Children's home run by Tumblewood Project Limited in Wiltshire

Inspection report children's home: SC028435 1 SC028435 Registered provider: Tumblewood Project 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

This children’s home operates as a therapeutic community for a maximum of 15 girls who have emotional and/or behavioural difficulties. The community is run by a private organisation that offers residential care alongside therapeutic intervention including counselling, play therapy and psychiatric support. Children and young people attend the on-site school.

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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: 17 January 2017

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requires improvement to be good

Overall judgement at last inspection: Requires improvement

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Enforcement action since last inspection

None Inspection report children's home: SC028435 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

 Incidents of concern still occur although they are not as frequent. The staff’s ability to defuse situations has improved but, on some occasions, staff were not able to stop incidents from escalating. On three occasions, staff did not stay with the young person during times of distress.  The manager is creating a culture which moves away from generalised rules and sets practices towards more individualised care, but this culture is not yet embedded.  While improved, young people’s interactions with the community outside of the home are not strong. Therefore they have less opportunity to build resilience, make friends and prepare for moving on.  One young person’s future planning has drifted. The manager disagrees with the local authority placement plan but has not formally challenged or escalated this concern.  Placement plans are much improved and clearly show aims for young people in the short and long term. Progress is celebrated and measured, and plans

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Key findings from this inspection

describe how young people need to be helped and by whom. However, young people’s views are not represented enough in the plans.  Staff use physical intervention less often and as a last resort. The manager reviews incidents and debriefs staff and children. Staff have not always recorded on the physical intervention log how long an intervention lasts for. This missing information does not help the manager in determining the appropriateness of the physical intervention.  When self-harm incidents occur, they are not recorded in a way that helps the manager to monitor how often they occur for individual young people, or to identify any patterns in behaviour.  Regular fire drills happen but the resident recently admitted to the home has not been involved in a fire drill.

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Key findings from this inspection

 The manager is now registered and is a strong and positive role model for staff and young people. The team is cohesive and settled. Agency workers are not used.  Recruitment procedures continue to be strong.  The requirements and recommendation from the previous inspection are met.  The registered individuals meet each month, inviting external consultants to assist with reviewing the progress the home makes. This process enables the registered individuals to have some oversight of how the home is meeting the Inspection report children's home: SC028435 3 needs of young people.  Young people have established and strong relationships with carers, who they look to for guidance and support.  The home supports young people to move on from the home. In one instance, the manager has challenged a delay in planning by a local authority leading to an independent reviewing officer (IRO) instigating the dispute resolution

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Key findings from this inspection

process.  When young people abscond from the home, staff follow and actively search for them to ensure their safety. Independent return interviews are arranged so that the manager can understand why young people go missing and put plans in place to prevent this from happening again.  When young people complain the manager investigates thoroughly, takes action and informs young people of the outcome.  Communication with social workers and families is regular and effective. Social workers and families praise the efforts staff make to look after young people.  The manager and staff promote healthy eating for young people.  The admissions process has been revised to ensure that careful planning and consideration is given to young people moving into the home and those young people already living in the home.  The use of medication is examined in more depth and a system of review is now in place. Alternatives to medication are considered more frequently.

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Inspection date Inspection type Inspection judgement

17/01/2017 Full Requires improvement 27/09/2016 Full Inadequate 13/07/2016 Full Inadequate 22/03/2016 Interim Declined in effectiveness Inspection report children's home: SC028435 4

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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

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Requirement Due date

The quality and purpose of care standard is that children receive care from staff who understand the children’s home’s overall aims and the outcomes it seeks to achieve for children. In particular, the standard in paragraph 1 requires the registered person to—

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Requirement Due date

provide personalised care that meets each child’s needs, as recorded in the child’s relevant plans, taking account of the child’s background; help each child to develop resilience and skills that prepare the child to return home, to live in a new placement or to live independently as an adult. (Regulation 6(1)(a)(2)(b)(iv)(vi)) 31 August 2017

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Requirement Due date

The protection of children standard is that children are protected from harm and enabled to keep themselves safe. In particular, the standard in paragraph (1) requires the registered person to ensure that staff—

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Requirement Due date

take effective action whenever there is a serious concern about a child’s welfare. (Regulation 12 (1)(2)(a)(vi) 31 July 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, that arrangements are in place to—

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Requirement Due date

manage and review the placement of each child in the home; that each child’s relevant plans are followed. (Regulation 14 (1)(2)(a)(2)(b)(ii)(c))

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Requirement Due date

In particular, resolve differences of opinion with the local authority regarding young people’s placement plans to ensure 31 August 2017 Inspection report children's home: SC028435 5 future placement plans are not delayed.

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Requirement Due date

In particular, consider implementing a system where young people can easily find out which members of staff will be looking after them without needing to ask.

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Requirement Due date

Ensure young people’s views are documented in placement plans. After consultation with the fire and rescue authority, the registered person must—

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Requirement Due date

ensure by means of fire drills and practices at suitable intervals, that persons working at the home and, so far as reasonably practicable, children are aware of the procedure to be followed in case of fire. (Regulation 25(1)(d)) 31 July 2017

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Requirement Due date

The registered manager must ensure that within 24 hours of the use of a measure of control, discipline or restraint in relation a child in the home, a record is made which includes a description of the measure and its duration. (Regulation 35(3)(a) (iv)) 31 July 2017

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Recommendations

 Children’s homes must comply with relevant health and safety legislations; however in doing so, homes should seek as far as possible to maintain a domestic rather than an ‘institutional’ impression. (‘Guide to the children’s homes regulations including the quality standards’ page 15, paragraph 3.9)  Staff need the knowledge and skills to recognise and be alert for any signs that might indicate a child is any way at risk of harm. In particular, consider compiling individual chronologies of self-harming incidents to enable the manager and staff to identify patterns and help young people develop strategies to prevent self- harming. (‘Guide to the children’s homes regulations including the quality standards’, page 43, paragraph 9.2) Inspection report children's home: SC028435 6

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improvement to be good

Seven young people live in the home in three different houses. One young person lives separately from the other young people.

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improvement to be good

Young people’s connections and familiarity with the community requires improvement. This impacts on young people’s potential to build confidence to develop socially, be resilient and prepare for leaving the home. For example, a young person asked if they could invite a friend to the home for tea. This is regarded as an unusual request and staff have yet to discuss this with the manager to decide whether it is possible.

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improvement to be good

The manager continually reviews the effectiveness of sanctions and how best to help young people learn from their mistakes. For example, the manager has created guidelines for the use of mobile phones dependent upon a young person’s age and ability to be safe.

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improvement to be good

The manager has started to reinforce to staff the need for individualised care. For example, placement plans recommend sanctions that will work best for young people on a personal basis. However, individualised care is not evident throughout the home. For example, one young person prefers to use an aerosol deodorant. This was refused without an individual risk assessment taking place. This was due to a ban on the use of aerosols in the home for all young people, regardless of their abilities.

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improvement to be good

Placement planning for young people is much improved. Placement plans clearly state what the aims of the placement are so that young people and those caring for them know what is hoped to be achieved. However, young people’s views do not clearly come across in written plans. Young people do know how to make their views known and complain where necessary. When they do complain, the manager investigates thoroughly and responds appropriately to the young person. Mostly, young people are satisfied with the outcome of complaints.

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improvement to be good

The admissions process involves careful consideration and planning, to ensure that managers and staff have full information about young people to give every opportunity for a placement to be successful. Managers carefully consider which young people live together. Young people’s residences have remained the same since the last inspection, allowing them to settle and work out differences together. There are some underlying relationship difficulties which a young person felt confident to raise a complaint about. The manager and staff addressed these concerns in one-to-one conversations and also mediation meetings with the young people involved.

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improvement to be good

Some young people also attend twice-daily home community meetings. Education and care staff meet together with young people to review their day and make plans. At these meetings and at other points of the day young people can ask or may be told who their Inspection report children's home: SC028435 7 carers will be that day. Young people commented that they would like a system where they are given the information in advance without needing ask.

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improvement to be good

Young people have good relationships with their carers and enjoy their company. Young people confide in their carers about their problems or concerns. Staff promote healthy eating and young people are encouraged to become involved with food preparation for evening meals. During the day, young people receive nutritious and varied home-cooked food prepared by the chef for the home and the school.

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improvement to be good

Two young people are due to move on to new homes as part of their overall care plan. Staff take young people to visit the towns where they will live in the future and accompany them to college interviews.

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improvement to be good

Managers and staff have good relationships with other agencies and families, who speak highly of their care of young people. A parent described the home as ‘superb’ and commented on the staff’s commitment and expertise in their approach to helping the young person. A social worker described the home as ‘fantastic’ and is pleased with how the young person is being helped to move to a new placement in line with their care plan.

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improvement to be good

Unnecessary fire signage in one of the houses detracts from the otherwise homely environment created by managers, staff and young people.

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improvement to be good

Incidents of concern still occur, although they are not as frequent. Some recordings show that staff do not de-escalate situations before young people become upset and cause damage. One young person said that at times they do not feel safe because of aggression and shouting but said that staff look after her. One very serious incident occurred when a young person was taken to the police station by a concerned member of the public, despite staff feeling this to be unnecessary as they were managing the situation and had not asked for help. The member of the public was an off-duty Ministry of Defence (MOD) police officer who saw the young person behaving in an aggressive and distressed manner, shouting that they did not want to go back to the home. Although checking the officer’s identification, the staff allowed the young person to go to the police station in the stranger’s car. The staff did follow the car to the police station,

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improvement to be good

but they then left the young person in the police station for four hours and returned back to the home. The young person was returned to the home by the police.

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improvement to be good

When young people abscond, staff follow them. They only involve the police if they lose sight of the young person or if the situation becomes dangerous. However on two occasions, young people caught a train during an absconding episode and staff chose not to continue following the young people at this point.

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improvement to be good

The use of physical intervention continues to reduce in the home. There have only been eight since the last inspection. Managers debrief staff after incidents, and managers or Inspection report children's home: SC028435 8 staff spend time with children to support and repair relationships after incidents. Managers investigate, monitor and review each restraint. However, records of physical intervention do not show the duration of each intervention. This missing information means that the manager is not able to determine whether restraints are being carried out with the least amount of intervention necessary.

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improvement to be good

Self-harm incidents are recorded collectively but not individually. Given that several young people do self-harm, it is essential that the manager is able to analyse individual patterns and review whether strategies are effective in preventing self-harm and keeping young people safe.

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improvement to be good

Regular fire drills do take place. However a young person who has lived in the home for ten weeks has not been included in the fire drill.

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improvement to be good

Young people have mobile phones when it has been agreed that it is safe to do so. Managers and staff recognise that young people are vulnerable to child sexual exploitation and abuse and know what to do when concerns occur. Staff have built up trusting relationships with young people and manage such issues sensitively. Young people confide in staff, which enables them to take protective and educative action.

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improvement to be good

Encouraging healthy sleeping patterns without medication is now promoted in the home. Four of the five young people who do take medication to help them sleep are now prescribed melatonin, rather than a form of anti-histamine. Records of consultation with a psychiatrist employed by the home show that reviews and discussions take place after every meeting regarding the use of medication. The deputy manager regularly audits medication records, and when errors occur, the deputy manager deals with such errors appropriately.

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improvement to be good

Since the previous inspection, no allegations against staff have occurred. However, the manager and staff are clear about what to do in safeguarding situations.

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

The manager for the home has been in post for over nine months and became registered with Ofsted on 4 May 2017. The manager leads by example and staff are clear about priorities for the development of the home.

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

The manager has yet to fully embed an ethos of ensuring safety for young people at all times though, as illustrated earlier in the report. In particular, the manger is required to ensure that all of the staff take effective action when a child is at risk of danger. Additionally, the manager is yet to succeed in modernising staff practice, including the use of institutionalised language and lack of individualised care.

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

The manager has a clear process for challenging agencies to ensure that young people’s needs are met. Three young people’s move-on plans have been delayed to young people’s detriment. The manager has raised these concerns for two of these young people. For one young person, as a result of this action, an IRO has instigated a dispute Inspection report children's home: SC028435 9 resolutions meeting. Although the young person’s situation is not yet resolved, the manager has taken appropriate action. However, another young person’s plans have been delayed and unresolved for over two years as the manager is in disagreement with the placement plan. This is not clearly recorded and escalation to resolve this issue has not happened.

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

Systems are in place to monitor improvement and progress, and the manager has a clear action plan. The manager has instigated change in the running of the home, and has worked hard to improve systems. The impact so far has been positive and these systems are starting to embed. The manager has appraised staff’s strengths and areas for development. She now plans to allow designated staff to take lead responsibilities so that she can take a wider oversight of the home.

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

The requirements and recommendation from the previous inspection are now met. The registered individuals meet external consultants at monthly board meetings that review the home’s activities and consider areas for improvement. Additionally, an independent visitor audits the home each month to assist the manager in quality assurance.

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

The manager and staff receive regular one to one and group supervision, in addition to de-briefs relating to particular issues or incidents. Managers provide support and address performance issues to promote good care of young people. All young people are offered advocacy, and all bar one have an advocate.

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

The manager and staff have good relationships with professionals and communicate regularly. Staff receive regular supervision and support. One staff member described the direction that the manager is leading the home in as ‘new and exciting’.

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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: SC028435 10

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Children’s home details

Provision sub-type: Residential special school

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Children’s home details

Registered provider: Tumblewood Project Ltd

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Children’s home details

Registered provider address: 4 The Laurels, Hawkeridge Road, Heywood, Westbury, Wiltshire BA13 4LF

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Inspectors

Sarah Canto, social care inspector Tina Maddison, social care inspector Inspection report children's home: SC028435 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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Inspectors

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Inspectors

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Inspectors

T: 0300 123 1231 Textphone: 0161 618 8524 E: enquiries@ofsted.gov.uk W: http://www.gov.uk/ofsted

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