Children's home run by Bettercare Keys Ltd in Belfast

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 are happy in the home and make progress in reducing risk-taking behaviours.  Staff prioritise educational attainment, providing transport and monitoring attendance and progress on a daily basis.  Staff morale is strong at the home. Staff work together to enforce behavioural management strategies consistently.  The home benefits from an experienced and driven interim manager. She is extremely child centred and is motivated to improve outcomes for young people.  Since the home reopened in October 2016, the staff team has undergone considerable upheaval. The level of agency use was excessive in January 2017.  There is a strong response when young people go missing from the home, supported by good risk assessments and the regular provision of independent return-to-care interviews.  Some case records are missing, and some lack depth and analysis, making the progress made by young people difficult to assess.

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The children’s home provision is good because:

 Young people enjoy safe contact with their family and friends, who are fully involved in supporting their care and encouraging engagement .  There are insufficient working relationships with key partner agencies, such as the host local authority. This has restricted access to training and specialist advice and limited the development 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

The registered person must maintain records (‘case records’) for each child which: (b) are kept up to date. (Regulation 36(1)(b)) 01/06/2017

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Recommendations

To improve the quality and standards of care further the service should take account of the following recommendation(s):  Develop the home’s effective working relationships with each placing authority and with other relevant persons which may include services, individuals (including parents), agencies, organisations and establishments that work with children in the local community, e.g. police, schools, health and youth offending teams (regulation 5: Engaging with the wider system to ensure children’s needs are met). (‘Guide to the children’s homes regulations including the quality standards’, page 52, paragraph 10.3)  nsure that staff can access appropriate facilities and resources to support their training needs, and should understand the key role they play in the training and development of staff in the home. (‘Guide to the children’s homes regulations including the quality standards’, page 53, paragraph 10.11)

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Recommendations

 Ensure that no more than half of the staff on duty at any one time, by day or night, at the home should be from an external agency. (‘Guide to the children’s homes regulations including the quality standards’, page 54, paragraph 10.17)

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Information about this children’s home

This is a privately run children’s home, registered to care for up to three young people with emotional and or behavioural difficulties.

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Recent inspection history

Inspection date Inspection type Inspection judgement 03/05/2016 Interim Not judged 30/09/2015 Interim Not judged 13/03/2015 Interim Improved effectiveness 09/12/2014 Full Adequate

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Good

The home reopened in October 2016. Despite the short period of time since then, young people have made progress which they recognise and which makes them proud. One commented, ‘It’s cool here. I have changed a lot.’ Another is now seeking hugs and cuddles from staff, despite arriving at the home in a distressed state. Young people benefit from one-to-one staffing, regular key work and an aspirational ‘family-style’ culture within the home. The home challenges young people to maximise their potential and build trusting relationships.

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Good

Staff are patient and persevere vigorously. They engineer a sense of ownership and responsibility at the home by allowing young people to personalise the living areas of the home and their own bedrooms. This allows young people to settle quickly.

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Good

Young people make progress in education. Staff push placing authorities to provide educational provision promptly. This provides long-term ambitions for and self- worth in the young people. Staff adopt creative strategies such as taking young people to careers fairs and providing daily transport to stimulate interest and support attendance. When young people struggle to engage, staff offer alternative choices in a persistent and nurturing manner. One young person has recently learned to write formal letters and emails. Progress is incentivised and regularly monitored by staff.

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Good

The voice of young people is heard. Case files show consistent and regular consultation, particularly after behavioural incidents. Young people are able to express their feelings at the weekly house meeting and by completing their ‘feelings’ journal. Access to independent advocacy services is routinely offered. Each young person owns a copy of their respective care plans. They are encouraged to offer their preferred behavioural management strategies for staff to use when they are struggling. This helps to reduce the level of incidents of poor behaviour.

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Good

Staff strive to encourage positive, safe contact with friends and family. Parents are regularly updated on progress. This helps to lessen the anxieties of young people, raise awareness of identity and increase parental participation. One parent described staff as ‘a wonderful team of professionals who offer a high quality of care.’ Young people are encouraged to respect their home environment and respect the house guidance regarding their visitors. Staff challenge friends and associates if their influence is considered to be negative. This promotes the young people’s sense of responsibility. Culture is celebrated in the home. Young people benefit from a diverse team of staff who are able to style their hair and cook culturally appropriate food. The home plans to celebrate the American version of ‘Black History month’ with a series of events. This supports the holistic care of young people.

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Good

Staff emphasise the importance of healthy living by cooking alongside the young people. Young people learn the value of preparing fresh fruit and vegetables. Young people access local health resources such as dentists and general practitioners. Gym and local sports club membership are routinely offered to support exercise.

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Good

Young people receive good access to specialist services. Child and adolescent mental health services (CAMHS) and an in-house therapist offer advice on behavioural management techniques. This ensures that young people are offered positive and pro-social choices, and develop awareness of and take responsibility/ adopt coping strategies for their actions. One young person is now managing to self-regulate and negotiate without the use of prescribed medication.

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Good

Every effort is made to avoid criminalising young people. Practice is focused specifically on placement stabilisation. Feedback from professionals is very positive. One CAMHS practitioner commented, ‘Staff have been very understanding, compassionate and caring in the face of some extreme challenges and use of aggression.’

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Good

Behaviour management works well. It is consistent and effective, and the behavioural expectations are understood by young people. Staff work collaboratively, despite threats of violence and intimidation. The home is embedding a therapeutic approach to the care of young people. This uses a restorative principle and allows young people to see the consequences of their actions. This recently involved one young person assisting staff in repairing the damage that he had caused to a door. Young people understand this approach, and case files indicate a reduction in violent behaviour and a minimal use of restraint.

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Good

Safeguarding is strong. Risk assessments are updated in a timely manner. Individual placement plans, behavioural plans, risk assessments and health plans are of good quality. Staff understand young people and their behavioural patterns, and learn to intervene effectively when they are struggling. Key trigger moments such as receiving money are handled with sensitivity and good planning.

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Good

Substance misuse is challenged robustly, and key-work sessions promote discussions regarding its reduction and the effects of ongoing use. On identifying risk, swift action ensures early referral to substance misuse workers. Room searches are regular, and any illicit substances found are removed by staff and taken to the police station.

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Good

There is a strong response when young people go missing. Staff follow the appropriate procedures, including searching the local area and passing on the registration numbers of any associated vehicles. Independent return home interviews are routinely offered to the young people and pertinent information is ascertained. This ensures the safety of young people and a reduction in ‘missing’ incidents.

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Good

Staff are good advocates for young people. They are proactive and reflective. Practice is supported by prompt liaison with key agencies, such as the placing local authority. Staff recently elevated to the placing authority a concern over possible sexual exploitation and ensured that all necessary safeguards were implemented.

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Good

The young people have use of the internet at the home. E-safety is ensured, with parental controls and filters to protect the young people’s associated online risks.

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Requires improvement

The interim manager completed the registration process in February 2017. Ofsted is awaiting the formal resignation of the previous manager prior to confirming formal registration. The interim manager is a highly experienced child-centred practitioner, first registered by Ofsted in 2008 and qualified to level 4. She is well supported by a deputy manager who is due to commence her level 5 qualification shortly. Managers engage consistently with young people and both enjoy a high level of mutual respect.

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Requires improvement

Managers recognise the strengths and weaknesses of the service, and are committed to addressing the concerns raised by this inspection. The scrutiny of the independent visitor is regular and effective. Changes in service provision are now accurately reflected within a revised statement of purpose. A service development plan is in place and aims to develop the therapeutic practice within the home, therefore meeting the needs of young people more effectively.

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Requires improvement

Management monitoring is strong. Behavioural patterns are regularly monitored to assess the effectiveness of interventions, staff involvement and the impact of events such as contact with extended family. This helps staff to plan effectively and adjust behavioural management techniques accordingly to keep young people safe.

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Requires improvement

Staff morale is strong at the home. One staff member commented, ‘I feel extremely valued and appreciated. I am proud to call myself one of the team.’ They report well-planned inductions, high levels of management support and helpful supervision. Despite this, staff have not received training on gang issues. This limits staff awareness of a key area of risk for young people.

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Requires improvement

Managers acknowledge the need for more permanent staff recruitment. Despite a number of staff being recently safely recruited to the home, permanent staff vacancies remain. This recently led to excessive use of agency staff and a lack of consistency for young people.

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Requires improvement

Working relationships with key local agencies, such as the host local authority, are lacking. This denies managers access to helpful training packages and initiatives for young people within the local area. Case recording at the home is often absent or lacks analysis and depth. The case filing system does not allow for easy access to information. This means that the progress of young people is difficult to assess and important information may be lost.

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Requires improvement

Admissions are well handled. Risk assessments carefully match the needs of young people already resident in the home. Careful thought is given to their age and previous care history. The registered manager reports good levels of support from senior managers within the organisation. This helps to improve outcomes for young people.

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Requires improvement

Managers ensure that the home is in a good state of repair, with all of the necessary risk assessments undertaken. The home’s premises are appropriately secure, offering a safe environment for young people.

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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’. 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

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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.

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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 0300 123 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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