Children's home run by Tumblewood Project Limited in Wiltshire

Requires improvement

The children's home is not yet delivering good help and care for children and young people. However, there are no serious or widespread failures that result in their welfare not being safeguarded or promoted.

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The children's home provision requires improvement because:

 The home has operated without a registered manager in place for over a year. However, a manager has been appointed who has applied to become registered with Ofsted.

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The children's home provision requires improvement because:

 The manager has introduced new systems to help improve management oversight and monitoring. However, the impact of these changes is yet to be established.

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The children's home provision requires improvement because:

 While the majority of staff responsible for therapy receive supervision, there are occasions where this is not recorded. The head of therapy receives external supervision but plans to provide additional supervision within the home have not yet been put in place.

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The children's home provision requires improvement because:

 The home’s psychiatrist, deputy manager and young people attend fortnightly medication reviews. However, staff do not keep detailed records of these reviews. Therefore the extent that staff monitor young people’s medication and reduce it where possible is unclear. In addition, records do not show whether staff update and consult with those who have parental responsibility.

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The children's home provision requires improvement because:

 Young people’s placement plans do not clearly identify young people’s needs, aspirations, goals or progress. Important documents about some young people are out of date or not available.

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The children's home provision requires improvement because:

 Leaders and managers do not effectively advocate for all young people when there are delays in plans to move them on from the home.

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The children's home provision requires improvement because:

 Risks to young people are identified but some of the approaches that staff have tried have not been effective as risks to young people remain.

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The children's home provision requires improvement because:

 Staff do not always ensure arrangements for young people to see their families are properly set up which has caused confusion and distress for some young people. Communication with necessary professionals regarding this has been poor.

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The children's home provision requires improvement because:

 Not all young people have been encouraged to engage in the wider community which hampers their progress in preparing to move out of the home.  The management of young people’s behaviour is improved but a young person who receives one to one care was sanctioned inappropriately, after she had returned from being missing on one of two occasions.

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The children's home strengths

 The new manager has made a positive impact on the running of the home. Additionally, the directors have strengthened management arrangements by specifying contingency plans and formulating a board with external representation to ensure additional scrutiny of the running of the home.

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The children's home strengths

 Incidents of aggression and violence between young people have reduced.

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The children's home strengths

 The manager has introduced an improved behaviour management policy alongside a new consequence-and-reward programme.

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The children's home strengths

 Peer relationships have improved as a result of effective intervention from staff and managers.

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The children's home strengths

 Young people have been involved in the development of new systems, and their views have been taken into account in the implementation of these systems.

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The children's home strengths

 Physical intervention has reduced dramatically.

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The children's home strengths

 The home environment is cleaner and more welcoming.

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The children's home strengths

 Staff actively search for young people when they go missing, and managers ensure that independent return home interviews are offered. Managers and staff are keen to understand why young people go missing and how this can be prevented in the future.

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The children's home strengths

 Some young people have made appropriate friendships and enjoy clubs and activities outside of the home.

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Statutory requirements

This section sets out the actions which must be taken so that the registered person(s) meets the Care Standards Act 2000, Children's Homes (England) Regulations 2015 and the ‘Guide to the children's homes regulations including the quality standards’. The registered person(s) must comply within the given timescales.

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Requirement Due date

13: The leadership and management standard In order to meet the leadership and management standard, the registered person must— (1) enable, inspire and lead a culture in relation to the children's home that— (a) helps children aspire to fulfil their potential; and (b) promotes their welfare. (2)(a) lead and manage the home in a way that is consistent with the approach and ethos, and delivers the outcomes, set out in the home's statement of purpose; (f) understand the impact that the quality of care provided in the home is having on the progress and experiences of each child and use this understanding to inform the development of the quality of care provided in the home; (h) use monitoring and review systems to make continuous improvements in the quality of care provided in the home; In particular, the responsible individuals must: Ensure that all staff are regularly supervised Ensure that staff's care of young people meets their needs

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Requirement Due date

and ensures their safety Ensure that all relevant incidents are recorded Ensure that all young people have an independent advocate Ensure that sanctions are appropriate Ensure that young people’s right to see their family is upheld and that managers escalate concerns with external agencies where appropriate Give all young people every opportunity and encouragement to be part of the wider community 17/03/2017 14: The care planning standard In order to meet the care planning standard, the registered manager must ensure that young people— (a) receive effectively planned care in or through the children's home; and (2)(b) that arrangements are in place to— (ii) manage and review the placement of each child in the home; and (iii) plan for, and help, each child to prepare to leave the home or to move into adult care in a way that is consistent with arrangements agreed with the child's placing authority (d) that, subject to regulation 22 (contact and access to

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Requirement Due date

communications), contact between each child and the child’s parents, relatives and friends, is promoted in accordance with the child’s relevant plans.

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Requirement Due date

In particular, the responsible individuals must: Ensure that legally required assessments and documents for young people are in place. Ensure that placement plans effectively identify young people’s needs and aspirations; how these will be met and what evidence will demonstrate success. Ensure that detailed records are kept in relation to reviewing the medication young people take. Ensure that those with parental responsibility are consulted about the use of medication and at least informed of any changes. Monitor young people’s use of medication and ensure that young people receive necessary support in an effort to reduce medication where possible and appropriate. 17/03/2017

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Requirement Due date

16(3)(a) Keep the statement of purpose under review and, where appropriate, revise it; in particular, explain how different models and approaches are used in accordance with individual need. 17/03/17

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Recommendations

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

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Recommendations

 Records must be kept of the administration of all medication. Consider reviewing medicine administration documents to ensure they are easy to read and include information about side effects of all medications. (‘Guide to the children's homes regulations including the quality standards’, page 35, paragraph 7.15)

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Information about this children's home

This children’s home operates as a therapeutic community for a maximum of 15 girls who have emotional and/or behavioural difficulties. The community is run by a private organisation that offers residential care alongside therapeutic intervention including counselling, play therapy and psychiatric support. Children and young people attend the on-site school.

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Recent inspection history

Inspection date Inspection type Inspection judgement 27/09/2016 Full Inadequate 13/07/2016 Full Inadequate 22/03/2016 Interim Declined in effectiveness 02/12/2016 Full Requires improvement

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Requires improvement

Six young people live in the home, two of whom live individually in separate houses. One young person left the home at the time of the previous monitoring visit. The social worker for the young person reports that she has made significantly more progress following her move. Social workers for other young people currently resident in the home report that they are happy with young people’s progress and that they are settled.

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Requires improvement

Young people’s placement plans do not give a clear understanding of their needs, and how they are to be met. The lack of clarity is hampered further by out-of-date assessments and absence of important documents. For example, staff were not aware that education, health and care (EHC) plans for two young people were either incomplete or out of date. Additionally, placement plans do not make clear what young people’s short and long term achievable goals are, how they will be achieved and anticipated timescales. Therefore, progress is not clearly evidenced.

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Requires improvement

Communication with external agencies is poor in relation to arrangements for young people to see their families. Staff have not clarified arrangements in advance with social workers for some young people. The resulting confusion leads to young people feeling avoidably anxious.

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Requires improvement

Several young people have established positive links in the wider community. Some young people enjoy horse riding, cadets, and drama club, and one young person has qualified as a football referee. These community links support young people to build self-esteem and confidence in their abilities. Other young people do not have relationships with people outside of the home. Staff are not finding creative ways to help them to achieve autonomy from the home. This lack of contact does not help them to prepare for forthcoming moves from the home.

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Requires improvement

Leaders and managers do not advocate effectively for young people when there are delays in plans to move them on from the home. This combines with a lack of clarity in care plans and has impacted negatively on the identification of clear pathways for young people’s futures. Managers have started to raise concerns to some social workers regarding the delay in planning for young people, but not quickly or assertively enough. Two young people have advocates in place, but two young people are still waiting for this necessary support, given their ages, needs and future plans.

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Requires improvement

Not all young people remain in education throughout the school day. However, when young people leave education without agreement, care workers support young people to return to school after they have had time out. Communication between the home and the school has improved so that staff have full information on handover and can achieve a more consistent approach to behaviour. Young people have aspirations to do well in school.

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Requires improvement

Young people use the complaints system and raise concerns with staff when they feel their needs and wishes are not met. Community meetings are positive forums for sharing views. Peer relationships have improved and staff have worked with young people to help them resolve relationship differences safely and more effectively.

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Requires improvement

Young people are happier and more settled. Incidents of aggression and violence between young people have reduced considerably, and staff are more confident in implementing the behaviour management policy. Young people no longer report that they are distressed as a result of witnessing or being involved in incidents that have not been managed effectively. Young people say ‘the home is much calmer’ and ‘I don’t feel unsafe anymore’. The manager has introduced a new system of rewards and consequences. This system was developed through consultation with staff and children, with a focus on using sanctions that have a positive impact on young people’s feelings and behaviour. Some sanctions have proved ineffective, but the manager has recognised this and reviewed the implementation of the policy accordingly. Staff use appropriate humour to help maintain boundaries and to engage young people. Managers are moving away from set routines and are

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Requires improvement

promoting more individualised care. Staff have supported one young person with healthy eating, using a personally designed plate which she appreciates. Young people show that they understand what is expected of them in their behaviours and routines. This indicates that staff are now more effectively and consistently setting boundaries. Staff and young people demonstrate respect for one another and the atmosphere in the home is calm.

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Requires improvement

The home environment has improved, and unnecessary fire signage and other similar notices have been removed. The home is cleaner, more welcoming and has been accessorised and personalised to help young people feel comfortable and relaxed.

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Requires improvement

Nearly all young people receive medication, and fortnightly reviews take place with a psychiatrist, deputy manager and young people. However, detailed records of how medication is reviewed are not available. It is not clear whether those with parental responsibility are consulted about what medication young people take and why. There are no clear strategies to reduce dependence on medication for sleep. Medicine is administered in accordance with procedure. However, administration documents are not easy to read and potential for mistakes exists. Details of the side effects of young people’s medication are not available for staff to read.

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Requires improvement

Staff have identified safeguarding risks to young people and have tried to address these concerns. However, in some areas the approaches used have not been effective because of a lack of understanding of how best to communicate the information in line with young people’s needs diagnosis and understanding. In particular, young people potentially put themselves at risk of harm through the use of social media on their phones. This information was not recorded alongside similar incidents, resulting in the manager not having clear oversight of potential risks. However, concerns were documented in a chronology and recognised as a risk.

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Requires improvement

When young people go missing, staff actively follow and search for them. On two occasions, staff members did not realise that a young person requiring one-to-one care had gone missing. The manager had taken action to ensure that safeguards were in place after the first episode, but this action did not prevent a second episode as it happened again. A young person was sanctioned because she went missing, which was not appropriate. Young people are now, without exception, offered independent missing-from-home interviews, so that managers can understand why young people abscond and try to prevent this in the future.

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Requires improvement

Physical intervention has reduced considerably, in particular for one young person. Since the previous monitoring visit, staff have restrained a young person once. Physical intervention was used as a last resort and the young people’s views were sought and analysed and so this requirement is now met.

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Requires improvement

Since the previous monitoring visit, one allegation has been made against a staff member. This allegation was reported to the designated officer, investigated appropriately, and was unsubstantiated.

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Inadequate

The home has operated for over a year without a registered manager. The current manager has now been in post for approximately three months, and has submitted an application to be registered as a manager with Ofsted. Management arrangements are now strengthened following a review of the management structure. The directors have contingency arrangements in place should senior leaders be absent.

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Inadequate

The directors have set up an internal board, which includes themselves and external consultants, and plan to convene this board regularly. The board’s purpose will be to provide additional scrutiny to that of the home’s independent visitor.

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Inadequate

The statement of purpose does not reflect how the managers and staff use different models, methods and approaches in accordance with individual need. A children’s summary is yet to be updated, ready for when new young people come to live in the home.

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Inadequate

Supervision for staff who care for young people is now occurring regularly and is reflective. However, not all staff working in the home have regular and recorded supervision to enable the manager to have full oversight of the work taking place.

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Inadequate

The manager has put in place new systems and policies and has identified strengths and weaknesses in her review so far. Due to these systems being implemented for only a short time, and with a small number of young people, their effectiveness is yet to be proven in the longer term. The current manager prioritises the needs of children. Auditing and scrutiny of practice is now more robust, and concerns are raised with staff to improve their care of young people. This creates a transparent working environment as staff members highlight better ways of working with each other and managers. The directors, staff and young people have confidence in the manager to continue to support young people. External professionals have commented on the manager’s positive impact on the running of 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 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 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

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Information about this inspection

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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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