Chariteens Residential Family Centre

Inspection report for residential family centre: Chariteens Residential Family Centre 1 Chariteens Residential Family Centre Chariteens Residential Family Centre Limited 10 Khartoum Road, London E13 8RF Inspected under the social care common inspection framework

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Information about this residential family centre

This centre is registered to provide care and accommodation for six families. Alongside parenting assessments, the centre facilitates psychological assessments, drug and alcohol testing and counselling.

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Overall experiences and progress of

children and parents, taking into account requires improvement to be good

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Overall experiences and progress of

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

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Overall experiences and progress of

The effectiveness of leaders and managers inadequate

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Overall experiences and progress of

The residential family centre is not yet delivering good assessments, help and care for children and parents. However, there are no serious or widespread failures that result in their welfare not being safeguarded or promoted.

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Overall experiences and progress of

Date of previous inspection: 26 June 2017

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Overall experiences and progress of

Overall judgement at last inspection: requires improvement to be good

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Overall experiences and progress of

Enforcement action since last inspection: none Inspection report for residential family centre: Chariteens Residential Family Centre 2

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improvement to be good

The centre has had a high turnover of staff. Since the last inspection, a number of staff members have left, and many members of the current staff team are new. This has had a negative effect on the stability of the staff team and on the consistency and quality of care that families receive.

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improvement to be good

Families’ relationships with the staff team are variable. Some parents indicated that they get on well with staff, while other parents said that this is not the case. In particular, some parents said that they did not appreciate the difference of opinion and mixed messages that they receive from staff about the same issues.

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improvement to be good

Managers do not deal with complaints effectively. The centre’s complaints log does not reflect all complaints and issues seen on families’ files. Furthermore, the log fails to confirm that parents who complained received feedback on the actions taken by managers. This is contrary to the centre’s complaints policy and procedure.

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improvement to be good

Families are aware of the centre’s complaints procedures but commented that they did not feel that staff take their concerns seriously.

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improvement to be good

Children and parents live healthy lifestyles. Staff receive training in healthcare issues such as managing medication. However, staff do not complete children’s healthcare plans. These plans are useful in making clear children’s healthcare issues and how their needs are to be met.

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improvement to be good

Children and parents settle quickly when they arrive at the centre and placements are carefully planned. The centre provides families with good support and advice through a range of programmes and parenting sessions. These are tailored to meet the needs of individual children and parents.

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improvement to be good

Group and individual sessions help parents to understand the concerns that the courts or placing authorities have about the quality of care that they provide to their children. Parents take part in programmes and activities and are clear about what they must do to improve their parenting skills.

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improvement to be good

Parents take part in programmes that explore their emotional health. For example, they attend sessions that explore healthy relationships, conflict resolution and issues of domestic abuse. The centre has a long-standing arrangement with qualified counsellors, psychiatrists and psychologists, who are available to work directly with families.

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improvement to be good

Assessments have a strong focus on children’s needs and their protection. The work explores parents’ progress and the areas that they need to improve upon. Inspection report for residential family centre: Chariteens Residential Family Centre 3 Assessments are individualised and realistic about what parents can achieve. Parents receive the support that they need if children are to return to their care.

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improvement to be good

The centre’s social workers are responsible for writing final assessment reports. These are well written, evaluative and outline parents’ strengths and weaknesses. The reports highlight parents’ ability to change behaviours that are of concern, parents’ understanding of the needs of their children and how to keep their children safe.

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improvement to be good

The centre’s recruitment practice fails to confirm that staff are suitable to work with vulnerable families. Managers were unable to evidence that all written references are verified, that updated Disclosure and Barring Service checks had been obtained or confirm staff’s qualifications.

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improvement to be good

Parents spoken with by the inspector said that they felt safe while staying at the centre.

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improvement to be good

Plans that outline how risks are to be reduced are vague. Risk assessments highlight the concerns and the risks posed to children and parents. Staff regularly update risk assessments, especially after incidents have occurred. However, assessments are not explicit in guiding staff or parents in what actions they need to take to reduce risks further.

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improvement to be good

The centre’s building is safe and secure. Staff conduct regular checks which ensure that there are no health and safety concerns. Since the last inspection, the centre’s surveillance policy has been updated. However, staff have had limited training in the use of closed-circuit television (CCTV) at the centre. This is not in the children’s and parents’ best interests.

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improvement to be good

Children and parents benefit from the centre’s clear child and adult protection procedures. Staff and managers ensure that there is a quick response to any safeguarding concerns.

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improvement to be good

Staffing levels are appropriate. This means that the supervision of families is good. Parents receive help and support to manage their behaviour. Very few critical incidents have occurred. When they do occur, staff manage these incidents appropriately.

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improvement to be good

There have been no instances of parents or children going missing or of anyone being restrained. Staff encourage families’ positive behaviour. Discriminatory behaviour is not tolerated, and staff challenge any such incidents.

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improvement to be good

Staff work closely with other safeguarding agencies. Working successfully in this way helps to ensure that there is a joined-up approach to safeguarding children and Inspection report for residential family centre: Chariteens Residential Family Centre 4 parents.

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improvement to be good

There has been one allegation made against a member of staff by a parent. Managers have taken appropriate action to deal with this matter. This includes informing the local authority social worker and safeguarding officer. An internal investigation is ongoing.

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The effectiveness of leaders and managers: inadequate

Leadership and management of the centre are weak. The registered manager is qualified to manage the service, but she is not an effective, efficient leader. One staff member said, ‘The manager’s approach is not always professional. Both [the] staff and residents feel she is rude.’

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The effectiveness of leaders and managers: inadequate

Management oversight of the centre is not strong.

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The effectiveness of leaders and managers: inadequate

The culture of the centre is not characterised by high expectations and aspirations for families. Staff do not always work well together and sometimes give families conflicting information. This gives rise to families’ unhappiness and confusion.

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The effectiveness of leaders and managers: inadequate

Staff do not take ownership of their work. As a result, staff and families do not follow through on rules and set boundaries. Often, senior staff are left to challenge families when they break the rules.

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The effectiveness of leaders and managers: inadequate

There has been a high turnover of staff in the recent past and the managers’ recruitment drive to appoint experienced staff has been unsuccessful. The existing staff team members are relatively new, some of whom have limited experience of working in residential care.

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The effectiveness of leaders and managers: inadequate

Some staff members do not have appropriate qualifications and have not been enrolled on the required courses. This is despite some staff members being employed at the centre for over a year.

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The effectiveness of leaders and managers: inadequate

Staff do not receive quality induction, training or regular supervision. There are limited opportunities for staff to take part in reflective practice. As a result, they do not have the opportunities to develop important care skills that would help them to work more effectively with families.

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The effectiveness of leaders and managers: inadequate

Staff appraisals do not happen each year as they are supposed to. This shortfall does not support staff’s professional development. This is important to help staff to provide families with good-quality, consistent care.

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The effectiveness of leaders and managers: inadequate

The home’s monitoring systems are inconsistently maintained. For example, case files are not regularly audited. Staff’s recording in some cases is poor. Important records such as key-work sessions, written summaries and records of feedback to families are not detailed enough. Inspection report for residential family centre: Chariteens Residential Family Centre 5 Families are not given clear information about their progress and how they are doing. This is not in the best interest of families. Team meeting minutes highlight that staff are regularly spoken to about this issue, yet it remains largely unresolved.

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The effectiveness of leaders and managers: inadequate

The centre’s statement of purpose requires revision. In particular, information about the current staff team members and their qualifications.

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The effectiveness of leaders and managers: inadequate

The centre has recently undergone redecoration to families’ bedrooms and other areas. New toys, books and play activities have also been bought. However, the decor of the centre would be further improved by the replacement of some bedroom furniture, which appears old and worn. This is the case for most chests of drawers in the bedrooms.

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The effectiveness of leaders and managers: inadequate

The centre has hazard taping on the floor to make people aware of steps and ramps. These floor markings look out of place and do not give the centre a welcoming, homely feel.

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The effectiveness of leaders and managers: inadequate

Staff work well with other professionals. This helps them to coordinate and conduct their work thoroughly. Staff and leaders are passionate about the work that they do with families and enjoy helping to support parents to care safely for their children. A staff member said, ‘I love speaking with the families and seeing the babies grow.’ Staff place the safety and well-being of families at the centre of all the work that they do.

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The effectiveness of leaders and managers: inadequate

The centre has a clear development plan of how managers intend to improve the service.

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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, Residential Family Centre Regulations 2002 and the national minimum standards. The registered person(s) must comply within the given timescales.

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Requirement Due date

The registered person shall ensure that there is, having regard to—

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Requirement Due date

the statement of purpose of the residential family centre, its size and the numbers and needs of its residents; and 01/09/2019 Inspection report for residential family centre: Chariteens Residential Family Centre 6 the need to safeguard and promote the health and welfare of residents, a sufficient number of suitably qualified, competent and experienced persons working for the residential family centre. (Regulation 15 (a)(b)) The registered person shall ensure that all persons employed by him— receive appropriate training, supervision and appraisal; and

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Requirement Due date

are enabled from time to time to obtain further qualifications appropriate to the work they perform. (Regulation 17 (5)(a)(b)) 01/07/2019

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Requirement Due date

The registered person must ensure that a written record is made of any complaint or representation, the action taken in response, and the outcome of the investigation. (Regulation 20 (6)) 01/07/2019

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Requirement Due date

The registered person shall, within 28 days after the date on which the complaint is made, or such shorter period as may be reasonable in the circumstances, inform the person who made the complaint of the action (if any) that is to be taken. (Regulation 20 (5)) 01/07/2019

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Requirement Due date

Where the following conditions apply, the registered person may permit a person to start work at the residential family centre notwithstanding paragraph (4)(b)—

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Requirement Due date

the registered person has taken all reasonable steps to obtain full information in respect of each of the matters specified in Schedule 2 in respect of that person, but the enquiries in relation to any of the matters specified in paragraphs 3 to 6 of Schedule 2 are incomplete; and

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Requirement Due date

full and satisfactory information in respect of that person has been obtained in relation to the matters specified in paragraphs 1 and 2 of Schedule 2. (Regulation 16 (5)(a)(b)) 01/07/2019

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Requirement Due date

The registered person must ensure that staff at the residential family centre are appropriately trained and understand the requirements imposed by this regulation before they use any such surveillance devices. (Regulation 21A (4)) 01/09/2019

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Requirement Due date

The registered person shall establish and maintain a system for—

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Requirement Due date

improving, the quality of care provided at the residential family centre. (Regulation 23 (1)(a)(b)) 01/09/2019 Inspection report for residential family centre: Chariteens Residential Family Centre 7 In particular, that the provider monitors the quality of staff’s recording of risk assessments, key-work sessions and case summaries. The registered person shall—

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Requirement Due date

keep under review and where appropriate revise the statement of purpose and resident’s guide; and

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Requirement Due date

notify the Commission within 28 days of any such revision. (Regulation 4 (4)(a)(b)) 01/07/2019

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Recommendations

 Parents can take up issues in the most appropriate way and without fear that this will result in any adverse consequences. They receive prompt feedback on any concerns or complaints raised. (NMS 2.4)  Where parents are being supported to develop parenting skills, they are enabled to build and sustain constructive relationships with staff so that, where possible, they are able to resolve conflicts themselves in a positive manner. (NMS 4.3)  Parents’ and children’s physical, emotional and social development needs are identified in their family placement plan and promoted throughout their placement. (NMS 6.1) In particular, that staff consider devising children’s individual healthcare plans.  The employer is fair and competent and offers good support for its staff and volunteers. (NMS 17.1) In particular, that the provider considers implementing reflective team supervision to address divisive team issues and to promote team cohesiveness.

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Recommendations

 All new care staff have a minimum level 3 Children and Young People’s Workforce Diploma, which must include mandatory social care units, or be working towards the relevant qualifications within six months of confirmation of employment. Staff may also find it helpful to have a level 3 award or certificate in Work with Parents or level 4 award in Work with Parents. (NMS 16.5)  The centre provides a comfortable and homely environment and is well maintained and decorated. Avoidable hazards are removed as is consistent with a domestic setting. Risk reduction does not lead to an institutional feel. (NMS 11.2) In particular, that old chests of drawers in bedrooms are replaced and that hazard taping on floors is removed. Inspection report for residential family centre: Chariteens Residential Family Centre 8

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Information about this inspection

Inspectors have looked closely at the experiences and progress of children and parents. Inspectors considered the quality of work and the differences made to the lives of children and parents. They watched how professional staff work with children and parents and each other and discussed the effectiveness of help and care provided. Wherever possible, they talked to children and parents. In addition, the inspectors have tried to understand what the residential family centre knows about how well it is performing, how well it is doing and what difference it is making for the children and parents 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 Residential Family Centre Regulations 2002 and the national minimum standards. Inspection report for residential family centre: Chariteens Residential Family Centre 9

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Residential family centre details

Registered provider: Chariteens Residential Family Centre Limited

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Residential family centre details

Registered provider address: 10 Khartoum Road, London E13 8RF

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Residential family centre details

Responsible individual: Eveline Serwadda

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Inspector(s)

Sandra Jacobs-Walls: social care inspector Juanita Mayers: social care inspector Inspection report for residential family centre: Chariteens Residential Family Centre 1 to 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.

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Inspector(s)

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Inspector(s)

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Inspector(s)

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