these young people have made. Staff do understand the risks posed by young people’s behaviour. A social worker commented, ‘Staff understand X’s triggers and manage him well when he is being challenging. Staff manage risk well’. However, this good practice is not underpinned by robust risk assessments. Although managers have made some efforts to improve the quality of these documents, these changes have not been fully implemented. As a result, risk assessments are still not always clear and up to

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Good

date. As a result, a requirement raised at the monitoring inspection has not been met and is repeated. This is a recording issue that to date has not impacted negatively on young people. Left uncorrected this shortfall does have the potential to do so.

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Good

A consistent and considered approach to behaviour management enables young people to think about their behaviour and modify this where necessary. Staff promote appropriate behaviour through positive relationships and by talking things through. The registered manager recognises that staff do not always think of using consequences when it would be appropriate to do so. He has already identified this as an area for development. When staff do implement consequences these are well thought out and meaningful. For example, two young people completed work about the impact of shoplifting. The message given by staff to the young people was clear, ‘We want you to go out with your friends and enjoy yourselves but to make sensible decisions about what you should and should not do. We do not want you getting in trouble with the police and with people who live and work locally’.

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Good

Where possible, staff adopt a restorative approach and so when two young people stole a bicycle staff worked together with the young people, the local police and the victim to resolve the matter. The police emailed the home to compliment the staff and the young people on how well they had managed the situation. ‘Pass on a big thanks to [name of member of staff]. It was clear to see that the lads respect his firm but fair manner and it was clear to see that he takes his role at the home very seriously. The victim was very impressed that X took full responsibility for taking the bike and for the multiple apologies [the boys] gave them’. This approach enables young people to understand the impact of their behaviour on other people and helps them to learn about consequential thinking. This work is ongoing so that young people continue to learn to modify their behaviour.

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Good

Sometimes young people’s behaviour does escalate and physical intervention is occasionally required. Twelve incidents of restraint have occurred since the interim inspection. The registered manager evaluates each incident and works hard to identify patterns and trends. He also liaises with staff to look at any learning points in order to prevent reoccurrence. Young people understand that staff only use physical intervention as a last resort to them keep everyone safe and they raise no concerns about restraint practice in the home. In October the manager decided to remove all ground holds from restraint practice. This reflects the manager’s understanding that such holds carry a greater risk of injury and are not in young people’s best interests. It also demonstrates his commitment to improving young people’s safety and welfare.

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Good

Some issues have arisen with regards to young people’s unsafe use of the internet. The response by staff has been robust and investigations are ongoing. Measures in place to educate and safeguard young people include individual work and group discussions. A new information booklet has recently been compiled and will form the basis of further work with young people to help them to understand the risks posed by the misuse of the internet and social media to themselves and others.

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Good

Timely health and safety checks ensure that a safe physical environment is maintained for young people to live in.

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Good

The home benefits from excellent leadership by an experienced manager who was registered with Ofsted in May 2014. The registered manager holds a level 5 qualification in leadership and management for children and young people’s services.

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Good

Robust deputising arrangements mean that there is a strong leadership team in place. This provides young people with stability and consistency and staff with clear direction and support.

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Good

The registered manager and his deputy create a supportive environment. Records show that staff receive regular supervision and this enables them to reflect on their practice. Members of staff say that they have confidence in their managers and one described them as, ‘Easy to approach and the best managers I have ever had’. Staff morale remains high despite being faced with some complex and challenging behaviour of late. This reflects good leadership and the commitment of staff.

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Good

Young people contribute to staff appraisals and therefore they have input into staff development. For example, one young person commented, ‘X cares about me, he helps me to feel cam and always makes sure I am okay and feel happy’.

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Good

This inspection identified some gaps in staff training. For example, records demonstrate that a number of staff have not completed training around e-safety, understanding and minimising self-harm, child sexual exploitation, drug and alcohol misuse and the safe administration of medication. As a result, staff do not have up to date knowledge and skills in key areas. Furthermore, three members of staff need to have documentary evidence on file to show that they have completed their level 3 qualification in caring for children and young people. The workforce development plan is not used to record the continuing professional development needs of staff. This means that the registered manager is not using some systems effectively to monitor and plan the individual and collective training needs of staff.

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Good

The registered manager monitors the progress of young people and he takes decisive action when he has concerns about their progress and welfare. He convenes meetings to review what is happening and to determine what next steps need to be taken to support young people. Furthermore, the registered manager and responsible individual challenge placing authorities when they do not fulfil their responsibilities. They do this constructively but assertively, demonstrating that they keep young people at the heart of all they do and want what is best for them.

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Good

Partner agencies and parents report high levels of satisfaction in the service. For example, a parent said, ‘[Staff] understand him and everyone is spot on’. A social worker reports, ‘When things do happen staff react quickly, incidents are dealt with and [staff] try lots of things to help’. This reflects that managers and staff maintain good standards of care and support young people well.

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Good

Leaders and managers are thinking of ways to involve young people positively in the community in response to recent incidents of anti-social behaviour. They aim to rebuild relationships where possible and help all young people to invest positively in the area where they live.

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Good

A change to external monitoring arrangements demonstrates the organisations commitment to improve oversight of the home. Furthermore, a series of audits enables most shortfalls to be quickly identified and addressed. Because of internal and external monitoring systems the registered manager is able to develop a good grasp of the home’s strengths and needs. This understanding informs the development plan and demonstrates a commitment to continued improvement.

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Good

Appropriate systems are in place to notify Ofsted and other relevant persons of significant events that occur. As a result, people are kept well informed and this promotes young people’s welfare and safety.

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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 looked after children 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 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

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

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