Children's home run by Merryvale Children’s Home Limited in Merton

Inspection report children‟s home: SC476069 1 SC476069 Registered provider: Merryvale Children‟s Home Limited Full inspection Inspected under the social care common inspection framework

p.1

Information about this children’s home

This is a privately run home registered to care for up to five children and young people who have emotional and/or behavioural difficulties.

p.1

Overall experiences and progress of

children and young people, taking into account

p.1

requires improvement to be good

How well children and young people are helped and protected requires improvement to be good

p.1

requires improvement to be good

The effectiveness of leaders and managers requires improvement to be good

p.1

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.

p.1

requires improvement to be good

Overall judgement at last inspection: inadequate

p.1

requires improvement to be good

Enforcement action since last inspection: none

p.1

Key findings from this inspection

This children‟s home requires improvement to be good because:

p.1

Key findings from this inspection

 Leaders‟ and managers‟ oversight of the home fails to identify the significant shortfalls in recording. Inspection report children‟s home: SC476069 2  Staff fail to understand the importance of careful, objective and clear recording.  The recording of physical interventions is detailed enough to demonstrate that practice in this area is safe.  The staff are not working effectively as a team. Strategies for providing help and support to young people are inconsistent.  The staff team fails to understand the strategies used for supporting young people to reduce their risk of running away from the home.  Some staff have been working at the home for a number of years but have not yet achieved the minimum qualification required for their roles.  Young people do not receive sufficient information on how to access independent support and advice in the event that they wish to raise concerns.

p.1

Key findings from this inspection

 Young people like living in the home.  The home has appointed a new interim manager.  The new interim manager has autonomy to make decisions and benefits from excellent support and supervision from an independent consultant.  The staff team uses reflective practice sessions to improve their understanding of the needs of young people and to explore how their own feelings may have an impact on their work.  Young people develop positive relationships with staff.  Placing social workers feel that the home is providing a good level of care and support for the young person living there.  The interim manager is child-focused. She has already made some improvements that ensure young people receive individual and safe care.  The physical environment is homely and well maintained.  The staff team promotes equality and diversity within the home.

p.2

Inspection date Inspection type Inspection judgement

17/05/2017 Full Inadequate 01/09/2016 Full Requires improvement 17/05/2016 Full Inadequate 14/01/2016 Interim Declined in effectiveness Inspection report children‟s home: SC476069 3

p.2

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.

p.3

Requirement Due date

The children‟s views, wishes and feelings standard is that children receive care from staff. In particular, the standard in paragraph (1) requires the registered person to— keep the children‟s guide and complaints procedure under review and seek children‟s comments before revising either document; and ensure that an explanation is given to each child about how to make a complaint or representation in relation to the home or the care the child receives and how any such complaint or representations will be dealt with. (Regulation 7 (1) (2) (c) (d) (ii)) 06/11/2017

p.3

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 helps children aspire to fulfil their potential and promotes their welfare. In particular, the standard in paragraph (1) requires the registered person to use monitoring and review systems to make continuous improvements to the quality of care provided in the home. (Regulation 13 (1) (a) (b) (2) (h)) In particular, that managers ensure that staff maintain records that are an accurate recording of how children are cared for in line with their relevant plans. 06/11/2017

p.3

Requirement Due date

Fitness of workers The registered person must ensure that an individual who works in the home in a care role has the Level 3 Diploma for Residential Childcare (England) or equivalent by the date which falls 2 years after the date on which the individual started working. (Regulation 32 (4) (a) (b) (5) (a)) In particular, this must include all staff including agency staff. 06/11/2017

p.3

Requirement Due date

Behaviour management policies and records 06/11/2017 Inspection report children‟s home: SC476069 4 The registered person must ensure that within 24 hours of the use of a measure of control, discipline or restraint in relation to a child in the home, a record is made which includes— a description of the measure and its duration; and within 48 hours of the use of the measure, the registered person, or a person who is authorised by the registered person to do so (“the authorised person”)— has signed the record to confirm it is accurate. (Regulation 35 (3) (a) (iv) (b) (ii))

p.3

Recommendations

 The registered person is responsible for ensuring that all staff consistently follow the home‟s policies and procedures for the benefit of the children in the home‟s care. Everyone working at the home must understand their roles and responsibilities and what they are authorised to decide on their own initiative. („Guide to the children‟s homes regulations including the quality standards‟, page 54, paragraph 10.20.) This is with particular reference to ensuring that staff have a shared understanding about how to work with young people to reduce risks associated with running away from the home.  Ensure that the registered person and staff review the use of control, discipline and restraint to identify effective practice and respond promptly where any issues or trends emerge. The review should provide the opportunity for amending practice to ensure it meets the need of each child. („Guide to the children‟s homes regulations

p.4

Recommendations

including the quality standards‟, page 49, paragraph 9.59)  Staff should be familiar with the home‟s policies on record keeping and understand the importance of careful, objective and clear recording. („Guide to the children‟s homes regulations including the quality standards‟, page 62, paragraph 14.4.) This is with particular reference to ensuring that case records are kept up to date and signed and dated by the author of each entry. This is particularly in relation to complaints, critical incidents, key-work sessions, daily logs and 1:1 sessions.

p.4

improvement to be good

There is currently just one young person living in the home. Two other young people were admitted to the home in recent weeks. Both moved on after only a short time in the home. These young people moved into the home in an unplanned way and did not engage meaningfully with the support offered by the staff team. Inspection report children‟s home: SC476069 5 Multiple placement moves are proven to be damaging to young people in the care system and it is therefore important that providers only admit young people if they are confident that they can meet the young people‟s needs and support them to achieve positive outcomes. For one young person, it was clear from referral information that the home was unlikely to be able to safely meet her needs. This placement came to a premature end, as the staff team was unable to address the high level of risk-taking and challenging behaviours.

p.4

improvement to be good

The interim manager has reviewed the home‟s admission policy in response to this unplanned ending. She has made some improvements to ensure that the home undertakes more thorough assessments at the point of referral. This ensures that the home can meet the needs of young people before agreeing to admit them.

p.5

improvement to be good

For the other young person, who recently left the home, staff obtained as much information as they could in terms of the young person‟s needs and presenting behaviours. The young person made initial progress in that he engaged with staff and shared with them useful information about some of the risky behaviours that he engaged in. Staff did make good use of this information to develop a clear strategy for providing support. However, in practice, staff did not consistently follow the strategy. For example, staff were not consistent in their expectations about how much money the young person should be entrusted with, or how much information they needed about where he was going when he went out. Despite these issues, the placing social worker for this young person reported that they felt the unplanned ending was not linked to the quality of care that he received in the home. She felt that staff had tried their best.

p.5

improvement to be good

Staff do not accurately record the day-to-day events of young people in their daily logs. In some instances, there are no daily records at all. This undermines the ability of senior staff to be clear about events. It also means that senior staff and managers cannot be sure that staff are being consistent in their approach to supporting young people.

p.5

improvement to be good

Staff employ a range of mechanisms to ascertain the wishes and feelings of the young people, which young people make use of. They are comfortable about raising issues and understand how to make a complaint and, when they do, staff respond appropriately. However, the home‟s children‟s guide lacks clarity on the procedures to be taken following a complaint and fails to give full information on how to contact outside agencies. There has been one complaint since the last inspection. This was resolved to the satisfaction of the young person.

p.5

improvement to be good

The young person living in the home is making reasonable progress as a result of the individual support offered by staff. For example, he successfully completed his GCSE exams. This enabled him to achieve his ambition to gain a place on a performing arts course.

p.5

improvement to be good

A placing social worker described the home as „a good placement‟ (for the young person living there). He felt that the staff provide a lot of support and that the young person engaged well with them. He gave an example of how staff had helped to prepare the young person when his social worker changed. He felt that this preparation helped the Inspection report children‟s home: SC476069 6 young person to engage positively with his new social worker.

p.5

improvement to be good

Young people enjoy positive relationships with staff. A young person commented, „The staff are good. I have two key workers and like both of them. I do a lot of activities and really enjoyed going to Spain for my summer holidays.‟ Staff encourage young people to be active and support them to participate in a number of activities, for example going to the gym and swimming. This has resulted in an improvement, for one young person, in his physical fitness, and this has helped him to gain a healthier weight.

p.6

improvement to be good

Staff promote and encourage healthy lifestyles. Young people have access to universal health services. Staff ensure that any specialist health needs are met. The home has recently engaged a clinical psychologist to work with the team. This provides expert input to inform staff intervention strategies. This helps staff to develop a better understanding of how to promote the emotional well-being of young people in the home. The home maintains good links with a variety of healthcare services, such as the child and adolescent mental health service and drug and alcohol services. This ensures that young people receive support to promote their emotional and physical well-being. This also helps them to make informed choices in relation to risk-taking behaviours.

p.6

improvement to be good

Age-appropriate independent living skills are encouraged. Young people are expected to take increasing responsibility for tasks as they mature. The young person living in the home has developed the confidence to be much more independent in his dealing with college. He expressed a preference to attend induction and information gathering events without support from staff and he did this successfully.

p.6

improvement to be good

Young people feel safe and protected from neglect, harm and abuse. Staff have recently received refresher training in safeguarding level 3, behaviour management and safe use of physical intervention. The interim manager has received appropriate training for her role as designated safeguarding lead. However, the recording of the use of physical intervention by staff is a cause for concern. This was highlighted during the last inspection and the registered provider‟s attempts to improve records retrospectively does not demonstrate a significant improvement. For example, the recording of these incidents fails to give a clear picture of events. In addition, the interim manager has not reviewed these records to ensure that they are of the required standard.

p.6

improvement to be good

There have been no new incidents of physical intervention since the last inspection. Therefore it is not possible to test the impact of recent staff training or whether practice has now improved. The interim manager of the home has made some improvement to the recording format for physical interventions. However, this is still confusing and, for example, does not have a clear prompt for staff to record the duration of the intervention or for the manager‟s review of the incident.

p.6

improvement to be good

Risk assessments and behaviour support plans are not sufficiently individualised. They do not clearly outline the respective young person‟s triggers and the de-escalation Inspection report children‟s home: SC476069 7 techniques to be used. Young people do not contribute to these plans. As a result, young people miss an opportunity to reflect upon, and to take responsibility for, their actions and behaviours.

p.6

improvement to be good

Records indicate an improved response by staff to young people who go missing from the home. The staff follow appropriate protocols and access available support to assist in the safe return of young people. Staff are proactive and keep in touch with young people when they are out in the community or not where they are supposed to be.

p.7

improvement to be good

The staff team has been through a period of managing some complex and challenging behaviours. The interim manager has introduced reflective learning sessions for staff and these are facilitated by a clinical psychologist. This means that staff are able to explore the emotional impact of their work and learn from incidents. It also means that they can explore a range of helpful strategies that are based on a more informed understanding of the young people‟s presenting behaviour. It is early days and, as yet, there is no evidence that this is having a positive impact on the way that staff help young people. It is, however, a positive step and is likely to make an improved difference to care practice. The clinical psychologist felt that staff are engaging very well with the reflective sessions. He shared his view that they are open and honest when discussing the challenges that they face when working with vulnerable young people.

p.7

improvement to be good

The interim manager has reviewed practice in relation to the safe handling and administration of medications. She now has a robust monitoring system in place and records have been improved to provide much clearer instruction to staff.

p.7

improvement to be good

A location risk assessment is in place that contains good information regarding the appropriateness and suitability of the area. Staff are, therefore, fully aware of any potential risks to young people and that there is a plan in place to manage these risks.

p.7

improvement to be good

Good standards of notification practice and communication with placing authorities and relevant professionals are maintained in the home in relation to significant incidents. Positive relationships are maintained with the police and local authority designated officers. Prompt notifications to Ofsted ensure that the regulator is kept up to date.

p.7

improvement to be good

Practice in relation to the safe recruitment of staff has improved. All staff working in the home undergo the required checks to ensure that they are of suitable character to work with vulnerable young people.

p.7

improvement to be good

The staff undertake regular checks to ensure that all of the fire safety equipment is working and in good order. They practice fire drills regularly to ensure that young people know how to respond in the event of a fire. The interim manager has good oversight of the general health and safety of the premises. This includes the assessment of potential hazards and provision of control measures to reduce risks. This means that young people are living in a safe physical environment. Inspection report children‟s home: SC476069 8

p.7

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

The judgement in this area is not yet good because there are significant shortfalls in relation to staff recording in the home. This indicates that the manager‟s systems in place to monitor recording are not fully effective and do not ensure that good standards are maintained. The example mentioned earlier in this report when staff response to supporting a young person at risk of absconding was inconsistent, indicates that the quality of care to young people is not yet good. No young people were found to be at risk, but these shortfalls create vulnerabilities in the systems that contribute to keeping young people safe.

p.8

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

The interim manager has a well-developed workforce development plan in place. She has a good understanding of the training needs of the team and all staff have now completed recent training in key areas of child protection. However, not all staff have met the required time scale to achieve the minimum qualification for their roles.

p.8

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

The interim manager has updated the home‟s statement of purpose to reflect changes to the admission and referral process. However, the young people‟s guide requires updating as it does not signpost young people to independent agencies, should they need to raise concerns or seek advice.

p.8

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

The interim manager has completed her application to Ofsted to be registered as the manager of the home. She is experienced in the role and has successfully achieved the required level 5 certificate in managing within residential care.

p.8

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

Despite the shortfalls identified in this report, the interim manager of the home has made significant improvements to the service in a relatively short space of time. She has clarified her role with the responsible individual and now has more autonomy. This creates clearer lines of accountability and means that she is able to take prompt remedial action to address concerns. The interim manager has improved the quality and frequency of team meetings. These now include reflective practice sessions, facilitated by a clinical psychologist. Staff make good use of this forum to reflect on their practice. This also helps them to better understand and manage the emotional impact of their work.

p.8

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

The frequency and quality of staff supervision has improved. The interim manager gives clear direction, guidance and support. Staff report that they feel supported by the interim manager and that they are able to share any concerns with her. She consults closely with the team in relation to new referrals and uses feedback from staff to shape service delivery.

p.8

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

Staff undergo annual appraisals and have individual learning and development plans to help strengthen their practice.

p.8

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

The interim manager leads by example and takes responsibility for her own learning and development. She makes good use of her own regular supervision sessions. These are provided by an independent person who is knowledgeable and experienced in the task of Inspection report children‟s home: SC476069 9 managing within residential care. The interim manager has responded positively to address the shortfalls identified at previous Ofsted inspections. She has a clear, wide- ranging and comprehensive action plan in place to improve the home. The interim manager has improved systems for monitoring the quality of care and improved risk assessments to better understand the needs of young people referred to the home. She has also introduced written impact assessment tools to ensure that the group dynamics of young people in the home are carefully considered. Further improvement is required to ensure that the management team works effectively to challenge poor performance in

p.8

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.

p.9

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: SC476069 10

p.9

Children’s home details

Registered provider: Merryvale Children‟s Home Limited

p.10

Children’s home details

Registered provider address: Beech Farm House, Beech Farm Road, Warlingham, Surrey CR6 9QJ

p.10

Inspectors

Juanita Mayers: social care inspector Lee Kirwin: social care inspector Inspection report children‟s home: SC476069 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 looked after children, safeguarding and child protection.

p.10

Inspectors

If you would like a copy of this document in a different format, such as large print or Braille, please telephone 0300 123 1231, or email enquiries@ofsted.gov.uk . You may reuse this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit http://www.nationalarchives.gov.uk/doc/open-government-licence , write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: psi@nationalarchives.gsi.gov.uk .

p.11

Inspectors

Interested in our work? You can subscribe to our monthly newsletter for more information and updates: http://eepurl.com/iTrDn .

p.11

Inspectors

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

p.11