Children's Home run by London Borough of Hillingdon in Hillingdon

Inspection report children’s home: SC032502 1 SC032502 Registered provider: The London Borough of Hillingdon

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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 run and owned by a local authority. It is registered to care for up to 13 young people who have emotional and/or behavioural difficulties. The home specialises in looking after unaccompanied minors seeking asylum. The home has one bedroom that accommodates emergency admissions .

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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 requires improvement to be good

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Good

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

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Good

Date of last inspection: 19 January 2017

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Good

Overall judgement at last inspection: Sustained effectiveness

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Enforcement action since last inspection

None Inspection report children’s home: SC032502 2

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Key findings from this inspection

 Staff work hard to support young people, despite the challenges created by the government transfer scheme for unaccompanied asylum-seeking young people.  Young people enjoy quick access to specialist support services such as the child and adolescent mental health services (CAMHS) provision.  Young people make good progress in education and benefit from a wide choice of educational schemes and activities while they wait for a school place.  A strong safeguarding culture exists. Staff link well with key professionals from the local authority to share concerns and devise safety plans to support young people.  Managers have acted quickly to rectify the concerns and shortfalls identified during the last inspection.  Risk assessments and administration practice in relation to staff distributing prescribed medication is greatly improved.  The registered manager formally left the home in May 2017. However, they

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Key findings from this inspection

have been absent from the home since August 2016. This has created a sense of uncertainty for the staff team.  This inspection identifies shortfalls in relation to management monitoring reports, the decoration of the home, support for young people after going missing from the home, the use of sanctioning, and staff training. None of these concerns have a significant impact on the care received by young people.

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Inspection date Inspection type Inspection judgement

19/01/2017 Interim Sustained effectiveness 27/09/2016 Full Requires improvement 19/01/2016 Interim Sustained effectiveness 07/07/2015 Full Good Inspection report children’s home: SC032502 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

Review of quality of care In order to complete a quality of care review, the registered person must establish and maintain a system of 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 considers necessary in order to improve or maintain the quality of care provided to children. (Regulation 45(2)(a)(b)(c)(d)) 28/10/2017

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Requirement Due date

Fitness of workers An individual who works in the home in a care role has the appropriate qualification if, by the relevant date, the individual has attained— the Level 3 Diploma for Residential Childcare (England). (Regulation 32(4)(a)) 28/09/2017

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Requirement Due date

The quality and purpose of care standard In order to meet the quality and purpose of care standard, the registered person must ensure— that the premises used for the purposes of the home are designed and furnished to meet the needs of each child. (Regulation 6(2)(c)(i)) In particular, the damage to the games room wall. 28/09/2017

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Recommendations

 Ensure that any sanctions used to address poor behaviour should be restorative in nature in order to help children recognise the impact of their behaviour on themselves, other children, and staff caring for them and the wider community. In some cases, it will be important for children to make reparation in some form to anyone hurt by their behaviour, and the staff in the home should be skilled to Inspection report children’s home: SC032502 4 support the child to understand this and carry it out. (‘Guide to the children’s homes regulations including the quality standards’, page 46, paragraph 9.38)  When a child returns to the home after being missing from care, or away from home without permission, the responsible local authority must provide an opportunity for the child to have an independent return home interview. Homes should take account of information provided by such interviews when assessing

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Recommendations

risks and putting arrangements in place to protect each child (‘Guide to the children’s homes regulations including the quality standards’, page 45, paragraph 9.30)

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Overall experiences and progress of children and young people: good

Young people are happy in their home and make good progress. Despite often arriving in difficult circumstances, they settle quickly, make friends and begin to develop their English language skills. Developing friendships offers young people an excellent source of support and a means of sharing difficult experiences and memories. Young people build trusting relationships with staff and benefit from good, consistent levels of key working. Those young people who have not arrived from abroad learn from their peers and broaden their own cultural appreciation. Staff help young people to orientate quickly on arrival. This work is supported by good use of daily planners and by staff introducing young people to local transportation routes, places of worship and community support networks. Despite being unsettled by the possibility of being moved outside of the London area through the national transfer scheme, staff offer young people good support and focus

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Overall experiences and progress of children and young people: good

on the ‘safety’ offered by the United Kingdom. One young person comments, ‘You changed my life, profile and my future.’ Staff access the support that young people need quickly. A placement planning meeting is convened within three days of arrival and provides swift access to primary care services, such as doctors and dentists. In addition, the home enjoys a fast-track referral route to CAMHS treatment. This ensures that young people receive the support that they need to address any health concerns or issues related to homesickness, or other trauma- related concerns, quickly. Young people benefit from an ethnically diverse and talented staff team. The team comes from a range of backgrounds and cultures from around the world and is able to empathise with and support young people effectively. The team has translated the children’s guide into the native languages of the young people to further assist them on

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Overall experiences and progress of children and young people: good

arrival. Young people make good progress in education. Staff access a range of local resources which offer young people activities and English language lessons. This ensures that young people new to the home are engaged in learning while a full-time school place is sought. Young people benefit from a ‘library’ room with a number of computers and learning materials to support young people and encourage their learning. In addition, staff access internet-based learning resources to promote English language and support Inspection report children’s home: SC032502 5 those young people who do not have English as their first language. When young people commence full-time education, staff work in conjunction with school staff to monitor educational attainment and attendance levels. Quick access to mainstream education allows young people to develop their friendship networks further. One young person has recently completed seven GCSE examinations and plans to become an aeronautical

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Overall experiences and progress of children and young people: good

engineer. Staff promote healthy living. The home has a large outdoor space for communal games such as basketball. Two young people have recently commenced jogging around the local area. Young people learn to manage complex health conditions with support from staff and key medical professionals. Medication procedures are now much tighter, which ensure the safe administration of medicines in the home. The voice of young people is heard. Young people recently raised concerns over the quality of food in the home. Following a meeting with the food contractor, young people report that meals are now of a better quality. Managers address complaints effectively and provide a formal written response to young people that includes an outcome. Young people routinely access independent advocates who advise and guide them on their rights, and who represent young people when they wish to challenge care planning decisions. Recently, staff supported two young people to stay in the home as the

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Overall experiences and progress of children and young people: good

national transfer scheme had not been clearly explained on their arrival. They were able to move on from the home within their own timescales. Young people enjoy safely managed contact with friends and family, where appropriate. Young people make good use of the home’s internet connection to enjoy video contact with family. Staff act quickly to explore options for contact on arrival and inform allocated social workers. This ensures that professionals are aware of possible family placement options and plan accordingly. Where direct contact is not possible, staff use a charitable organisation family tracing service to explore contact in home countries. Outcomes in the home are positive. Young people move on successfully to a variety of further placements. This is reflected by placing social workers, as one referred to ‘A very supportive staff team that works hard to achieve change in young people.’ Staff support

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Overall experiences and progress of children and young people: good

young people to learn to budget their money and develop independence skills. Young people receive a set financial payment each week. This allows for good planning skills and reduces the possibility of conflict with staff.

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

Young people feel safe in their home and there are no reports of bullying. They report close, trusting relationships with staff. Recent key-work recordings show staff gently reminding young people of the need to be vigilant in the light of recent terrorist attacks. Staff use good observational skills to challenge any discriminatory behaviour, or negative peer group dynamics, promptly and effectively. One young person comments, ‘I love it here, it’s cool, I make friends.’ There is a strong safeguarding culture. Staff act quickly to share concerns with key professionals on issues such as the radicalisation of young people. Safety plans concerning young people are clear and understood by the staff team. Managers have established strong links with representatives from local places of worship and Inspection report children’s home: SC032502 6 communicate regularly. This ensures that protective action is taken swiftly and that

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

young people are kept safe. Risk assessments are greatly improved. Individual placement plans, behavioural plans, risk assessments and health plans are of a good quality. These are thorough and reviewed regularly by managers by using the council’s computer information system. Risk assessments remain based on observations from the professional network and rigorous case recording. Risk assessments address key areas, such as factors that can trigger the negative behaviours of young people. In addition, risk assessments also identify what staff should look for when young people are in crisis. Risk assessments are used to inform decisions around staffing levels. For example, when concerns are identified that cause young people to feel particularly vulnerable, such as night time, staffing levels are raised. Behavioural management is effective. Behavioural expectations are clearly explained to young people on arrival. Staff set clear, consistent behavioural boundaries and positive

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

behaviour is consistently encouraged. Staff use good relationships and interpersonal skills to support young people. As a result, there is no use of restraint. Transparency is key to building close relationships. Young people are encouraged to be open and honest with staff. Staff work tirelessly with young people to explain the home’s need to safeguard them and install behavioural expectations. The in-house psychologist supports staff in developing their understanding of young people’s behaviours, notably in the context of their previous experience of loss and separation. This analysis is key to helping young people to develop coping mechanisms and for developing behavioural management techniques for staff. However, when young people struggle, there is an over-reliance on financial sanctioning. The lack of a more restorative approach means that opportunities to allow young people to reflect on their

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

negative behaviour more effectively are lost. There is a strong response when young people go missing from the home. Staff follow statutory guidance well. Local police note good levels of care and low numbers of missing incidents. Individualised missing plans ensure a well-managed and appropriate staff response. However, independent return to care interviews are not being provided by the local authority. This limits an important source of support for young people on their return to the home.

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

The registered manager formally left her position in May 2017. She had been absent from the home since August 2016. In the intervening period, the management of the home passed to her former deputy. The deputy is a qualified social worker, with the required management qualification and has worked at the home since 2000. She is seeking to apply for the permanent post and applications are due to close in August 2017. She is supported by the previous deputy, who has worked in the home since 1994; he also has the required management qualification. Both work well in tandem and have strived to add some consistency and direction to the home at a very difficult point. Managers enjoy the respect of the staff team and young people alike. Managers continue to explore succession planning in the home. Five members of the staff team have attained the management qualification, further increasing the stability in the home.

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

Inspection report children’s home: SC032502 7 Managers understand the strengths and weaknesses of the home. Improvements have been led by an in-depth programme of management auditing. This is further supported by the increased scrutiny offered by the independent visitor, as well as the swift action taken to address the concerns outlined in the last management inspection. The most recent manager’s report lacks an evaluation of the plans for service development and fails to include feedback from young people. This missing detail means that young people’s views on plans to improve the service have not been captured. Managers have acted quickly to address some of the concerns outlined during this inspection. Updates to the workforce development plan, statement of purpose and children’s guide have outlined the managers’ commitment to continue improving the home. Managers have acted to improve the physical environment in the home. Regular health

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

and safety checks have resulted in the replacement of fire safety doors and current replacement of the main roof of the home. This promotes a safer and more homely environment for young people. Despite these improvements, the games room in the home is in need of urgent redecoration. This will allow young people to socialise in improved comfort. The revised statement of purpose includes a commitment to support young people admitted from the local community, in addition to asylum-seeking young people. Managers have acted to amend the admissions procedure to ensure that the home is fully able to accommodate the varying needs of young people. Staff are committed and motivated. Despite the uncertainty, no staff have left since the last full inspection. Staff refer to managers as ‘hands-on and supportive’. Staff take clear and obvious pleasure in the progress achieved by young people and speak of the ‘family

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

style’ home atmosphere. Three members of staff have recently been promoted to senior positions, in recognition of their contribution to the home. Supervision and appraisal is now occurring more regularly and is tracked on the home’s information system. This system allows managers to review case recordings, care plans and risk assessments and to ensure that young people make good progress. Despite one staff member not completing the required level three qualification in residential care within the required timescale, staff report a wide variety of training opportunities. Recent training has included the risk of child sexual exploitation and female genital mutilation. Staff speak with real confidence on the key indicators of risk, and are able to make clear connections of the link between theory and the effective care of young people.

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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. Inspection report children’s home: SC032502 8 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

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Information about this inspection

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: SC032502 9

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Children’s home details

Registered provider address: Childcare and Early Years Service, 4E/02 Civic Centre, High Street, Uxbridge, Middlesex UB8 1UW

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Inspector

Barnaby Dowell, social care inspector Inspection report children’s home: SC032502 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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