Children's Home run by One To One Crisis Intervention Ltd in Devon

Registered provider: One to One Crisis Intervention Limited

p.1

Full inspection Inspected under the social care common inspection framework

p.1

Information about this children’s home

This home provides care for two children. It is part of a small local organisation which has several similar services in this area.

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 inadequate

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

Date of last inspection: This is the first inspection since the home was registered in July 2019

p.1

requires improvement to be good

Overall judgement at last inspection: not applicable

p.1

requires improvement to be good

Enforcement action since last inspection: none

p.1

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.2

Requirement Due date

13: The leadership and management standard

p.2

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.2

Requirement Due date

helps children aspire to fulfil their potential; and promotes their welfare.

p.2

Requirement Due date

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

p.2

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;

p.2

Requirement Due date

ensure that staff work as a team where appropriate;

p.2

Requirement Due date

ensure that staff have the experience, qualifications and skills to meet the needs of each child;

p.2

Requirement Due date

ensure that the home has sufficient staff to provide care for each child;

p.2

Requirement Due date

ensure that the home’s workforce provides continuity of care to each child. (Regulation 13 (1)(a)(b)(2)(a)(b)(c)(d) and (e)) 09/12/2019

p.2

Requirement Due date

The care planning standard is that children—

p.2

Requirement Due date

receive effectively planned care in or through the children’s home; and

p.2

Requirement Due date

have a positive experience of moving on from the home. 09/12/2019 In particular, the standard in paragraph (1) requires the registered person to ensure— that arrangements are in place to—

p.2

Requirement Due date

plan for, and help, each child to prepare to leave the home or to move into adult care in a way that is consistent with arrangements agreed with the child’s placing authority. (Regulation 14 (1)(a)(b)(2)(b)(i)(ii) and (iii))

p.3

Requirement Due date

ensure, by means of fire drills and practices at suitable intervals, that persons working at the home and, so far as is reasonably practicable, children are aware of the procedure to be followed in case of fire. (Regulation 25 (1)(d)) 09/12/2019

p.3

Requirement Due date

each employee completes an appropriate induction; all employees receive practice-related supervision by a person with appropriate experience. (Regulation 33 (1)(a)(4)(a)) 09/12/2019

p.3

Requirement Due date

The registered person must ensure that the following items, which may be kept in electronic form, are kept in an accessible manner— children’s case records (see regulation 36);

p.3

Requirement Due date

other records (see regulation 37) (Regulation 38 (i) and (j))

p.3

Requirement Due date

In particular, ensure that all records are well ordered, easy to find, dated and complete. 09/12/2019

p.3

Requirement Due date

keep the statement of purpose under review and, where appropriate, revise it; and notify HMCI of any revisions and send HMCI a copy of the revised statement within 28 days of the revision. (Regulation 16 (3)(a)(b)) 09/12/2019

p.3

Recommendations

 The registered person should have a workforce plan which can fulfil the workforce related requirements of regulation 16, schedule 1 (paragraphs 19 and 20). The plan should: detail the necessary management and staffing structure, (including any staff commissioned to provide health and education), the experience and qualifications of staff currently working within the staffing structure and any further training required for those staff, to enable the delivery of the home’s Statement of Purpose; detail the processes and agreed timescales for staff to achieve induction, probation and any core training (such as safeguarding, health and safety and mandatory qualifications); detail the process for managing and improving poor performance; detail the process and timescales for supervision of practice (see regulation 33 (4) (b)) and keep appropriate records for staff in the home.

p.4

Recommendations

The plan should be updated to include any new training and qualifications completed by staff while working at the home, and used to record the ongoing training and continuing professional development needs of staff – including the home’s manager.

p.4

Recommendations

(‘Guide to the children’s homes regulations including the quality standards’, page 53, paragraph 10.8)

p.4

improvement to be good

Young people are not provided with the continuity of care needed to build trusting and meaningful relationships with the adults looking after them. Since the home opened in July, more than 14 different staff have worked with the two young people. A core staff team has yet to be established.

p.4

improvement to be good

The home was set up to provide for the two young people who live here. They were instrumental in making decisions and were fully involved in plans for moving in. Both young people had made significant progress in regard to healthcare, renewed relationships with important family members and development of independence skills. Young people enjoy a variety of age-appropriate activities, including holidays.

p.4

improvement to be good

Young people spend time with their family members, and this is supported and encouraged by the staff. A mother said she is always welcomed at the home, and for the first time felt recognised and valued as a mother. The home offers a warm and friendly environment which mirrors a family home. It is cosy and well furnished.

p.4

improvement to be good

The lack of a stable staff team impacts on young people’s ability to build trusting relationships with the adults who care for them.

p.5

improvement to be good

Not all staff have the training required to safely use physical intervention. Untrained staff are regularly on shifts and have physically intervened on one occasion. This creates a risk to those involved.

p.5

improvement to be good

Staff have used ineffective sanctions to try and manage behaviour. This has now been addressed by the manager and more appropriate approaches are used.

p.5

improvement to be good

The arrangements to ensure swift evacuation in case of fire are weak. Only one member of staff has been involved in a fire drill. This could lead to potential delay and confusion in an emergency.

p.5

improvement to be good

In recent months, the safeguarding process has changed significantly to deal better with risks. Now, the initial response to keep young people safe is proactive, robust and well considered. The manager sought specialist guidance to assist with risk management and protecting young people.

p.5

improvement to be good

Senior leaders have engaged the services of an expert to work with both young people and advise staff. Staff have found this service useful and supportive in understanding and dealing with behaviour.

p.5

improvement to be good

Young people are encouraged to understand age-appropriate behaviour and consider relationships. As a result, they have become better at managing themselves and their emotions. Some of the previous difficulties have ceased. For one young person, incidents of aggressive behaviour and occasions of going missing have stopped. Young people are encouraged in their understanding of relationships and age-appropriate behaviour.

p.5

improvement to be good

Young people say they feel safe and trust staff.

p.5

The effectiveness of leaders and managers: inadequate

Managers have failed to recruit a suitable permanent and stable staff team. This has impacted on all areas of the provision. It has not been possible for staff to work as a team to understand the strengths and weaknesses of the provision. The home does not have a development plan or a workforce plan in place.

p.5

The effectiveness of leaders and managers: inadequate

The statement of purpose does not reflect the current service; for example, the staffing detail is not accurate. Arrangements and responsibility for the provision of supervision to most team members are unclear. Most are not permanent members of staff. The manager has only received one formal supervision session since the home opened in July. Other supervision is also out of date. This is of concern due to the level of risk being managed by the staff and the impact on them.

p.5

The effectiveness of leaders and managers: inadequate

Records are not easily accessible. Some records are not dated and others are incomplete. Details relating to the training, experience and qualifications of staff are not readily available for the manager to make appropriate decisions about the suitability of staff working in the home.

p.6

The effectiveness of leaders and managers: inadequate

The manager promotes high expectations for young people. He challenges when services fall below expected standards. The manager, deputy and another member of staff are particularly liked by the young people. One young person described the manager as a father figure to him.

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 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’.

p.6

Children’s home details

Registered provider: One to One Crisis Intervention Limited

p.7

Children’s home details

Registered provider address: 5 Newton Road, Kingsteignton, Newton Abbot, Devon TQ12 3AL

p.7

Inspector(s)

Janice Hawtin, social care inspector 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.7

Inspector(s)

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.8

Inspector(s)

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

p.8

Inspector(s)

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

p.8