Children's Home run by Aspris Children’s Services Limited in Herefordshire

Inspection report children’s home: SC476486 1 SC476486 Registered provider: Priory Education Services Limited

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Full inspection Inspected under the social care common inspection framework

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Information about this children’s home

The home accommodates up to seven young people who have emotional and/or behavioural difficulties. It is run by a private company. The home’s statement of purpose indicates that the age range is between 11 and 18 years of age.

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Overall experiences and progress of

children and young people, taking into account

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requires improvement to be good

How well children and young people are helped and protected requires improvement to be good

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requires improvement to be good

The effectiveness of leaders and managers requires improvement to be good

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requires improvement to be good

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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requires improvement to be good

Date of last inspection: 22 February 2017

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requires improvement to be good

Overall judgement at last inspection: Sustained effectiveness

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Enforcement action since last inspection

None Inspection report children’s home: SC476486 2

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Key findings from this inspection

This children’s home requires improvement to be good because:

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Key findings from this inspection

 The home is in need of decoration in places.  Prolonged building work has affected young people’s opportunity to develop their independence skills.  The registered manager does not have sufficient oversight of health and safety in the home, particularly of fire safety.  Staff lack sufficient understanding of cultural diversity.  Young people’s health needs are missing in care plans.  Managers do not ensure that members of staff appropriately implement risk assessments in relation to family members working together.  The manager’s supervision does not focus on practice and professional development.  The manager does not escalate concerns to make sure that young people receive the services that they need.  Not all staff have obtained their level 3 qualification in residential childcare in the required time.  Managers do not make sure that the home operates in accordance with the statement of purpose.

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Key findings from this inspection

 The manager has not ensured that young people get the right support or encouragement to work towards their personal aspirations.

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Key findings from this inspection

 Young people enjoy warm and supportive relationships with staff.  Young people enjoy a range of activities.  Consultation with young people is embedded in the everyday routine of the home.  Young people’s risk-taking behaviour reduces over time.

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Inspection date Inspection type Inspection judgement

22/02/2017 Interim Sustained effectiveness 05/07/2016 Full Good Inspection report children’s home: SC476486 3 03/03/2016 Interim Sustained effectiveness 08/07/2015 Full Good Inspection report children’s home: SC476486 4

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Statutory requirements

This section sets out the actions that the registered person must take to meet 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.

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Requirement Due date

5: Engaging with the wider system to ensure that children’s needs are met standard

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Requirement Due date

In order to meet the engaging with the wider system to ensure that children’s needs are met standard the registered person must ensure that—

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Requirement Due date

(b) staff seek to secure the input and services required to meet each child’s needs; and

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Requirement Due date

(c) if the registered person considers, or staff consider, a placing authority’s or a relevant person’s performance or response to be inadequate in relation to their role, staff challenge the placing authority or the relevant person to seek to ensure that each child’s needs are met in accordance with the child’s relevant plans. 16/06/2017

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Requirement Due date

6: The quality and purpose of care standard

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Requirement Due date

In order to meet the quality and purpose of care standard the registered person must ensure that staff—

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Requirement Due date

(2) (c) ensure that the premises used for the purposes of the home are designed and furnished so as to—

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Requirement Due date

(ii) enable each child to participate in the daily life of the home. 28/07/2017

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Requirement Due date

In order to meet the protection of children standard the registered person must ensure—

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Requirement Due date

(vii) are familiar with, and act in accordance with, the home’s child protection policies;

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Requirement Due date

(b) that the home’s day-to-day care is arranged and delivered 16/06/2017 Inspection report children’s home: SC476486 5 so as to keep each child safe and to protect each child effectively from harm; and

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Requirement Due date

(d) that the premises used for the purposes of the home are designed, furnished and maintained so as to protect each child from avoidable hazards to the child’s health. 13: The leadership and management standard

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Requirement Due date

In order to meet the leadership and management standard the registered person must ensure that staff—

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Requirement Due date

(1) (a) help children aspire to fulfil their potential.

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Requirement Due date

(2) In particular, the standard in paragraph (1) requires the registered person to—

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Requirement Due date

(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; and

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Requirement Due date

(c) ensure that staff have the experience, qualifications and skills to meet the needs of each child. 16/06/2017

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Requirement Due date

The registered person must ensure that an individual who works in the home in a care role has the appropriate qualification by the relevant date. The appropriate qualification is the level 3 diploma for residential childcare or a qualification that the registered person considers to be equivalent. (Regulation 32(4)(a)(b)) 15/09/2017

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Requirement Due date

The registered person must maintain records (‘case records’) for each child that include the information and documents listed in Schedule 3. The records must be kept up to date, and signed and dated by the author of each entry. (Regulation 36 (a)) 16/06/2017

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Recommendations

 The registered person must have systems in place so that all staff, including the manager, receive supervision of their practice from an appropriately qualified and experienced professional, which allows them to reflect on their practice and the needs of the children assigned to their care. Professionally qualified staff employed by the home, for example teachers or social workers, should be provided with relevant professional or clinical supervision by an appropriately qualified and experienced professional. (‘Guide to the children’s homes regulations including the quality standards’, page 61, paragraph 13.2) Inspection report children’s home: SC476486 6

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improvement to be good

The home requires attention. Some rooms are not adequately furnished or decorated. There are holes in doors, young people’s wardrobes are missing doors and there is a smell of damp throughout the property. The kitchen is being refurbished, but this work has been ongoing for over four months. During this time young people have had restricted access to the kitchen, which is affecting their ability to develop their independence skills. One young person told the inspector, ‘The work in the kitchen is taking too long, it’s a bit rubbish, and we can’t always go in the kitchen.’ Furthermore, the building had a fire audit commissioned in January 2017. This highlighted that work was required to improve fire safety. However, the registered manager was unable to confirm that the repair work had been undertaken. This leaves management oversight of fire safety compromised.

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improvement to be good

Young people are not assisted to recognise and celebrate cultural diversity, and young people’s linguistic and cultural backgrounds are not taken into account. This has led to missed opportunities to support and celebrate cultural diversity in the home.

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improvement to be good

Although staff are aware of the young people’s health needs, this is not reflected in the young people’s care plans. This means that care plans do not play a part in monitoring and promoting young people’s health.

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improvement to be good

Relationships between staff and young people are positive. These warm and nurturing relationships help young people to make meaningful progress in key areas of their lives. For example, because of the positive atmosphere, young people have made progress in their social relationships and in managing their behaviour. Young people have reduced their risk-taking behaviour and now work with staff to make safe decisions. All young people told the inspector that the best things about living in this home were the staff and the activities.

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improvement to be good

Young people attend the home’s own school or are supported by staff to gain employment. Educational attendance is good. Staff work in partnership with the school and placing authorities to make sure that tailor-made education packages are in place for each young person. This gives young people the best opportunity to progress in their education.

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improvement to be good

The young people are in good health. Most young people attend to their routine health checks. When young people choose not to attend these, staff work with them and encourage them to attend.

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improvement to be good

Young people get lots of encouragement to participate in a wide range of decision- making forums, including regular house meetings and key-worker sessions. These varied opportunities enable young people to play a central role in decision making about meal choices and activities. Inspection report children’s home: SC476486 7 When young people are admitted to the home, the staff ensure that each of them understands how to make a complaint and who to make the complaint to. This helps to make sure that each young person can practise their rights.

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improvement to be good

Staff have good relationships with parents. Parents report that they are kept updated and are involved in decisions. Staff help to facilitate contact that is risk assessed and completed in the best interests of the young person.

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improvement to be good

Risks surrounding drug misuse and adolescent behaviour are not sufficiently understood by the registered manager and the staff. There is a lack of professional curiosity from the manager and staff, resulting in missed opportunities to ensure that young people receive the help and support that they need. The staff team’s limited awareness of young people’s vulnerabilities means that additional resources to maximise support are not secured. Specialist training is absent and leaves staff without the knowledge needed to fully safeguard young people.

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improvement to be good

Risk assessments in relation to family members working together are not understood or implemented by the staff team. For example, staff are not clear who they should report allegations to if it involves the manager’s family member. This leaves young people and staff at risk.

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improvement to be good

Young people’s risk-taking behaviours have decreased since admission. Young people who previously went missing now choose not to. Young people do not self-harm and their behaviour improves over time. This is due to clear behaviour management and tailor-made reward systems. Young people are involved in this process and understand and accept when a reward or sanction is put in place. A young person told the inspector, ‘I got bronze award today so can’t go to the fair. I’m a bit annoyed, but it is fair. I knew that would happen and they have to have rules, don’t they?’ Staff receive training in the appropriate use of physical restraint, but only ever use this as a last resort.

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improvement to be good

Young people are not at risk of exploitation or radicalisation. Staff have training around these areas and are clear about what protective measures they would need to put in place should a concern arise. Young people confirm that although they do argue, bullying does not take place. They feel able to talk to staff if they have concerns, and this helps to keep them safe.

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improvement to be good

Good recruitment and vetting processes are in place. Applicants undergo appropriate checks, including criminal history and employment history checks. This reduces the possibility of young people being harmed by those in positions of trust.

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The effectiveness of leaders and managers: requires improvement to be good

Inspection report children’s home: SC476486 8 A qualified registered manager, supported by a dedicated and experienced duty manger, manages the home. The registered manager has achieved her level 5 in leadership and management. The staff team is stable. This ensures that young people experience continuity of care.

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The effectiveness of leaders and managers: requires improvement to be good

Staff and young people speak highly of the management team. Staff receive regular supervision, and consequently work safely and consistently together. The registered manager receives regular supervision from the head of care. However, this supervision has not been sufficiently reflective, nor has there been an emphasis on practice and professional development.

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The effectiveness of leaders and managers: requires improvement to be good

Effective team meetings ensure that good communication and consistency of practice across the staff group is achieved. All staff attend these meetings. Mutually supportive and respectful relationships exist across the staff group. These demonstrate positive role models and consistency for the young people.

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The effectiveness of leaders and managers: requires improvement to be good

All staff have completed their mandatory training. However, specialised training is absent and one member of staff has not achieved his level 3 qualification in residential childcare within the necessary timescale.

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The effectiveness of leaders and managers: requires improvement to be good

Although young people are progressing, the manager has not ensured that all young people are fully supported and encouraged to work towards their personal aspirations and goals. For example, one young person has shown excellent talents in their hobby, but the manager has not considered how this skill could be developed to ensure that the young person reaches his full potential.

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The effectiveness of leaders and managers: requires improvement to be good

Relationships with professionals are variable. Social workers speak highly of the service, recognising that staff work well in partnership. However, the service does not have an open working relationship with the local police, and staff have not taken any action to address this. Furthermore, the manager’s challenge of other services is not always effective. Concerns are not consistently escalated to ensure that young people receive the services that they require. For example, one young person was supposed to have had a referral to specialist drug services. This has not happened and the manager has not challenged this delay. These examples show missed opportunities for the manager to develop effective partnerships with some key partners so that young people receive the necessary support at the point of need.

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The effectiveness of leaders and managers: requires improvement to be good

There is a clear statement of purpose in place that details the aims and objectives of the home. The document is specific in respect to young people’s preparation for adulthood, and also states, ‘Recreational, cultural and sporting activities are among the biggest tools we use to help build self-image, self-esteem and relationships.’ This inspection has highlighted a number of shortfalls, which shows that the statement of purpose is not being fully implemented by staff in their everyday practice.

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The effectiveness of leaders and managers: requires improvement to be good

The registered manager is aware of the strengths of the home and the areas for development, inclusive of the shortfalls identified during inspection. Staff remain Inspection report children’s home: SC476486 9 enthusiastic and committed to ensuring that the service continues to evolve and develop for the benefit of the young people.

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Information about this inspection

Inspectors have looked closely at the experiences and progress of children and young people. Inspectors considered the quality of work and the difference made to the lives of children and young people. They watched how professional staff work with children and young people and each other, and discussed the effectiveness of help and care provided. Wherever possible, they talked to children and 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.

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Information about this inspection

Using the ‘Social care common inspection framework’, this inspection was carried out under the Care Standards Act 2000 to assess the effectiveness of the service, how it meets the core functions of the service as set out in legislation, and to consider how well it complies with the Children’s Homes (England) Regulations 2015 and the ‘Guide to the children’s homes regulations including the quality standards’. Inspection report children’s home: SC476486 10

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Children’s home details

Registered provider: Priory Education Services Limited

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Children’s home details

Registered provider address: Priory Group, 80 Hammersmith Road, LONDON W14 8UD

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Inspector

Louise Battersby, social care inspector Inspection report children’s home: SC476486 11 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, further education and skills, adult and community learning, and education and training in prisons and other secure establishments. It assesses council children’s services, and inspects services for children looked after, safeguarding and child protection.

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Inspector

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Inspector

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Inspector

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