Children's home run by Amos Aftercare Moving On Scheme Ltd in Wolverhampton

Inspection report children‟s home: SC372030 1 SC372030 Registered provider: Amos Aftercare Moving On Scheme 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 provides care and accommodation for up to three young people who have emotional and/or behavioural difficulties and/or learning disabilities. The service is owned and operated by a private company.

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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: 31 January 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: SC372030 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

 Staff do not continually promote young people‟s safety. This is because they do not consistently implement risk management strategies.  Staff do not encourage young people to take responsibility for their unacceptable actions or behaviours.  The registered manager does not challenge other agencies or professionals effectively when they fail to provide young people with access to the services that they need.  Staff do not help and support young people sufficiently to achieve their learning targets or to recognise the importance of education.  Staff do not consistently support young people to gain the independent living skills that they need to move towards adulthood.  The registered manager does not effectively monitor or evaluate the quality of care provided by the service. This hinders the ongoing development of the home.

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Key findings from this inspection

 Staff successfully advocate for young people to have regular and appropriate contact with their families and friends. This supports young people‟s sense of self-worth and confidence.  Staff receive good-quality, regular and practice-related formal supervision. This supports their learning and development. Training courses reflect young people‟s individual needs.

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Inspection date Inspection type Inspection judgement

31/01/2017 Interim Sustained effectiveness 11/05/2016 Full Requires improvement 26/01/2016 Interim Declined in effectiveness 15/06/2015 Full Requires improvement Inspection report children‟s home: SC372030 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

In meeting the quality standards, the registered person must ensure that 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, 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. (Regulation 5(c)) 28/07/2017

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Requirement Due date

The education standard is that children make measurable progress towards achieving their educational potential and are helped to do so.

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Requirement Due date

In particular, the standard in paragraph (1) requires the registered person to ensure that staff—

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Requirement Due date

help each child to achieve the child‟s education and training targets, as recorded in the child‟s relevant plans;

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Requirement Due date

help each child to understand the importance and value of education, learning, training and employment;

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Requirement Due date

help each child who is above compulsory school age to participate in further education, training or employment and to prepare for future care, education or employment; and

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Requirement Due date

help each child to attend education or training in accordance with the expectations in the child‟s relevant plans. (Regulation 8 (1) and (2)(a)(i)(iv)(ix)(x)) 28/07/2017

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Requirement Due date

The positive relationships standard is that children are helped to develop, and to benefit from, relationships based on an understanding about acceptable behaviour and positive responses to other children and adults. 28/07/2017 Inspection report children‟s home: SC372030 4 In particular, the standard in paragraph (1) requires the registered person to ensure that staff— encourage each child to take responsibility for the child‟s behaviour, in accordance with the child‟s age and understanding. (Regulation 11(1)(b)(c) and (2)(a)(iii)) The protection of children standard is that children are protected from harm and enabled to keep themselves safe.

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Requirement Due date

In particular, the standard in paragraph (1) requires the registered person to ensure that staff—

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Requirement Due date

assess whether each child is at risk of harm, taking into account information in the child‟s relevant plans, and, if necessary, make arrangements to reduce the risk of any harm to the child; and

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Requirement Due date

understand the roles and responsibilities in relation to protecting children that are assigned to them by the registered person. (Regulation 12(1) and (2)(a)(i)(v) 28/07/2017

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Requirement Due date

The care planning standard is that children receive effectively planned care in or through the children‟s home.

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Requirement Due date

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

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Requirement Due date

that arrangements are in place to 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. (Regulation 14(1)(a) and (2)(b)(iii)) 28/07/2017

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Requirement Due date

The registered person must maintain records (“case records”) for each child which include the information and documents listed in Schedule 3 in relation to each child; and are kept up to date. (Regulation 36(1)(a)(b)) 28/07/2017

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Requirement Due date

The independent person must provide a copy of the independent person‟s report to HMCI. (Regulation 44(7)(a)) 28/07/2017

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Requirement Due date

The registered person must complete a review of the quality of care provided for children (“a quality of care review”) at least once every 6 months. In order to complete a quality of care review the registered person must establish and maintain a system for monitoring, reviewing and evaluating the quality of care provided for children; the feedback and opinions of children about the children‟s home, its facilities and the quality of care they receive in it; and any actions that the registered person 28/07/2017 Inspection report children‟s home: SC372030 5 considers necessary in order to improve or maintain the quality of care provided for children. The registered person must supply to HMCI a copy of the quality of care review report within 28 days of the date on which the quality of care review is completed. (Regulation 45 (1)(2)(a)(b)(c)(4)(a))

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improvement to be good

Young people do not always receive good-quality care or support that reflects their individual needs and enhances their day-to-day and overall experiences. Staff create internal care plans that highlight young people‟s risks and vulnerabilities. However, they do not consistently implement these plans. For example, when internal plans require staff to undertake specific one-to-one sessions with young people, these sessions are often incomplete, and lack focus. Staff do not regularly review or update internal care plans to include any changes to young people‟s circumstances. Furthermore, young people‟s case files do not include up-to-date statutory care plans or other relevant information. This means that young people do not benefit from well-planned or integrated care that matches the aims and objectives outlined by their placing authorities.

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improvement to be good

Young people have mixed relationships with staff and with each other. One young person said, „The staff have been great. I‟ve lived in lots of places but the staff here really do care.‟ However, there are occasions when some young people have attempted to intimidate and bully staff, and made physical threats in order to take control of events or situations. In these circumstances, young people show little regard for the relationships that they have with staff.

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improvement to be good

Staff encourage young people to follow a healthy lifestyle. In addition to assisting young people to attend routine medical appointments, they also make sure that young people can access specialist services when appropriate. For example, staff have links with substance misuse agencies and adolescent mental health services. Staff complete one- to-one sessions with young people in relation to the possible long-term effects of drug and alcohol misuse. This means that young people are able to make informed choices.

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improvement to be good

Managers and staff do not sufficiently promote education or challenge other agencies to provide suitable education placements. Staff do not create a culture in the home that encourages young people to appreciate the importance of education and the positive impact that it has on their development. This means that when young people do have school or post-16 college placements, they perceive attendance to be optional. As a result, these placements often break down. Although some young people have personal education plans, these do not accurately document their current circumstances or support their individual learning needs. Furthermore, when education plans define individual targets, such as literacy goals, staff do not support young people to achieve Inspection report children‟s home: SC372030 6 these goals. Subsequently, young people do not make sufficient progress in education.

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improvement to be good

The registered manager regularly asks young people for their views about their care plans. Staff use weekly „residents‟ meetings‟ to seek young people‟s views and opinions regarding activities and menu plans. This means that young people are involved in decisions about their day-to-day care.

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improvement to be good

Staff work with young people and their families to facilitate regular contact visits. This is a considerable strength of the service and means that young people are not isolated from their families. Young people said that they really appreciate this support. One young person said, „The manager has done everything to make sure I get to see my family because she knows what they mean to me. She‟s done more than anyone else ever has.‟

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improvement to be good

Supporting young people to move towards independence is a key aim of the service. However, the quality of this support is variable, regardless of the specific objectives set by the placing authorities. For example, some young people refuse to participate in budgeting exercises, in preparing meals or in the completion of essential independence tasks. In these circumstances, staff do not devise suitable independent living plans or challenge young people‟s lack of engagement. They do not prepare young people to leave the home or for independence and adulthood. This means that young people are not encouraged to learn the practical and emotional skills that they need.

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improvement to be good

Staff identify individual risks and behaviours that potentially compromise young people‟s safety. For some young people, staff record and assess these risks, taking account of young people‟s personal circumstances and experiences. However, this practice is not consistent, and staff do not consider all known risk factors. Furthermore, strategies in place to reduce these risks are weak. This is because risk management plans do not provide staff with sufficient guidance on what actions to take to reduce these risks. Subsequently, there is no significant reduction in the risks that young people present. This is detrimental to their welfare and safety.

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improvement to be good

Partnership working arrangements between staff and external specialist agencies, such as police units and multi-agency protection teams, are good. When young people are missing from the home, staff liaise with the local authority, the placing authority, and local police teams, and work with young people‟s families. Staff work with these agencies to produce realistic risk assessments that consider any potential for young people to be subject to sexual exploitation, gang affiliation, or radicalisation. In addition, the registered manager now arranges independent return home interviews for young people following missing from home incidents. This integrated approach to managing missing from home incidents helps to keep young people safe when they are absent for the home. Inspection report children‟s home: SC372030 7 Staff complete safeguarding and child protection training. The content of these courses includes information about child sexual exploitation, bullying, extremism, and

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improvement to be good

safeguarding referral processes. This training reflects statutory legislation that promotes good safeguarding practice. Nevertheless, staff struggle to retain this information, and this shortfall compromises young people‟s safety. For example, their knowledge and understanding of safeguarding referral processes and the management of allegations are weak. Some staff members were unsure of the role and responsibility of the designated officer for the local authority, and they did not know how to respond should a young person disclose an incident of abuse or harm.

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improvement to be good

Incidents of physical restraint are rare. Staff only use this measure of control as a last resort when young people‟s behaviours place them or others at immediate risk of harm. There have been no incidents of restraint since the last inspection. Staff use a balance of sanctions and incentives to encourage young people to manage their own behaviour. However, these behaviour management plans are mostly ineffectual. This is because staff do not complete essential one-to-one sessions following incidents of violence and aggression. Staff do not consistently challenge unacceptable behaviours or help young people to develop an awareness of the possible implications of their actions. Subsequently, young people do not deem their negative or risk-taking behaviours to be socially unacceptable. This means that young people do not acquire a sense of responsibility for their conduct.

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improvement to be good

Young people said that they understand how to make a complaint and feel confident that the registered manager will address any issues that they raise. One young person said, „The manager listens to us and never just dismisses what we have to say. It‟s one of the things I like about being here.‟

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improvement to be good

Staff complete regular health and safety checks around the home to maintain the safety of the environment. Young people participate in fire drills and practices. This promotes young people‟s safety because they are aware of how to exit the home safely in the event of a fire. 

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

The manager has been in post for over 12 months and has been registered with Ofsted since October 2016. She holds suitable qualifications for this role, including a level 5 diploma in leadership and management for residential childcare.

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

Since the last inspection in January 2017, the registered manager has taken some action to address the one requirement and three recommendations raised at that time. For example, a workforce development plan is now in place to demonstrate the provider‟s long-term vision for the service. This shows that the registered manager has high expectations of the service. However, internal monitoring systems are weak. These do not enable the registered manager to review sufficiently the quality of care provided by the home or detail actions needed to secure improvements. Internal review processes do not include feedback from, or consultation with, young people, their families, other professional agencies, or the placing authorities. In addition, the independent visitor Inspection report children‟s home: SC372030 8 does not provide Ofsted with commissioned reports in a timely manner as required. These shortfalls are detrimental to the ongoing development of the home and to young

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

Staff receive regular supervision. The registered manager makes sure that these formal sessions are practice related. Staff are able to review their performance and reflect on how this may influence young people‟s progress and development. Staff are either appropriately qualified for their role or due to complete the required qualification within suitable timescales. Training programmes are up to date, and staff have the opportunity to refresh mandatory courses, such as first aid and food hygiene. This means that staff are equipped with the skills that they need to work with and support young people.

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

The statement of purpose defines the aims and objectives of the home, and the support available to young people. A young person‟s guide to the service provides an overview of the daily routine in the home, and of the rules and expectations. This means that placing authorities, young people, and their families have a good understanding of what to expect from the service.

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

Relationships between the home and external agencies, including placing authorities, are generally positive. The registered manager takes a lead in this area of practice and maintains regular contact with other agencies and organisations. One social worker said, „The manager knows her stuff and is very passionate about the young people. She has a really good understanding of their needs and wishes.‟ However, the registered manager does not effectively challenge other professionals when their actions or inactions hinder young people‟s development and progress. For example, when young people do not have suitable education placements or when social workers fail to update statutory care plans as required. As a result, young people are not able to reach their full potential.

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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 differences 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 whom 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: SC372030 9

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Children’s home details

Registered provider: Amos Aftercare Moving On Scheme Ltd

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Children’s home details

Registered provider address: 69 Birches Barn Road, Bradmore, Wolverhampton West Midlands WV3 7BL

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Inspector

Jo Stephenson, social care inspector Inspection report children‟s home: SC372030 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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Inspector

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