Children's home run by Aspire Residential Care Home Limited in Birmingham

Inspection report children’s home: SC441591 1 SC441591 Registered provider: Aspire Residential Care Home 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 registered to provide care for three young people up to the age of 18. The home offers care for young people who have behavioural and/or emotional needs. The home is privately owned.

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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: 14 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

Not applicable Inspection report children’s home: SC441591 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

 Not all staff are suitably vetted prior to commencing employment.  Changes to staff have significantly affected young people’s feelings of stability.  Serious safeguarding incidents are not always notified to HMCI.  Staff do not have the necessary knowledge of autistic spectrum disorder, the ‘Prevent’ duty, or online safety to support young people’s day-to-day care arrangements effectively.  Some staff do not receive regular supervision.  Staff appraisals do not always take place.  Young people’s complaints are not always investigated.  The manager does not have a workforce development plan.  Staff rotas do not hold an accurate record of the times that managers and staff are on duty at the home.  Some areas of the home require improvement to maintain a homely environment.  Fire safety is weak in the home.

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Key findings from this inspection

 Staff promote young people’s well-being through their partnership working with placing authorities and other agencies.  Staff encourage young people to take part in a range of leisure activities that help improve their physical health, talent and ability.  Staff help young people to develop age-appropriate independence skills.  Young people have access to health services, advice and support that help to promote their physical and emotional well-being.

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Inspection date Inspection type Inspection judgement

14/02/2017 Interim Sustained effectiveness 17/10/2016 Full Good 21/03/2016 Interim Improved effectiveness 13/01/2016 Full Requires improvement Inspection report children’s home: SC441591 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 quality and purpose of care standard is that children receive care from staff. In particular, the standard in paragraph (1) requires the registered person to ensure that the premises used for the purposes of the home are designed and furnished so as to enable each child to participate in the daily life of the home. (Regulation 6(1)(2)(c)(ii)) 25/08/2017

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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 promotes their welfare. In particular, the standard in paragraph (1) requires the registered person to ensure that staff have the experience, qualifications and skills to meet the needs of each child and that the home has sufficient staff to provide care for each child. (Regulation 13(1)(b)(2)(c)(d)) 06/10/2017

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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 promotes their welfare. In particular, the standard in paragraph (1) requires the registered person to ensure that the home’s workforce provides continuity of care to each child. (Regulation 13(1)(b)(2)(e)) 06/10/2017

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Requirement Due date

The registered person must compile in relation to the children’s home a statement (‘the statement of purpose’) which covers the matters listed in Schedule 1. This is with particular reference to ensuring the staff structure and staff details are current. (Regulation 16(1)) 28/07/2017

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Requirement Due date

The registered person must take adequate precautions against the risk of fire, including the provision of suitable fire equipment in the children’ home. This includes ensuring an adequate fire risk assessment, proper use of fire doors and briefings for staff on local fire safety arrangements. (Regulation 25(1)(a)(c)) 28/07/2017

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Requirement Due date

The registered person may only employ an individual to work at the children’s home if full and satisfactory information is available in relation to the individual in respect of each of the matters in Schedule 2. (Regulation 32(3)(d)) 28/07/2017

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Requirement Due date

The registered person must ensure that all employees undertake appropriate continuing professional development. (Regulation 06/10/2017 Inspection report children’s home: SC441591 4 33(4)(a)) This is in relation to training to raise awareness of autistic spectrum disorder, Prevent and on-line safety The registered person must ensure that all employees receive practice-related supervision by a person with appropriate experience and have their performance and fitness to perform their roles appraised at least once every year. (Regulation 33(4)(b)(c)) 25/08/2017

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Requirement Due date

The registered person must maintain in the home the records in schedule 4. This includes a copy of the staff duty roster of persons working at the home, and a record of the actual rosters worked. (Regulation 37 Schedule 4(3)) 25/08/2017

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Requirement Due date

The registered person must ensure that a record is made of any complaint, the action taken in response and the outcome of any investigation. (Regulation 39(3)) 25/08/2017

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Requirement Due date

The registered person must notify HMCI and each other relevant person without delay if there is any other incident relating to a child which the registered person considers to be serious. (Regulation 40(4)(a)(e)) 25/08/2017

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Recommendations

 Ensure that children are provided with appropriate furniture, such as a lockable cabinet or draws, to securely store personal items, including any personal information. (‘Guide to the children’s homes regulations, including the quality standards’, page 16, paragraph 3.19)  Ensure that there is a workforce plan in place, which can fulfil the requirements of Regulation 16 Schedule 1. (‘Guide to the children’s homes regulations including the quality standards’, page 53, paragraph 10.8)

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improvement to be good

Pictures of young people decorate the lounge area, which has benefitted from recent redecoration. However, some aspects of the physical condition of the home require improvement. For example, there is no doorbell, the downstairs bathroom has a damp smell, which is present on entering the room, the office flooring shows signs of wear, and a cabinet in the bathroom has no handles. One young person’s bedroom door lock is stiff. This means that the young person finds it difficult to use his own key to enter his bedroom. Flush light fittings are not regularly cleaned of debris. The annex at the rear of the property that has been designated has a chill-out room for young people requires decorating. Young people are able to personalise their bedrooms. However, some Inspection report children’s home: SC441591 5 bedrooms have broken furniture and young people do not have access to lockable storage to keep personal items safe. The various shortfalls detract from young people

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improvement to be good

having a homely environment in which to live. Relationships between the home and external agencies, including the placing authority and schools, are positive. This collaborative approach means that young people have access to the help and support they need. One social worker told the inspector, ‘Communication has been excellent and has the quality of care.’ Young people get on with each other and receive a warm welcome when they return home from school. Staff recognise the importance of education to help enhance young people’s overall sense of well-being and to prepare young people for the future. Young people of school age attend school full time and their attendance is good. A pastoral manager spoke highly of the support given by the staff. This included commenting to the inspector, ‘They have been available for all of the PEP reviews and, when we have needed to discuss an issue, they have been in straight away. In my experience, they

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improvement to be good

have been more than a good parent and he is happy to go home.’ Young people are happy to chat with staff about their day and they are encouraged to complete their homework before teatime. A young person who has recently left school has made applications to college, as well as developing and distributing his CV. This has enabled him to secure a college placement for September and part-time employment. The attention staff give to education, employment and training means that young people gain skills, confidence and self-esteem to progress successfully in their learning and development. Young people enjoy good health and attend routine appointments with dentists, doctors and opticians. The staff have access to a psychologist for advice and guidance and they have been proactive in securing appropriate support to meet young people’s therapeutic needs. The staff ensure that their day-to-day approach with young people supports

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improvement to be good

therapeutic plans. The psychologist told the inspector, ‘They make sure reports are read and they have been totally on board in respect of boundaries, vigilance and having a stepped approach. They keep me informed.’ The staff team promotes an active lifestyle and supports young people to pursue a range of activities, such as going to the gym, running, climbing, tennis and rock climbing. Advice about the negative impact of smoking on health has been given to support one young person to quit. Young people enjoy day trips and are encouraged to pursue personal interests such as music, art and baking. All this support enables young people to experience healthy growth and development. Staff actively help young people to stay in touch with people who are important to them. In keeping with plans, family and friends are welcomed to the home and have contact by telephone. One young person’s girlfriend visits regularly and recently enjoyed having a

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improvement to be good

meal cooked for her to celebrate an anniversary. Overnight stays and holidays with family and friends have been successful. Keeping in touch supports young people in developing as individuals and enhances their emotional well-being. Young people are well prepared for semi-independent living. For example, one young person has been encouraged to take responsibility for all aspects of his daily routine. This includes making appointments, cleaning, budgeting, shopping, cooking and laundry. Staff have spent time with him investigating local amenities, health services, transport Inspection report children’s home: SC441591 6 links and applying to local colleges. The young person spoke highly of the support that he has been given, telling the inspector, ‘They have got me a flat where I want it and they will help me move. I will be able to come round and staff will support me if I need them to. They have done everything I’ve asked of them.’ This has given the young

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improvement to be good

person the confidence to feel able to move into his own accommodation.

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improvement to be good

Positive relationships are developing between young people and staff. Boundaries and expectations are clear, with a focus on developing young people’s strengths and encouraging positive behaviour in the home and the community. Praise is regularly used and is effective. This supports young people’s confidence and gives them a clear sense of responsibility. Young people said that they felt safe and that they like spending time with staff. One young person told the inspector, ‘I feel safe. There are always going to be times when you feel a bit scared, but I’m generally ok.’ Another said, ‘I have always felt safe here, without a doubt.’ Young people enjoy the home and are rarely missing. Staff are confident about what to do should a young person go missing from the home. Staff discuss young people’s plans and risk assessments in handovers, which helps to secure young people’s day-to-day safety. Young peoples are listened to and their views taken into account. Young people are

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improvement to be good

encouraged to attend meetings about their care and to have their say. Young people’s meetings have improved to enable young people to influence day-to-day routines. For example, young people’s views now shape food choices and activities. Young people know how to complain. However, one young person had complained but this was not recorded or responded to. Additionally, young people have made complaints in young people’s meetings, which have not been subject to investigation. This means that safeguarding issues are at risk of going unnoticed, opportunities for change are lost, and young people’s confidence in staff responding to their concerns compromised. Staff receive training in safeguarding, de-escalation and physical intervention. However, staff do not receive training opportunities in understanding autistic spectrum disorder, on-line safety, and the risks of child sexual exploitation and radicalisation. These

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improvement to be good

shortfalls leave gaps in staff knowledge to ensure that they are sufficiently informed in how to keep young people protected. The registered manager has not met a previous requirement to ensure that notifications of significant incidents are sent into Ofsted. Since the last inspection, two significant incidents have occurred concerning allegations against staff. These two incidents have not been notified to Ofsted. Omissions in notifying leaves the regulator without the necessary and timely oversight of the service and could leave young people vulnerable to harm. The manager has completed an assessment of the appropriateness and suitability of the location of the children’s home, of which the team is aware. The registered manager has failed to ensure that there is appropriate vetting of staff Inspection report children’s home: SC441591 7 prior to starting employment. This includes not being able to evidence that appropriate

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improvement to be good

references are in place and verified, and that there is full account for gaps in employment history. Duty rotas do not adequately reflect when staff are working in the home. Weaknesses in vetting new staff and a lack of clarity regarding who is working with young people, and when, compromises young people’s safety. Safety checks on gas and electrical appliances and systems take place to ensure that all equipment is in good working order. A fire risk assessment was in place. However, an incomplete fire evacuation plan and confusion about which doors in the premises are fire doors means that managers do not have sufficient oversight on the fire precautions. The concerns raised about fire safety were reported to the fire authority.

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

The registered manager has been in post since February 2017. However, is leaving the post at the end of June 2017. The responsible individual has been proactive in making sure that arrangements are in place to account for this change. An interim manager commenced at the beginning of June 2017 and recruitment to appoint a permanent manager is in progress. Since the last inspection, some key staff have moved on, which has left significant staffing deficits. In addition to the manager, the home has five full-time members of staff in post, three of whom are new and in their probationary period. The home also has two regular bank staff. Some staff qualifications require mapping to determine if they are suitably equivalent to the level 3 diploma in residential childcare. Other staff are either qualified or enrolled on the level 3 diploma in residential childcare, or will be enrolled following completion of their probationary periods. The team has two full-time

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

vacancies. Staffing changes are a concern for both young people. One young person told the inspector, ‘I build bonds with the staff and then they leave. I know it’s not always the manager’s fault, but they need to do something about keeping the staff.’ A social worker told the inspector, ‘During my last three visits, I have become aware that more staff have left. I’m concerned about this and the knock-on effect, as my young person needs stable people as he seeks to control. He will struggle with changes.’ The instability in the team has undermined the continuity of care and contributed to feelings of uncertainty and insecurity for the young people and staff. Staff said that they work well as a team. One member of staff told the inspector, ‘We are a really good team. The work with young people is there to show we are doing a good job and morale is growing through the support of the new manager.’ However, since the

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

last inspection, not all staff have had regular, good-quality supervision and appraisal. The registered manager has also not acted on a requirement from the previous inspection to develop a workforce plan. The registered manager has undertaken a review of the quality of care. However, handover arrangements between managers have been weak. The statement of purpose does not reflect changes to the team structure or staffing. There is also insufficient information available to confirm that previous inspection requirements and recommendations have been addressed. This means that the interim manager does not have a thorough understanding or insight into recent changes, the strengths of the Inspection report children’s home: SC441591 8 home, and the areas for development.

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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: SC441591 9

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Children’s home details

Registered provider: Aspire Residential Care Home Ltd

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Children’s home details

Registered provider address: 311f The Big Peg, 120 Vyse Street, Hockley B18 6NF

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Inspector

Alison Cooper, social care inspector Inspection report children’s home: SC441591 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 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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