Children's Home run by Kent County Council in Kent

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.

p.2

because:

 The service has not had a registered manager in place for more than twenty-six weeks, therefore it is judged inadequate for leadership and management. This effects the judgement in the other areas.  The management of the home has not been consistent, which has had an impact on the progress and experiences for the children and young people. However, the current manager has devised an action plan addressing any shortfalls and striving to improve the service.

p.3

The children’s home strengths

 The manager is a strong leader and excellent role model for staff. She is developing a dedicated staff team who provide a consistently good standard of care for the children and young people.  Safeguarding and monitoring processes ensure that children and young people’s safety is a priority.  Inter-agency work is strong. Excellent professional relationships exist with stakeholders, which result in highly effective multi-displinary working. This ensures good care and outcomes for the children and young people.  Consistent boundaries and tailored care plans enable the staff to support the children and young people to a good standard. They develop their social skills and manage frustrations better.  Shortfalls identified during this inspection have not compromised the safety or well-being of the children and young people.

p.3

Statutory requirements

This section sets out the actions which must be taken so that the registered person 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 must comply within the given timescales.

p.4

Requirement Due date

The registered provider must appoint a person to manage the children’s home if–

p.4

Requirement Due date

(1)(a) there is no registered manager in respect of the home. 30/06/2017

p.4

Requirement Due date

The registered person must ensure that for the purposes of paragraph (3)(b), an individual who works in the home in a care role, including an agency worker, has the appropriate qualification if, by the relevant date, the individual has attained the Level 3 Diploma for Residential; Childcare (England) ("the Level 3 Diploma"); or a qualification which the registered person considers to be equivalent to the Level 3 Diploma. (Regulation 32 (4)(a)(b)) 01/09/2017

p.4

Recommendations

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

p.4

Recommendations

 The registered person should ensure that staff understand and can meet each child’s needs, in line with their responsibilities. (‘Guide to the children’s homes regulations including the quality standards’, page 52, paragraph 10.5) In particular, to have time to read the young people’s care plans prior to working with them.

p.4

Recommendations

 The registered person should have systems in place so that all staff, including the manager, receive supervision of their practice. (‘Guide to the children’s homes regulations including the quality standards’, page 61, paragraph 13.2) Specifically, ensure that all staff receive supervision in line with the organisation’s supervision policy.

p.4

Information about this children’s home

This is a local authority managed short break service for children and young people. The home caters for up to six children and young people who have complex needs or autistic spectrum disorders.

p.5

Recent inspection history

Inspection date Inspection type Inspection judgement 20/12/2016 Interim Declined in effectiveness 09/03/2016 Interim Declined in effectiveness 27/10/2015 Full Good 26/03/2015 Interim Improved effectiveness

p.5

Requires improvement

There has not been a registered manager in place since November 2015. Regulations state that if the home is without a registered manager for more than 26 weeks, the judgement for leadership and management will be inadequate. This also limits the judgements made in the other areas. In such situations, the judgements cannot exceed requires improvement.

p.6

Requires improvement

Children and young people’s needs are identified well and met safely. The manager ensures that information obtained from parents, carers and professionals inform care plans and risk assessments. Staff seek advice from health professionals, such as occupational therapists, regarding equipment needed prior to a child or young person moving in. Care plans include detailed strategies for promoting positive behaviour and guidance for staff responding to challenging behaviour. Risk assessments are in place that are specific to each child or young person. Staff have the necessary information to care for children and young people well.

p.6

Requires improvement

The move into the home is meticulously planned, including the use of a colourful children’s guide written in picture exchange communication methods. Children and young people personalise their bedrooms and have tea visits prior to staying here. They become familiar with the staff, surroundings and resources prior to their first overnight stay. One young person was observed to be very settled and happy during his second tea visit.

p.6

Requires improvement

Good interactions between staff and children and young people are observed. Staff demonstrate affection and genuine interest in children and young people, and provide a fun and stimulating environment. The service is well resourced with access to a soft room, sensory room and computer room. The large garden has a range of play equipment, including climbing frames, sensory equipment and a trampoline. Activities are planned throughout the evening to ensure that all children and young people are able to make good use of these resources.

p.6

Requires improvement

Children and young people make impressive progress. A small step programme ensures that targets set are achievable and suit each child or young person. Staff review the targets before each stay and update them when necessary. One young person can now dress herself independently and, with encouragement, will tolerate teeth cleaning. Another young person now eats a more varied diet and is more willing to interact with his peers and staff. Achievements are transferred to the home environment. One parent said, ‘My son is made to feel more responsible there, he tidies his room and clears the table, he does this at home too now.’ Another parent said, ‘My son now likes new foods that he would not eat before, they introduce him to new tastes.’

p.6

Requires improvement

Staff encourage children and young people to make choices and communicate their views. Staff ensure that all children and young people who use the service attend children’s meetings. Staff consult with them about a range of topics, for example, the recruitment of new staff. Children and young people’s views are obtained using communication methods appropriate to their understanding. Minutes of meetings are displayed in communal areas for children and young people to discuss. Staff demonstrate that they value their views.

p.7

Requires improvement

Children and young people are treated with dignity and respect. Tolerance and equality is encouraged. Cultural theme nights, which allow children and young people the opportunity to explore different traditions and menus, are popular.

p.7

Requires improvement

Staff have good relationships with parents, who appreciate and benefit from the service. One parent said, ‘He runs to the door to go in.’ Another parent said, ‘He has changed dramatically over the years, he loves it there.’ Staff communicate effectively with parents during their child’s stay, which parents find reassuring. ‘Fun days’ where children and young people, family and friends are invited further enhance relationships and knowledge of the service.

p.7

Requires improvement

All children and young people are able to access their local schools and have high levels of attendance. Staff develop good relationships with school staff through close communication and attendance at multi-professional meetings. Staff ensure a consistent approach by reinforcing strategies used within the school. A parent said, ‘School and the service work together with us to try new strategies.’

p.7

Requires improvement

The health needs of children and young people are clearly recorded, updated and known by staff. Staff are observant and respond immediately to any concerns. The manager has reviewed medication records to improve this practice further. Staff undertake specialist training so that medical procedures, such as tube feeding, can be undertaken. The appointment of a practice educator, who is responsible for the overview of children and young people’s health plans and staff training, is effective.

p.7

Requires improvement

Children and young people benefit from learning self-care skills. Those who are able to have additional responsibilities. For example, one young person has a fob that allows him free access to certain areas. This gives him independence and a sense of self-worth.

p.7

Requires improvement

Staff understand their key safeguarding roles and responsibilities. They are able to describe the core policies and procedures to keep children and young people safe. There is a strong culture of reporting any matters, no matter how minor, to senior staff for appropriate action. Close partnership working with parents and school staff ensures that staff are aware of any incidents or concerns regarding children and young people.

p.7

Requires improvement

The manager maintains good links with the Local Safeguarding Children’s Board (LSCB). She has a good understanding of safeguarding issues and knowledge, learned from events such as serious case reviews. Effective links exist with the police community safety officer, who provides crime statistics for the local area to inform local risk assessments. However, information from wider agencies, including the LSCB, is not included.

p.8

Requires improvement

Training is excellent. For two weeks of the year the service is closed for all staff to receive refresher and relevant up-to-date training. This is effective in team building as well as sharing knowledge and expertise. The manager benefits from regular meetings with other managers within the organisation. Safeguarding issues, including child sexual exploitation and radicalisation, are discussed in these forums to inform practice.

p.8

Requires improvement

Specialist software is installed on the home’s computers, and close staff supervision prevents access to any inappropriate websites. Most of the children and young people have a limited understanding of both the risks associated with online grooming and accessing the internet without staff support. Staff educate children and young people about potential risks. They use the children’s meeting forum to reinforce the message to all children and young people, particularly those who have a better understanding of the internet and social media.

p.8

Requires improvement

The high level of supervision of children and young people is achieved through good staffing levels. Those who have more complex and challenging needs are given higher staff support to ensure their safety and that of their peers. This is accomplished through well thought out shift planning.

p.8

Requires improvement

Staff enforce clear guidelines and boundaries from the start. Children and young people are taught what is expected of them and respond positively. They learn to modify their behaviour with staff support. Physical restraints are only used as a last resort. Staff evidence children and young people’s views or record observations made. The manager reads and signs the records, and evaluates the appropriateness of these measures. She shares lessons learned in team meetings. This enables staff to increase their knowledge of preventative interventions specific to each child or young person, and to manage challenging behaviour effectively.

p.8

Requires improvement

The manager reviews sanctions and analyses these. Some incidents recorded as sanctions reflected behaviour management techniques. Staff subsequently had further training to reinforce more accurate recording of these measures. Regular health and safety checks are undertaken and all equipment is serviced and maintained to a high standard. All children and young people now have individualised personal evacuation plans on file. They live in a safe environment where the risk of them coming to physical harm is minimised.

p.8

Inadequate

The manager has been seconded to this post since September 2016. Prior to this, two temporary managers were employed. The current manager is in the process of applying to be registered with Ofsted. She has a level 5 qualification in leadership and management for residential childcare, and a social work qualification.

p.9

Inadequate

She is a strong leader who has a clear vision regarding the development of the service. She promotes a culture of high aspirations for the children and young people. She is aware of the strengths and weaknesses of the service and of how to improve practice.

p.9

Inadequate

The manager works closely with relevant professionals to ensure that children and young people’s care plans are implemented and good outcomes achieved. Good communication ensures close partnership working, to the benefit of children and young people and their families. A team leader said that the manager communicates well to resolve any issues for the children and young people. A social worker reported, ‘Staff contribute towards and attend meetings in regards to care plans, they build up good relationships with parents.’ Multi-disciplinary working in conjunction with parents and professionals ensures that sustained improvements are achieved.

p.9

Inadequate

The manager has highly effective monitoring systems in place to ensure that good levels of care are maintained for each of the children and young people. Weekly audit systems, as well as scrutiny of records and care plans, ensure that all tasks are completed. The manager has devised an action plan, which includes outcomes for children and young people as well as staff development.

p.9

Inadequate

Recruitment procedures are thorough. Scrutiny of background checks minimises the prospect of inappropriate adults being employed. The interview process is robust and staff employed are experienced in the caring profession. The manager is addressing staff shortages; there is a recruitment plan in place to reduce the number of agency staff used. Agency staff, when used, are regular and familiar to the children and young people. However, they do not all have the level 3 diploma in residential childcare. Consequently, the experience and expertise of the staff group is not consistent.

p.9

Inadequate

Staff, generally, demonstrate an excellent knowledge of children and young people. They review care plans at team meetings and during handovers and supervisions. However, on one occasion a staff member was not given time to read a young person’s care plan prior to starting her shift. The risk was reduced because she was not working directly with the young person.

p.9

Inadequate

Staff feel valued by the manager. They have responded positively to the changes she has made and to the guidance she gives. Team meetings provide opportunities for staff to reflect on children and young people’s needs, as well as to discuss ways of improving the service. Supervision for staff is now regular and reflective. Staff focus on children and young people’s needs, with appropriate time devoted to staff development and improvement of the service. Consequently, children and young people benefit from a staff group that focuses on them while having a high level of support themselves. However, the manager has not had regular supervision in line with the organisation’s supervision policy. This is crucial in allowing her time to formally reflect on her practice and development of the service.

p.10

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’.

p.11

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

p.11

What the inspection judgements mean

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

p.11

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

p.12

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.12

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 children looked after 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.13

Information about this inspection

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

p.13

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.13

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.13