Children's Home run by Pebbles Care Limited in North Yorkshire

Inspection report children’s home: SC481305 1 SC481305 Registered provider: Pebbles Care 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 is registered to accommodate up to four young people who have emotional and/or behavioural difficulties. It is owned and operated by a private provider.

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Overall experiences and progress of

children and young people, taking into account

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good

How well children and young people are helped and protected good

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good

The effectiveness of leaders and managers good

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good

The children’s home provides effective services that meet the requirements for good.

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good

Overall judgement at last inspection: declined in effectiveness

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Enforcement action since last inspection

None Inspection report children’s home: SC481305 2

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Key findings from this inspection

 The home is run by an experienced manager supported by a committed and skilled management team.  Young people develop trusting relationships with staff, allowing them to have open discussions about sensitive issues.  Staff are positive role models for young people and provide a nurturing environment at the home.  Young people have improved school attendance and sit exams. They have plans to attend further education.  Risk-taking behaviours decrease. Young people do not go missing from home and no longer misuse drugs.  Collaborative working provides additional safeguarding measures for young people.  There is a good mix of experienced and new staff who are committed and work well together to bring a range of different skills to young people.

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Inspection date Inspection type Inspection judgement

08/03/2017 Interim Declined in effectiveness 27/07/2016 Full Good 08/02/2016 Interim Declined in effectiveness 14/05/2015 Full Requires improvement Inspection report children’s home: SC481305 3

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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

In meeting the engaging with the wider community standard, 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))

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Requirement Due date

Specifically, in respect of receiving pathway plans in a timely fashion so staff and young people are aware of the planning and preparation for when they leave the home. 30/08/17

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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. In particular, the standard in paragraph (1) requires the registered person to— demonstrate that practice in the home is informed and improved by taking into account and acting on— research and developments in relation to the ways in which the needs of children are best met; and feedback on the experiences of children, including complaints received. (Regulation 13(2)(g)(i) and (ii))

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Requirement Due date

Specifically, in respect of making team meetings and supervision reflective in nature as outlined in the statement of purpose. Also ensuring that after an incident, young people and staff have the opportunity to reflect and learn from their experiences. 30/08/17 Inspection report children’s home: SC481305 4

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Recommendations

 As set out in regulations 31–33, the registered person is responsible for maintaining good employment practice. They must ensure that recruitment, supervision and performance management of staff safeguards children and minimises potential risks to them. (‘Guide to the children’s homes regulations including the quality standards’, page 61, paragraph 13.1)

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Recommendations

Specifically, in request of ensuring staff follow the home’s procedure of signing to say they have read and understood the young people’s risk assessments.

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Recommendations

 When undertaking the review of the quality of care, the report should clearly identify any actions required for the next 6 months of delivery within the home and how those actions will be addressed. The whole review process and the resulting report should be used as a tool for continuous improvement in the home. (‘Guide to the children’s homes regulations including the quality standards’, page 65, paragraph 15.4)

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Overall experiences and progress of children and young people: good

Young people settle quickly because of the friendly and welcoming staff team. Some young people have lived at the home for a significant time and want to remain living there. They have made good progress in different areas of their development. Staff enjoy spending time with young people and know them well. The home is in a rural location, so staff are inventive in finding ways to keep young people occupied. Activities include craftwork, with young people’s art displayed throughout the home. Staff share meals with young people and relax watching television or playing board games. Staff are positive role models for young people who benefit from living in a nurturing environment that replicates family life.

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Overall experiences and progress of children and young people: good

The intuitive staff notice when there is a change in young people’s behaviour or demeanour. Young people openly discuss sensitive issues due to the good trusting relationships they have with staff. They are encouraged to seek support from external agencies such as drug and alcohol services, and agree to do so. Staff help young people attend routine medical appointments and, when needed, obtain prompt emergency medical attention. Staff challenge professionals about any lack of service provision, and promote young people’s access to independent advocates. Young people benefit from early help and intervention to stop issues escalating.

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Overall experiences and progress of children and young people: good

Young people reach their full educational potential through extra provision of support and tuition. For those with irregular school attendance, staff’s constant encouragement leads to improvements. Young people have clear boundaries and routines at home, resulting in a regular sleeping pattern. This makes it easier for them to get up each Inspection report children’s home: SC481305 5 morning for school. Two young people have recently sat a high number of GCSE exams. Staff rewarded their hard work by taking them on a short-break holiday. Young people become more confident about their future and aspire to go to college or take on an apprenticeship. This is likely to improve their chances of employment and life skills.

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Overall experiences and progress of children and young people: good

Staff build good relationships with young people’s family members. This enables young people to speak openly to staff about their feelings in relation to contact. Staff assist with transport and stay with young people during contact to provide emotional support. As a result, young people’s familial relationships improve, and contact with key people increases. This promotes further opportunities for young people to have contact with extended family and friends. The re-establishment of family links offers ongoing support for young people, who often return to live in their home town.

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Overall experiences and progress of children and young people: good

Staff use the home’s comprehensive independence programme to support young people to develop practical and interpersonal life skills. The programme provides placing authorities with important information about young people’s capabilities. Young people move to suitable adult accommodation and make successful transitions. One staff member said, ‘We have given [name of young person] the tools for her to succeed. She is now confident enough to do things herself.’ When young people move to independent accommodation, staff remain in contact to provide ongoing emotional support. This is particularly important when young people have lived at the home for some time. As a result, they are more confident about leaving the home. One young person said, ‘[Name of home] has been my longest placement. It feels like home. Staff are part of my life. When I leave, they will ring me and I will ring them.’

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How well children and young people are helped and protected: good

Impact risk assessments are now more thorough and detailed. The manager and staff ensure that there are careful matching procedures, and avoid new admissions during stressful times and while young people present as unsettled, such as during exams. New residents quickly settle, existing young people do not face disruption and positive peer relationships develop with no reports of bullying.

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How well children and young people are helped and protected: good

Staff’s safeguarding training and extensive experience make them vigilant to changes in young people’s moods and behaviours that could indicate risk of harm or exploitation. Staff work closely with young people to educate them about potential risks. Free time in the community and access to social media are carefully risk managed to provide young people with the flexibility to take low-level risks. The opportunities to manage risk gradually increase as young people develop self-management skills and an awareness of the potential dangers. As a result, young people’s risk-taking behaviours have decreased. They no longer misuse drugs and do not go missing from home. Young people speak about feeling safe, and are at a reduced risk of sexual exploitation. A staff member said, ‘[Name of young person] understands the risks with her mobile phone and she will let staff check it. She is listening to staff and can now demonstrate she is making safe

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How well children and young people are helped and protected: good

choices.’ Inspection report children’s home: SC481305 6 Staff involve young people in their behaviour management plans. These outline young people’s warning signs that may lead to aggressive or self-harming behaviour. For example, one young person identified a trigger to negative behaviour would be, ‘being told that something has happened back home with friends and family and being stuck here not being able to help or do anything about it’. Staff have good de-escalation skills. They use their positive relationships with young people and defuse situations effectively, for example by using humour or one-to-one time. Key-working sessions with young people help them to learn to regulate and manage their behaviours. There have been no physical restraints. Young people learn how to deal with stressful situations, resulting in fewer aggressive outbursts and improved relationships. This has a very positive impact

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How well children and young people are helped and protected: good

Staff work effectively with external agencies such as mental health services. Consequently, young people have improved mental health with a significant reduction in self-harming behaviour. A professional said, ‘Staff have always facilitated [name of young person’s] appointments and have been available for discussion if I have needed to share concerns, offer suggestions, recommendations or make enquiries. They appear to have a sound knowledge of her needs, personality and situations she may find difficult to manage.’

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How well children and young people are helped and protected: good

The manager’s attendance at meetings with the police and other local children’s homes provides additional information about risks in the community, which they mitigate through additional safeguarding measures. The home’s locality risk assessment is regularly updated to keep staff up to date about potential safeguarding issues in the area.

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How well children and young people are helped and protected: good

The early involvement of the police at the point a young person moves in provides opportunities for good information sharing. This is particularly important for young people from outside the area who are not known to local agencies. Such collaborative working ensures that everyone is aware of young people’s vulnerabilities, and can take appropriate action to keep them safe from the outset.

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How well children and young people are helped and protected: good

Young people’s individual risk assessments are regularly reviewed and updated to ensure that staff know what strategies to use to keep young people safe. Changes are discussed at handover meetings. However, not all staff use the system in place to sign that they have read and understood risk assessments. Although this does not directly affect young people, it can create difficulties if staff are not aware of updates, and is more of a performance issue.

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The effectiveness of leaders and managers: good

The registered manager has been in post since August 2015. She has a social work degree and 17 years’ experience working in residential care. She has the necessary qualifications, experience and skills to manage the home. Her assistant manager and senior staff team have an eclectic mix of skills and qualifications. They have worked Inspection report children’s home: SC481305 7 together at the home for several years, providing a strong management team which deputises effectively in the manager’s absence.

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The effectiveness of leaders and managers: good

The recent recruitment process means there is a good mix of experienced and new staff who have gelled together as a team. Members of the strong core staff team speak of benefiting from working alongside new staff who bring fresh ideas. A new member of staff spoke positively about feeling supported by colleagues, and being made to feel part of the team.

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The effectiveness of leaders and managers: good

The provider ensures that a good induction programme prepares new staff for the next stage of training. This includes topics such as child development, child sexual exploitation and observations of practice. This training ensures that they have the insight to work with vulnerable young people. The company is committed to staff development, and staff training is up to date. New training, including acting as an appropriate adult, increases staff’s knowledge and provides them with the necessary skills and experience to meet young people’s needs.

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The effectiveness of leaders and managers: good

Individualised placement plans outline detailed aims, objectives and timescales. These provide staff with clear guidelines of their responsibilities. Monitoring of these plans by the management team ensures that staff remain focused. Young people are making progress and meeting their targets. Regular supervisions and team meetings now take place. Staff would benefit from these being reflective in nature, using research and developments.

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The effectiveness of leaders and managers: good

The provider has met the requirements from the last inspection. The introduction of a bullying log ensures that any recorded incidents will be monitored and managed effectively. This will help young people feel supported and consolidate work undertaken to restore positive relationships between peers.

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The effectiveness of leaders and managers: good

The management team have made improvements, making the home’s development plan more detailed. However, the action plan for the next six months should be contained within the review of quality of care report, to demonstrate continuous improvement in the home.

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The effectiveness of leaders and managers: good

Staff and young people have not always had the opportunity to consider their actions and responses following significant incidents. This was particularly true when there were a high number of incidents at the home. Staff and young people speak of missing the opportunity of a chance to reflect at the time.

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The effectiveness of leaders and managers: good

Staff prepare young people for independence; however, their failure to challenge the local authority has resulted in a young person without a pathway plan. This plan would help to outline the assessment, preparation and planning for when they move on from the home. Inspection report children’s home: SC481305 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 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: SC481305 9

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Children’s home details

Registered provider: Pebbles Care Limited

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Children’s home details

Registered provider address: Rouse House, 2 Wyther Lane, Kirkstall, Leeds, West Yorkshire LS5 3BT

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Inspector

Tina Ruffles, social care inspector Inspection report children’s home: SC481305 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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