Children's home run by Keys Nhcc Ltd in Rossendale

Inspection report children’s home: SC020610 1 SC020610 Registered provider: New Horizons Childcare 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 privately owned home provides care and accommodation for up to three young people who have experienced childhood instability, resulting in trauma and/or associated complex behaviours. The manager registered with Ofsted in 2015.

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Information about this children’s home

Inspection dates: 20 to 21 December 2018

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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: 14 November 2017

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good

Overall judgement at last inspection: good

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good

Enforcement action since last inspection: none Inspection report children’s home: SC020610 2

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Inspection date Inspection type Inspection judgement

14/11/2017 Full Good 17/02/2017 Interim Sustained effectiveness 18/07/2016 Full Good 08/03/2016 Interim Sustained effectiveness Inspection report children’s home: SC020610 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 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— ensure that staff work as a team where appropriate. (Regulation 13(1)(a)(b)(2)(b)) In particular, the registered manager will ensure that staff practice is consistent. 18/02/2019

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Requirement Due date

The registered person must maintain records ("case records") for each child which— include the information and documents listed in Schedule 3 in relation to each child; are kept up to date. (Regulation 36(1)(a)(b)) In particular, ensure that there are no gaps in key-work sessions and that young people’s files contain key documents. 18/02/2019

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Recommendations

 Staff should continually and actively assess the risks to each child and the arrangements in place to protect them. (‘Guide to the children’s homes regulations including the quality standards’, page 42, paragraph 9.5). In particular, ensure that risk assessments are up to date and reviewed in a timely manner. Inspection report children’s home: SC020610 4

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Overall experiences and progress of children and young people: good

Young people live in a warm and nurturing home. Staff know them well and work hard to build safe and secure relationships. Young people feel that they can trust staff and are able to seek them out for support when required. A young person told the inspector, ‘They’ve given me a lot of guidance. It’s by far the best home I’ve known.’ Both young people living at the home have sporadic engagement and attendance at their respective education settings. As a result, their academic progress is limited. However, staff are ambitious and work closely with education representatives to ensure that young people receive the appropriate support. In the interim, when young people are not in school, the staff also offer young people in-house education. In addition, staff also support young people to seek part-time employment and make plans for their future education. Young people who are new to the home settle quickly and make good progress. For

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Overall experiences and progress of children and young people: good

example, staff supported one young person to secure a college place. In addition, they reduced his sense of isolation by introducing him to other local young people with similar needs. Staff have translated key documents and ensured that the young person’s practical and cultural needs are met. As a result, he made a successful transition to a semi-independent living placement. Staff support young people to develop hobbies and interests. For example, one young person, a keen guitarist, has regular lessons in the home and recently took part in a music show. Staff and family members were in attendance. In addition, he is an avid fan of the local football team and watches games, home and away. Participation in these activities helps young people to increase their self-esteem and feel part of their local community. Staff work closely with the in-house therapist to ensure that young people receive specialist support. Young people receive an initial therapeutic assessment that sets out

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Overall experiences and progress of children and young people: good

the key targets for their support. Staff track and review young people’s progress to ensure that the care they receive is effective. This enables young people with difficult histories and experiences to stabilise over time. Staff support young people to prepare for their future. For example, young people complete an awards-based independence training programme that equips them with the knowledge and skills required for independent living. Staff encourage young people to cook, shop, manage budgets and take age-appropriate risks such as independent travel.

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

Staff support young people to understand how their behaviours may be harmful to themselves and others. Targeted key-work sessions sensitively explore the triggers to challenging situations and give young people the opportunity to reflect on their difficult feelings and emotions. As a result, young people develop strategies to manage conflict and learn from challenging incidents. Inspection report children’s home: SC020610 5 Staff encourage and reward young people for positive behaviour. In addition, staff use a calm and measured approach to deescalate challenging situations. No incidents of restraint have occurred since the last inspection. This is significant progress when young people’s starting points are considered. A young person told the inspector, ‘Before living here I was getting into loads of trouble, but now I feel more settled.’ Staff responses are robust and proactive when young people go missing. They are

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

diligent in searching for young people and contact those who may know the young person’s whereabouts. Staff also work closely with the police and local authorities to ensure that young people return home safely. In the main, young people receive an independent visit after a missing incident. This helps staff to gather key information about the incident to further safeguard young people. Staff are knowledgeable and skilled in supporting young people who are unaccompanied refugees at risk from people trafficking. Detailed impact risk assessments contain key information to keep young people safe. In addition, staff ensure that key information is translated to help young people understand how to keep safe. Staff work closely with specialist teams within the local authority and the police to share information and manage risk. Staff are vigilant and monitor young people effectively. As the risk reduces, they support young people to become more independent and enjoy unsupervised time in

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

the community. Young people can seek support from trusted members of staff to discuss their concerns or worries. This open and supportive culture helps young people to feel safe and secure. A social worker told the inspector, ‘They (staff) go above and beyond. They are always available for him (young person).’ The home has recently introduced a person-centred placement plan, which captures key information to manage young people’s risks and behaviours. Staff work alongside young people to write and review the plans. This helps young people to understand their behaviours and provides them with a sense of ownership of their plans. However, risk assessments have not been reviewed for several weeks. This is a missed opportunity to oversee progress and ensure that staff practice is in line with young people’s needs.

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

The registered manager oversees two children’s homes. Unfortunately, the other home has experienced some complex challenges, and this places extra demand on the staff team. For example, members of staff from this home regularly work in the other home to manage risk. As a result, the staff resources are stretched. The registered individual is aware of this concern and has plans in place to alleviate the current pressure. Staff report that there are inconsistencies in the care that young people receive. For example, some staff adhere to the guidance in young people’s behaviour management plans while others do not. This concern has persisted for several months despite it being discussed in staff team meetings and supervisions. This inconsistent practice has the potential to confuse young people and makes some staff feel disillusioned and frustrated. The home is working through a period of considerable change due to a change of

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

Inspection report children’s home: SC020610 6 ownership. New processes are being embedded, including a new electronic system launched in December 2018. The internal quality assurance team has an action plan in place to continue improving staff practice. While these plans are in their infancy, they have the potential to improve the quality of care that young people receive. Staff benefit from a comprehensive training programme that equips them with relevant skills and knowledge. A recently introduced training calendar allows the registered manager to identify gaps in staff knowledge and plan training accordingly. Staff team meetings now include ‘upskilling’ sessions that focus on specific aspects of their practice. Although the effectiveness of these is variable, the registered manager is committed to improving consistency among the staff team. In addition, staff complete modules to understand a new therapeutic model. This enhances their knowledge on key aspects

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

such as attachment and trauma. There are some shortfalls in the registered manager’s oversight of care. For example, key documents are missing from young people’s files and there are recent gaps in key- work sessions. In addition, risk assessments have not been reviewed for several weeks. These shortfalls may be symptomatic of the current pressure on the home’s staffing resource. Staff have regular supervision and appraisal. This allows them the opportunity to discuss young people’s progress and reflect on the demands of the role. In addition, the staff team is experienced and passionate about 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 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.

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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: SC020610 7

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Children’s home details

Registered provider: New Horizons Childcare Ltd

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Children’s home details

Registered provider address: Maybrook House, 2nd Floor, Queensway, Halesowen, Worcestershire B63 4AH

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Inspector

Gareth Leckey, social care inspector Inspection report children’s home: SC020610 8 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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