Children's home run by Cambian Childcare Limited in Hammersmith and Fulham

Outstanding

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

p.2

The children’s home provision is outstanding because:

 Young people make exceptional progress, taking into account their starting points when admitted to the home.  Relationships between staff and young people are based on mutual respect and understanding.  Staff ensure that young people’s attendance at school is excellent.  Highly skilled leaders, managers and staff quickly win the trust and confidence of new young people who join the home, leading to improved behaviour.  Young people have a strong voice and staff support their rights at every opportunity.  Young people’s safety and well-being improves because of the support from staff.  The manager is an exemplary role model for young people, staff and professionals.  Staff are well lead and supported, and feel valued.  Parents and professionals have a high regard for the staff, and the care and support that they provide to young people.  Young people needs are central to all monitoring systems, which focus on

p.3

The children’s home provision is outstanding because:

helping to achieve the best possible outcomes.

p.3

Recommendations

To improve the quality and standards of care further the service should take account of the following recommendations:  For children’s homes to be nurturing and supportive environments that meet the needs of their children, they will, in most cases, be homely, domestic environments. Children’s homes must comply with relevant health and safety legislations; however in doing so, homes should seek as far as possible to maintain a domestic rather than ‘institutional’ impression. (‘Guide to the children’s homes regulations including the quality standards’, page 15, paragraph 3.9) In particular, to refrain from making requests of young people to sign any documentation as a means of indicating their participation at the home.

p.4

Information about this children’s home

The home accommodates up to eight young people with emotional and/or behavioural difficulties. It is operated by a private provider.

p.5

Recent inspection history

Inspection date Inspection type Inspection judgement 22/02/2016 Interim Sustained effectiveness 23/11/2015 Full Outstanding 24/02/2015 Interim Sustained effectiveness

p.5

Outstanding

All staff have an in-depth knowledge and understanding of young people’s backgrounds and needs. This forms the basis of a highly individualised approach to their care and support. Young people talked openly and enthusiastically about the positive difference that living at the home makes to their lives. Without exception, they expressed complete confidence in the abilities of staff, considering themselves to be treated with respect and kindness. This helps young people to relate to each other in a positive way. A young person said: ‘We are like brothers, here.’ Another young person said: ‘This is a really good home. You won't get any better, guaranteed.’

p.5

Outstanding

Staff build sound relationships with young people because of the support that they receive. Staff listen to young people individually and collectively, helping to improve their social skills and emotional confidence. Staff involve young people in planning their forthcoming week, agreeing activities and support to attend any meetings. Providing young people with this level of support means that they are well prepared, helping to allay any anxieties. Whatever the circumstances, staff enable young people to have their views taken into account in matters that affect their future. A member of staff said: ‘It was great that the young person got to speak to the judge.’

p.5

Outstanding

Young people make excellent progress, taking into account their starting points when admitted to the home. For example, some young people have built up their confidence enough to sit their GCSE exams, achieving promising results. Young people invest in their education, because their future aspirations are encouraged. A young person said: ‘I am going to do mechanics. I've got a provisional licence and I'm doing a bike training course.’

p.5

Outstanding

The health and well-being of young people are treated with similar importance. Staff recognise that being able to relax and sit down to a shared meal with their peers and adults is sometimes difficult, particularly for newer young people. A member of staff said: ‘There’s snacks and board games when young people come in from school. If they don’t want to sit down, we don’t make an issue of it. At least we know that they have had something healthy.’ This type of support helps young people to adjust gradually to a different way of life, and builds their social skills and confidence.

p.6

Outstanding

Young people’s meetings are worthwhile, informative and well organised. In addition to in-house issues, there is a focus on what is happening in the community and the wider world, for example using articles from local newspapers and resources from advocacy groups to help young people to think about the impact of anti-social behaviour and drug use. Promoting this type of discussion shapes young people’s values, helping them to think about their place within their communities and helping to prepare them for adulthood. A senior member of staff said: ‘We had a project group in that works with boys to prevent sexual exploitation. Young people were really interested. They asked loads of questions.’

p.6

Outstanding

Young people are admitted to the home as a result of careful planning. This means that staff are clear about their needs when they arrive, so they know how best to support them. A well-written welcome pack is given to young people as part of the admission process, sending them a reassuring message about how they will be supported.

p.6

Outstanding

Young people receive excellent support with contact arrangements, wherever their home area is, helping them maintain important family ties. Young people moving on from the home also receive exemplary support. Staff recognise that plans to move on need to be at the young person’s pace. They make the placing authority aware of this, working with them and young people to revise timescales. This means that new plans take into account young people’s individual circumstances. An independent reviewing officer said: ‘The young person’s review was not that long ago, but we have had another one. It’s the right decision for the young person to stay here.’

p.6

Outstanding

Young people are encouraged to take ownership of their placement plans, key- worker sessions, e-learning contracts and young people’s meetings by signing them. However, this is at odds with the ethos of a home in which highly skilled staff build trusting relationships with young people. For young people, it serves only as an unnecessary and repeated reminder that they live in a children’s home rather than a family setting.

p.6

Good

Young people feel safe, because they know that their safety and well-being are the highest priority of staff. Excellent risk assessments make clear young people’s vulnerabilities, so staff are consistent in their responses. This increases young people’s sense of safety and security.

p.7

Good

Young people are not at risk of sexual exploitation and they rarely go missing or absent. On the occasions when a young person leaves the home without permission, staff follow them and they share any concerns, for example when they see unknown adults in the vicinity of young people and park areas. Established relationships with the police result in effective action, improving the safety of the young people and the wider community.

p.7

Good

Professionals and parents see that this type of support frees young people to enjoy their childhood. A social worker said: ‘We have no concerns about the safety here, never had any incidents of missing. The young person respects the rules and boundaries here, and that is about the work that they've done.’

p.7

Good

Young people’s behaviour is very well managed. Since the last full inspection, there has been one restraint carried out to keep young people safe. Sanctions are not used. Instead, the focus is reinforcing positive behaviour through a range of rewards. A young person said: ‘You get incentives for just basic stuff. You've got to brush your teeth, keep your room tidy and not wind each other up.’ Other incentives help young people to feel an increased sense of belonging, such as being able to have a pet hamster. These responses help young people to reflect on the choices that they make and on their impact on their relationships with peers and staff.

p.7

Good

Young people live in a warm, welcoming home that showcases their interests, achievements and the activities that they take part in. Young people are reminded of these through the abundance of displayed photographs. This gives a homely and informal feel to what is a larger-than-average building. In addition, a series of colourful displays, some of which arise from young people’s meetings, also serve to remind them of how to stay safe and how to treat each other. As a result, young people feel a strong sense of ownership and pride in their surroundings. A young person said: ‘I think the displays are good idea, because it helps you to understand stuff, and they change them. You should be here for Halloween and for Christmas, when the house is all dressed up.’ Judgement grade

p.7

Outstanding

The manager is suitably qualified and experienced, and has been in post since the home opened in 2011. She is an exemplary role model who is highly regarded by young people, staff and professionals. This is because of the trust that she engenders in others and the high level of commitment that typifies her management style. Her approach has established a setting in which the majority of young people have lived for several years and in which they thrive. A member of staff said: ‘Leadership and management are excellent. I have worked with the manager for 14 years. She is very consistent. She lets you know what she wants and she is here before us, and we are here at half seven. I have never known her do nine to five.’

p.8

Outstanding

Meticulous monitoring systems, reviewed on a monthly basis by the manager, and the feedback to staff mean that they know exactly what to do to maximise young people’s progress. The home’s development plan is testament to this, as it reflects young people’s aspiration and their views. This reinforces to staff their key role in achieving the best outcomes for young people.

p.8

Outstanding

Professionalism, based on clear expectation and high levels of support for staff, is embedded in practice. The manager’s approach increases the motivation and job satisfaction of staff, as they know that their contribution is recognised and valued. All staff spoke with pride about the manager’s high standards. A member of staff said: ‘I wouldn’t have it any other way.’

p.8

Outstanding

Staff have excellent relationships with young people’s families. They trust staff and are confident about the care received, because they know that they act in the best interest of their children. A parent said: ‘I know that if there was any situation, they could handle it. My visit turned out to be a very positive day.’ Another parent said: ‘My son is a lot better. I don't think there's anything that they could be doing any better.’

p.8

Outstanding

Excellent communication means that stakeholders always have an up-to-date understanding of how young people are doing. As a result, any issues are addressed before they become major concerns. A headteacher said: ‘Hand on heart, I think they (staff) are very supportive and work really well with the young people. I think we have a very productive relationship.’

p.8

Outstanding

The manager uses the diverse skills of the staff team to best effect. Staff each have a distinct set of responsibilities that improves young people’s daily living experiences. A member of staff said: ‘Our manager knows what our strengths are’.

p.8

Outstanding

Staff undertake regular in-house and e-learning training to refresh their core skills and abilities. Excellent regular supervision, annual appraisal and group supervision three times a week help staff to embed their learning. These meetings focus on all young people’s needs and provide staff with regular opportunities to discuss how best to support them.

p.8

Outstanding

Ofsted is informed of any matters that the manager considers serious. This is indicative of the open and transparent approach, and means that the regulator has an overview of the actions taken to safeguard young people.

p.9

Outstanding

Young people receive care and support that reflects the home’s statement of purpose and young person’s guide. A thorough review of what the home does to improve outcomes for young people with clear actions is undertaken on bi-annual basis. These reports are further evidence of a highly proactive management approach that focuses on continuous improvement. This meets a previous recommendation.

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’. 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

p.9

What the inspection judgements mean

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

p.9

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

p.10

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 0300 123 4234, or email enquiries@ofsted.gov.uk .

p.10

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.11

Information about this inspection

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

p.11

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.11

Information about this inspection

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

p.11