Children's home run by Hopscotch Solutions Limited in Bolton

Inspection report children’s home: SC488081 1 SC488081 Registered provider: Hopscotch Solutions Limited

p.1

Full inspection Inspected under the social care common inspection framework

p.1

Information about this children’s home

The home is privately owned. It provides care and accommodation for up to two young people who have learning difficulties, attention deficit hyperactivity disorder (ADHD), epilepsy and challenging behaviour.

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: sustained effectiveness

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 of the organisation agreed the return to work of a member of staff who had been suspended. This return to work was premature because an investigation into serious concerns about conduct was incomplete. Additionally, Inspection report children’s home: SC488081 2 there was no communication with partner agencies over the decision. This had the potential to place young people at risk.  A lack of communication by leaders has led to poor management of allegations against staff. The approach of leaders was inconsistent, leading to confusion for young people.  Some staff feel disillusioned by management decisions. They report feeling poorly supported by the organisation and unable to understand the approach adopted by the organisation in responding to allegations.  A parent raised a complaint about poor leadership, including a lack of communication, following an incident in which a young person was restrained.

p.1

Key findings from this inspection

This has resulted in the ending of a placement that had previously been successful.

p.2

Key findings from this inspection

 The young person currently living at the home continues to make good progress in all areas of his life.  The physical presentation of the home remains of a high standard.  The young person has good relationships with staff. Staff provide the young person with good experiences that will enable him to make progress.  The manager and staff complete good, detailed risk assessments. These help staff to understand the vulnerabilities of young people and to keep them safe.  The behaviour of young people is managed well. Staff understand the underlying causes of poor behaviour and help young people to improve their interactions.  The manager and staff work effectively with partner agencies, such as the police, to ensure that any risks to young people are reduced.  The manager has completed a detailed and innovative training needs analysis with the staff team. This supports him to deliver good-quality training.

p.2

Key findings from this inspection

 Despite having had a difficult period, staff remain focused on providing young people with the best possible care.

p.2

Inspection date Inspection type Inspection judgement

02/03/2017 Interim Sustained effectiveness 23/11/2016 Full Outstanding 16/03/2016 Interim Improved effectiveness 25/11/2015 Full Requires improvement Inspection report children’s home: SC488081 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 protection of children standard is that children are protected from harm and enabled to keep themselves safe.

p.3

Requirement Due date

In particular, the standard in paragraph (1) requires the registered person to ensure –

p.3

Requirement Due date

that the home’s day-to-day care is arranged and delivered so as to keep each child safe and protect each child effectively from harm. (Regulation 12 (1)(2)(b))

p.3

Requirement Due date

This requirement is made because leaders of the service allowed a worker, previously suspended, to return to work before an investigation had concluded, and did not liaise with the local authority or police about the decision. 26/02/2018

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 –

p.3

Requirement Due date

In particular, the standard in paragraph (1) requires the registered person to –

p.3

Requirement Due date

lead and manage the home in a way that is consistent with the approach and ethos, and delivers the outcomes, set out in the home’s statement of purpose. (Regulation 13 (1)(b) and (2)(a))

p.3

Requirement Due date

This particularly relates to the poor management of allegations against staff. 26/02/2018 Inspection report children’s home: SC488081 4

p.3

improvement to be good

This home requires improvement because allegations against staff, and concerns about staff practice, have not been responded to well. These shortfalls had the potential to place children at risk of harm. Leaders of the organisation had acknowledged these shortcomings, and had taken action to improve, prior to this inspection.

p.4

improvement to be good

The manager and staff recognise the importance of good healthcare provision. Young people have access to primary healthcare professionals and specialist agencies, such as the child and adolescent mental health services. The manager and staff, in conjunction with parents, ensure that young people have the right healthcare services in place to meet their needs.

p.4

improvement to be good

Young people make very good progress in education. They maintain 100% school attendance. Young people feel ambitious and confident for their future. For example, one young person who aspires to attend college next year has been well supported. Staff have worked with the college and arranged for him to have ‘taster days’. Additionally, this young person has recently achieved a Duke of Edinburgh bronze award. This has further developed his confidence.

p.4

improvement to be good

Young people develop confidence and self-esteem through recreational activities. A young person attends karate classes regularly. With staff support, he also attends the gym and volunteers to help with the homeless. The young person recently went on work experience in a chocolate factory, which he enjoyed. All these activities support the young person’s personal development. He presents as settled and content in the home.

p.4

improvement to be good

The physical presentation of the home is very good. It is comfortable and clean. There are many pictures of young people, which helps to provide a homely environment. Young people can have their rooms decorated to their liking. The kitchen and dining area are central to the home, with staff and young people generally spending time together there. Staff and young people enjoy spending time together, playing games such as chess, or playing the guitar. There is a great deal of laughter and fun in the home.

p.4

improvement to be good

The manager and staff have recently introduced, in conjunction with a young person, a new approach to mealtimes. They now have international-themed meal nights. They have recently enjoyed Polish and Canadian meals. This helps young people to learn about different cultures, and provides a good opportunity for the young person and staff to spend time together.

p.4

improvement to be good

Care staff ensure that regular communication takes place with parents. Staff value the support and advice provided by parents. Likewise, parents value the support that staff give them. However, a parent recently raised a complaint about senior leadership in the home. The parent felt that communication with senior managers was not of the same Inspection report children’s home: SC488081 5 standard as the communication they have with operational staff.

p.4

improvement to be good

Leaders and managers potentially placed young people at risk because they failed to adhere to safeguarding policy and procedure. A member of staff, who had been suspended pending an investigation into their conduct, was allowed to return to work before the investigation was concluded. Insufficient discussion took place with safeguarding agencies during the decision-making process. Leaders of the organisation did not consult with the registered manager prior to ending the suspension. Therefore no risk assessment was carried out and no risk management plan was implemented. Leaders of the organisation have acknowledged that this was an error of judgement. They have now introduced measures to ensure that the registered manager will be involved in crucial decisions. They have also implemented plans to minimise the risk of future errors of this kind.

p.5

improvement to be good

The manager and staff complete good risk assessments. These comprehensive assessments provide staff with the information that they need to manage and reduce risk. The staff complete regular individual key-work sessions with young people about important matters that affect their safety. Young people do not go missing from this home, as they receive very good supervision from staff.

p.5

improvement to be good

Staff work effectively with partner agencies and parents to understand young people’s behaviour. For example, a behaviour management plan completed in conjunction with a parent, who was able to provide her insight into her son’s behaviour and communication needs, has proved very effective. If the behaviour of young people is poor, staff will use sanctions. However, the use of sanctions is rare because staff generally employ positive behaviour management strategies to good effect. Staff use tools such as social stories to help young people understand the implications of their behaviour.

p.5

improvement to be good

Physical intervention is rare. However, one incident of physical intervention led to a complaint from a parent. Local safeguarding children procedures were followed, and the local authorities and police completed a thorough investigation. The investigation confirmed that the actions of staff were appropriate.

p.5

improvement to be good

The risk of harm to young people is minimised through the implementation of safer recruitment procedures for new and temporary staff. New and temporary staff have their identity checked, and their previous work history is carefully reviewed. These measures help to keep young people safe.

p.5

improvement to be good

Staff clearly understand the procedures for safe management of medication. The manager oversees medication administration systems. Regular auditing of practice helps to ensure that these systems are safe.

p.5

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

Inspection report children’s home: SC488081 6 An experienced, knowledgeable and qualified registered manager leads the home. However, he is due to leave his post imminently. Senior leaders have arranged suitable management cover pending the recruitment of a new manager.

p.6

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

The leaders of this service have failed to respond well to safeguarding matters. In one instance, poor communication by senior managers resulted in a suspended member of staff returning to work prior to the conclusion of the investigation into their conduct. The leaders of the organisation failed to communicate with the registered manager or seek his views about the return to work. This failure potentially placed young people at risk.

p.6

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

Additionally, there was a failure to act decisively and consistently when separate allegations were made against staff. The management of these allegations was poor because a coherent strategy to manage the situation was not developed. This also had the potential to place children at risk. It also created considerable confusion and distress for the staff involved.

p.6

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

Since the last inspection, a parent made a serious complaint about the leadership of the organisation. The parent complained because important information, which had potentially serious consequences for her son and the continuity of his care, had not been shared. This complaint was investigated and a detailed response provided by the manager. The home’s managers have taken steps to improve the way they share information with parents as a result of the complaint.

p.6

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

Some staff feel disillusioned and disappointed in the home’s leadership. This is with specific reference to the management of allegations against staff and the manner in which staff were suspended. The leaders of the service acknowledge that errors were made. Other staff report that they are happy with the support they receive. They have regular individual supervision meetings with the manager. They find these sessions helpful in improving their care practice. The manager has recently completed an interesting and in-depth training needs analysis that sparked reflective discussion in the staff team. This analysis is expected to generate new and innovative ways to support the staff team.

p.6

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.6

Information about this inspection

Using the ‘Social care common inspection framework’, this inspection was carried out Inspection report children’s home: SC488081 7 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: SC488081 8

p.6

Children’s home details

Registered provider: Hopscotch Solutions Limited

p.8

Children’s home details

Registered provider address: 1 Merchant Place, River Street, Bolton BL2 1BX

p.8

Inspector

Phillip Morris, social care inspector Inspection report children’s home: SC488081 9 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.

p.8

Inspector

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.9

Inspector

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

p.9

Inspector

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

p.9