Children's home run by Sahara Care Service for Children Ltd in Slough

Inspection report children’s home: SC490025 1 SC490025 Registered provider: Sahara Care Service for Children Ltd

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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 is owned and run by a private organisation. It is registered to provide care and accommodation for up to four children and young people with emotional and/or behavioural difficulties.

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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 inadequate

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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: 10 November 2016

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requires improvement to be good

Overall judgement at last inspection: requires improvement

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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 has been without a registered manager since November 2015. There Inspection report children’s home: SC490025 2 have been significant delays in seeking a suitable person for the role. A manager has been in post since October 2016, and is currently in the process of applying to be registered with Ofsted.  The whole staff team has changed since the last inspection. Staff are still trying to form into a properly functioning team, but they are beginning to work cohesively. The team is relatively inexperienced in working in children’s residential care: their skills and knowledge are not sufficient in some important areas, and they are yet to operate to a good standard.  The two consultants who are working as home manager and service manager have initially focused on the basics of sound childcare. Policies and procedures were updated at the start of their tenure and these are now requiring review to

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Key findings from this inspection

ensure that they are relevant and appropriate. Staff are unable to demonstrate fully that they have a working understanding of their content. This is particularly so in respect of child protection and safeguarding.

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Key findings from this inspection

 The home has become increasingly settled, with a permanent manager and staff team. Young people are now making progress as a result of living in the home.  The consultants who have been contracted to manage the home are steering practice towards becoming child-centred and staff have a clearer understanding of what is expected of them in order to provide a stable environment.  Joint working with partner agencies is leading to better outcomes for young people, including underperforming services being suitably challenged.

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Inspection date Inspection type Inspection judgement

10/11/2016 Full Requires improvement 31/08/2016 Full Inadequate 18/05/2016 Full Inadequate 17/03/2016 Interim Sustained effectiveness Inspection report children’s home: SC490025 3

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Statutory requirements

This section sets out the actions that the registered person(s) 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(s) must comply within the given timescales.

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Requirement Due date

The leadership and management standard is that the registered person enables, inspires and leads a culture in relation to the children’s home that– (a) helps children aspire to fulfil their potential; and (b) promotes their welfare.

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Requirement Due date

In particular, the standard in paragraph (1) requires the registered person to— use monitoring and review systems to make continuous improvements in the quality of care provided in the home. (Regulation 13 (1)(2)(h)) In particular, policies, procedures and other key documents in the home must be reviewed to ensure that they reflect what practice is expected of staff, and the documents use positive language. 31/07/2017

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Requirement Due date

The care planning standard is that children— (a) receive effectively planned care in or through the children’s home; (b) have a positive experience of arriving at or moving on from the home.

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Requirement Due date

In particular, the standard in paragraph (1) requires the registered person to ensure that— arrangements are in place to manage and review the placement of each child in the home. (Regulation 14 (1)(2)(b)(ii)) This specifically relates to ensuring that impact risk assessments identify the risks and any mitigating factors. 31/07/2017

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Recommendations

 The registered person should consult young people regarding the homeliness of the environment, how photographs are displayed and the signage within the home. (‘Guide to the children’s homes regulations including the quality standards’, page 15, paragraph 3.9) Inspection report children’s home: SC490025 4  The registered person should demonstrate that what staff have learned in training is implemented in practice and has an impact on the young people that they work with. This is in particular in relation to, but not exclusive to, staff understanding of exploitation and risks to young people at all times of day. (‘Guide to the children’s homes regulations including the quality standards’, page 43, paragraph 9.10)  The registered person must ensure that staff have access to the training they require to effectively care for children living in the home, beyond mandatory courses. (‘Guide to the children’s homes regulations including the quality

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Recommendations

standards’, page 53, paragraph 10.11)  The registered person should provide evidence that staff have read and understood key policies and procedures, and demonstrate that they have understood the essence of the information and that they are able to translate this into practice. (‘Guide to the children’s homes regulations including the quality standards’, page 54 paragraph 10.20)

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improvement to be good

Young people have started to build some strong relationships with staff. There have been several changes within the staff team, but it has been settled for the last few months. Young people in particular have come to trust the service manager and home manager. They also have some positive relationships with care staff. One young person who has lived in the home for a significant period of time has recently become much more settled, and external professionals, including her social worker, feel that it is because the home environment is much more stable. As a result, she will be able to return to the family home in the coming months.

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improvement to be good

Young people’s views are sought on a variety of issues through house meetings, although young people do not always choose to engage. They are able to share their thoughts and ideas through general discussion and through key-work sessions. Key-work sessions tend to involve significant discussions regarding family or incidents that young people have been involved in. The service manager feels that one young person in particular struggles with identifying what his thoughts and feelings are, so expresses them through discussion about his family and experiences.

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improvement to be good

Young people know how to complain and who to complain to. There has been one issue raised, and this was handled to the complainant’s satisfaction. Issues within the group are monitored and staff are gaining skills in intervening to prevent escalation of negative behaviour. Information is available about external agencies that young people could contact if they would like independent advocacy or advice. However, the manner in which this is displayed is quite institutional. Inspection report children’s home: SC490025 5 Neither young person is currently engaged in education. One started and then stopped college courses, and then sought employment opportunities. Staff continue to encourage young people to have a good, educationally based structure to their day. The home’s managers work closely with the local authority education professionals, including the virtual school and teachers. A bespoke package is in place to encourage engagement,

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improvement to be good

including teachers visiting the home. Issues that may prevent engagement are actively tackled with external professionals, such as exploring poor sleep patterns. Additionally, young people have access to a range of activities, both in the home and the community, including meals out and cinema trips. Religious observance and customs are supported appropriately by both family and staff in the home, including tolerance and understanding of others’ religion or beliefs.

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improvement to be good

Young people’s medical needs are appropriately addressed by staff. One young person has significant anxiety regarding medical appointments, and staff do all they can to encourage attendance at appointments. This has not been successful so far, and the nurse for looked after children is aware of the issues. Young people are known to children and adolescent mental health services, and one is attending appointments regularly with staff support. Her social worker and mother noted how successful this has been. Young people are encouraged to understand what a healthy lifestyle means for them, and most food is freshly prepared in the home. Information is available regarding smoking cessation, substance misuse and sexual health.

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improvement to be good

Young people who are new to the home are welcomed and encouraged to see the house as their home. The home is well decorated, clean and modern, with young people’s tastes taken into account. However, some of the displays are not homely, in particular the captioning of some photographs, such as ‘a meal a young person made’, rather than the name of the individual, which is institutional. Pre-placement impact assessments are clear. However, in the current form, the information available suggests that the author has more information, or has not thought through the consequences, although discussion with the service manager demonstrated that this is not the case.

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improvement to be good

Young people are aware of what is acceptable in the home and staff are increasingly consistent in their approach to behaviour management. A list of house rules is available to assist young people to understand what is expected of them. However, this does not focus on positives, such as respect for each other and the environment; it is more of a list of what they cannot do or must do. This is due for review, though. A social worker noted that consistent boundaries had reduced negative behaviour and episodes of missing for the young person placed. The independent reviewing officer suggested that staff have ‘stuck to their guns’ to enforce positive boundaries and behaviour. Sanctions are fair and proportionate and focus on the individual. It was recognised that the former approach of financial reparation was not effective, and placed young people at risk, because they could seek money elsewhere. There is now a much more restorative

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improvement to be good

approach to sanctions, including letters of apology.

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improvement to be good

Inspection report children’s home: SC490025 6 Young people’s actions and demeanours demonstrate that they are comfortable in the staff’s presence, suggesting they would have someone to go to if they were worried or upset. A young person said that they liked the home manager, the service manager and some staff.

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improvement to be good

Staff have increased their understanding of their role with regard to child protection and recognising individual vulnerabilities. Their application of training and policies into day- to-day practice remains a work in progress. An example of this is staff’s limited understanding of the risks of child exploitation, and other exploitative practices. The service manager understands these risks, but has yet to train up all of the staff in the home.

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improvement to be good

Young people who are missing from the home benefit from a coordinated response. Prompt sheets are available for staff on how to respond, including looking for the young person and contacting family members and friends, and who to contact to report the young person as missing. Instances of being missing have significantly reduced. Young people are given the opportunity to explore the reason for them being missing, and plans are implemented to reduce the likelihood of this happening in the future.

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improvement to be good

Young people who have a history of offending have been supported to reduce this behaviour through stability and consistency. The youth offending officer has noted how well they have responded since the change in management in the home. Substance misuse is not currently noted as a concern, but the service manager recognises the impact of family member’s substance misuse on family dynamics and the potential risk to young people. A disclosure regarding a young person’s acquaintance has also led to staff’s increased understanding of radicalisation.

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improvement to be good

Positive behaviour is consistently promoted within the home, and there has only been one incident of restraint in this inspection period. Staff are increasingly confident of how to manage unwanted behaviour, and the manager is increasing her understanding of what certain behaviours may be communicating. Young people are encouraged to reflect on their behaviour and to discuss any issues they have with each other, in order to reduce disagreements and prevent bullying.

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improvement to be good

Staff have a good understanding of the risks that the internet may pose to young people, and the house computer is in a central location, where staff can observe from a distance. Information is available to young people on how to keep safe online, and this is raised as a topic in general conversation. It is recognised that young people have access to the internet via their mobile phones, and again the potential risks are discussed with young people.

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improvement to be good

Safer recruitment is followed when appointing new staff. A range of pre-employment checks are undertaken before a new member of staff is able to work in the home. The physical environment is safe, and regular checks of the fire alarm system and checks of firefighting equipment reduce the risks posed by the environment.

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The effectiveness of leaders and managers: inadequate

Inspection report children’s home: SC490025 7 The home has been without a registered manager since November 2015. The responsible individual had failed to appoint a suitable person to manage the home until October 2016. There have been delays in registering the current home manager because of various issues within the application process.

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The effectiveness of leaders and managers: inadequate

Two consultants have been appointed as home manager and service manager. A young person’s mother, a social worker and a social work team manager felt that the home has ‘really improved’ under the new manager.

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The effectiveness of leaders and managers: inadequate

Discussion with the responsible individual demonstrated that her knowledge of children’s homes regulations and the running of a home is increasing. The service manager has started a development plan with the responsible individual to identify what she needs to learn. The responsible individual has regular handovers with the consultants and says she is confident in challenging them if she feels that the home is not being run or managed in line with regulations or her vision.

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The effectiveness of leaders and managers: inadequate

Staff say that they feel well supported by the management team, and have access to someone if they need to discuss any concerns or seek some information and guidance. They benefit from supervisions and have embarked on a mandatory training programme. Training is still needed in autistic spectrum disorder awareness, self-injurious behaviour and on the ‘Prevent’ duty. Team-forming and -building sessions have begun to increase joint working and understanding in the home. Language use should be developed so that it is in line with current guidance, for example the term ‘missing’ rather than ‘absconding’.

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The effectiveness of leaders and managers: inadequate

The home manager utilises monitoring in line with regulation 44 to identify areas for improvement. Since they began managing the home, the home manager and service manager have focused on strengthening the staff team and ensuring that its members work consistently as a team. The focus of the development plan is to get the home and staff team functioning. There was an enormous amount of work and change required in the home, and the manager and service manager have made initial changes to all policies and procedures. They recognise that these now require review. There are gaps in some polices and the statement of purpose, and some detail is no longer relevant or appropriate. Some language, particularly in the young person’s guide, is authoritarian, suggesting that young people need to ‘abide by the bedtimes set out’.

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The effectiveness of leaders and managers: inadequate

The policy in relation to the use of CCTV does not include how the videos will be stored in line with data protection requirements.

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The effectiveness of leaders and managers: inadequate

Young people’s plans remain continuously under review and are updated as a result of goals and targets being met, incidents that occur and new behaviours being displayed. The management team promotes joint working with partner agencies and will challenge poor performance as necessary. A youth offending officer was particularly impressed with the management team, saying that they are ‘open with communication, to make sure they close gaps the young person has been able to exploit previously with the services involved with them’. Inspection report children’s home: SC490025 8

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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: SC490025 9

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Children’s home details

Registered provider: Sahara Care Service for Children Ltd

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Children’s home details

Registered provider address: 40 Halkingcroft, Slough SL3 7AT

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Inspector

Jennie Christopher, social care inspector Inspection report children’s home: SC490025 10 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 looked after children, safeguarding and child protection.

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Inspector

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Inspector

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