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Caring For Children

Woodend is a children’s home for male Looked After Children and Young People aged 12 to under 18 who have social, emotional and behavioural difficulties (including learning difficulties) within and outside the ASD spectrum. Challenging behaviour will be present in a number of cases. The home is registered for 52 week residential placements

The home purpose is to offer a provision that mirrors a normal home environment in which the children and young people will have the support and opportunity to maximise their potential, by providing each child with a truly individualised programme of care throughout their growth and development, including achieving positive educational and training outcomes, supporting their transition to independence and adult life....(See Annex A Pathways and Mentoring )

To be eligible for consideration for a place at the home, the young people must fulfil at least the first three of the following admission criteria:

Male genderHave social, emotional and behavioural difficultiesHave ASD .Moderate learning difficulties (MLD)Dyslexia or Specific Learning Difficulties(SPLD)Attachment DisordersProblematic Sexualized Behaviour

Woodend has a very strong policy of inclusion and therefore welcomes young people from all ethnic and cultural, religious backgrounds.

Woodend Children’s Home believes that the welfare and education of the young people in our care is the main priority with our young people being at the centre of our entire decision making. Each young person is recognised as being unique with specific needs and beliefs that require individual care, possible specialist therapeutic sessions and individual assessment and planning. The homes methodology and placement planning includes the young person’s family, /Guardians, important contacts, and Social Workers who will be encouraged to have an active role in assisting further development of their child.

Regular visits will be fostered amongst the young people and their families and wherever possible opportunities will be found to enable the sharing of the young person’s developmental success both socially and academically. We will continue to engender the building of family relationships, this will be achieved by using ‘contractual’ Placement Plans / Pathways Plans which identify

Completed 28/3/2014, updated 16/12/15, 16/10/15, 29/04/16 By Mike Dodd Registered ManagerReview by 29/04/17 By Paul Jenkinson Director of Care

Statement of Purpose Woodend House 2015-2016 SC 398253

each area of development required in progressing their lives and individual specific needs in all areas.

Our primary aim is to establish a safe and comfortable home environment within which our young people can develop feelings of trust security and confidence. This will assist individual young people in gaining invaluable life skills not only intellectually and physically but also emotionally and socially, these skills will ensure that when they leave Woodend they will have the ability and knowledge to manage their own lives and choices.

At the core of NLCS approach to its work is the value that we place upon the individual, and in turn their development in the group living environment. We believe that living in the group environment is a positive 'normal' experience for children and young people. We envisage that young people will move from our care as and when appropriate to their families, carers, or supported accommodation, independent living. All these require children and young people to have developed the compromise, negotiation, self soothing and complex communication skills needed in a group. Our aim is to work closely with the individual, to help them identify their needs and develop individual care plans and programmes to meet them. This gives us the ability to provide highly responsive and flexible care packages, uniquely moulded to meet the needs of each young person.

The aim of NLCS is for the young person to achieve positive outcomes relating to the 5 EVERY CHILD MATTERS OUTCOMES.

Be healthy Stay safe Enjoy and achieve Make a positive contribution Achieve economic well-being

Each child has the potential to learn and develop and our practice is responsive to observable cues, communicated by the child through language and behaviour. We aim to meet unmet childhood needs from the past, enable the child to enjoy their present whilst equipping them with the skills necessary for their future.

Our first priority is to halt the self-perpetuating downward spiral of failure and rejection experienced by many young people placed with us. We work with the individual to recognise their abilities and talents, we utilise these positives in order to build small but ever growing successes into a young person’s life and therefore start to reverse the downward spiral. The increase in self-esteem can then be used to help the young person towards further achievements and positive developments in their lives. The unconditional support implicit in the above approach to reversing the patterns in a young person’s life is balanced with helping the young person to understand, and eventually take greater responsibility for, both the positive and negative consequences of their actions. The giving of responsibility to a young person and growing independence is undertaken at a rate and level that allows for the expectations by society of a person of that chronological age whilst taking into account the level of emotional development that the individual has experienced. We aim to enable the young person to enter the world able to be:


an active participant in society and a responsible contributor, capable of achieving as much independence as possible.

At NLCS, we believe that every young person has the right to be treated as an individual, showing due regard to gender, ethnicity, creed and sexuality. We endeavour to create an atmosphere where the young person’s needs are acknowledged and met with honesty, sensitivity and consistency. We recognise a young person’s need for protection and security and will maintain every effort to provide this.

We believe in maximising a young person's potential, using their life experiences to develop more effective coping and reasoning skills. By using a young person’s life space to promote a better understanding, it is more relevant to the individual and therefore more powerful as a catalyst for change.

Children and young people placed at Woodend can enjoy a wide variety of recreational and sporting activities. All our young people’s wishes with regard to clubs, activities and cultural events are discussed through their induction and ongoing care at Woodend and their physical needs are identified and targets are set within their Placement Plans. We are very aware of the importance that all young people should have the opportunity to access and choose these types of events. Staff will actively encourage participation in various sporting activities to ensure they gain the understanding of the importance of a healthy lifestyle and having fun.

Pupils attending Kirkby Moor School undertake regular PE lessons on this site and pupils regularly visit local sporting amenities in Carlisle and the surrounding area. Many children and young people enjoy football and in particular the end of tern 'staff versus kids' football game. The school and home can also offer some adventurous activities including mountain biking, rock climbing, fishing and camping. Young people can / have also joined local sports clubs such as martial arts, trampoline club, and football clubs.

Woodend is ideally located to take advantage of Carlisle Youth Zone, a new 5 million pound purpose built youth centre, see the website for more information. Children and young people can also access clubs and organisations in the community and are regularly supported to do so. We believe this is an important in social and emotional development.

Woodend welcomes young people from all faiths and cultures and celebrates a wide range of festivals around the year. The Home is committed to promoting the young people cultural awareness and understanding, and where possible draws on the cultural diversity of the young people and families. Every young person will be able to attend such religious services and receive such instruction as is appropriate to the religious persuasion to which the young person may belong. This will be facilitated after having ascertained the wishes and feelings of the young person. Where children and young people have linguistic language needs this will be carefully considered in the pre placement assessment and if appropriate translation services can be engaged.

At NLCS, we realise the importance of working in partnership with parent’s carers and significant persons in the lives of children and young people. This link will be recorded in the young person's Placement Plan and the nature of the contact will Completed 28/3/2014, updated 16/12/15, 16/10/15, 29/04/16 By Mike Dodd Registered ManagerReview by 29/04/17 By Paul Jenkinson Director of Care

be highlighted there. We also realise the stresses placed on young people and their families when they do not live together. We will be sensitive to the needs of the young person and their family.Carers at NLCS are required to support the link between the young person and their parents or guardians, where appropriate. This may involve:

Regular contact with the young person's parents or guardians.Spending time with the family either in their home area or at Woodend if they come to visit the young person.Undertaking specific supervision duties during an access visit (detailed in care plan).Facilitating the rebuilding of family relationships.

Parents / Guardians are encouraged to maintain good levels of contact as is congruent with Placement plans and LAC CLA arrangements and agreements. We can also support this by providing paid accommodation within the locality, the young people can stay with their parent/guardian but this would have to be suitably risk assessed including social worker permission and appropriate to the child’s safety, we can also offer supervised contact during these visits.

Children’s ParticipationYoung people are involved in many aspects of the care provision at Woodend. Monthly residents meetings are undertaken formally and informally with young people these are in groups or 1:1 with children and young people. Children can also use the comments, ideas and box or email the manager in confidence. Children’s and young people contribute to the weekly menus and shopping. The young people have requested that we should meet as a staff and young person’s group informally to discuss issues of the day and celebrate things that have gone well at School or in the home. This is also done more formally if there are significant issues to address. Young people’s views are taken into account and recorded in the monthly provider checks and regulation 34 reports. Young people are involved in making decisions about how their rooms are furnished and decorated.

Woodend carries out an induction with all young person’s to ensure they are aware of all internal security and safety procedures as well as knowing the homes routines and boundaries. All young people receive a young person’s handbook prior to their admission which explains who they can contact externally if they have any concerns; it also includes the complaints procedure. All Parents/Guardians are given a Handbook that includes information regarding Woodend’s routines as well as information on the education facility offered at Kirby Moor School. The handbook also includes Woodend’s Complaints Procedure, Child Protection Procedure and other relevant information.We are fully committed to tackling all forms of unlawful or unfair discrimination including those on the grounds of age, asylum or refugee status, caring responsibilities, class, colour, disability (including physical, sensory impairment, metal health problems or learning disability), ethnic or national origin, gender reassignment, HIV status, language, marital status, nationality, part time working, race, religion, sex, sexuality or trade union membership.

Discrimination is unacceptable and we believe it happens when someone is treated in a less favourable manner than someone else in the same situation. A


child / young person or member of staff may suffer discrimination for a number of reasons. It may be rooted in:

RaceSex / genderDisabilitySexual orientationReligious beliefsBullying / victimisation

At Woodend Children’s Home we do not accept discrimination on any ground. We acknowledge that discrimination can be direct, indirect, intentional, unintentional or institutional. Whatever type and cause of discrimination is taking place, it is unlawful. Direct discrimination is where an individual or group receives less favourable treatment with some unjustifiable reason because of sex, race or disability, for example. Indirect discrimination is applying unjustifiable requirements and conditions that have a disproportionate impact on an individual or particular group. Institutional Discrimination is where there is a collective failure of an organisation such as an LEA or individual school to provide an appropriate and professional service to people because of their background or experience. It can be seen in attitudes, behaviours and procedures that amount to discrimination through unwitting prejudice, ignorance, thoughtlessness and stereotyping that disadvantages people.

We can all make a contribution towards making our equality policy a reality and making it real for individual children and young people and staff. Overcoming our own prejudices and assumptions about others is a major step towards embracing equality within our organisation. Assumptions are often based on appearances and are a part of how we, as individuals, view others. Recognising that assumptions are not necessarily an accurate assessment of a person or situation, will allow individuals to make decisions based on equality. We can then avoid costly effect assumptions may have on others. Everyone within the organisation needs to think about what we do and how we behave to achieve equality, which is not necessarily about treating everyone the same, but recognising and respecting differences and treating each other with fairness and dignity.

The equal opportunities policy is reflected through all other policies and practices. We will raise awareness and plan to make a difference in the outcomes for our children and young people. The purpose of our Equal Opportunities Policy is to improve the service we provide for the children and young people, their parents and carers and others who are associated with the organisation.

NLCS acknowledges and welcomes the opportunity to work within the spirit and the letter of The Disability Discrimination Act and endeavours to ensure that, wherever possible, disabled people should have the same opportunities as non-disabled people in their access to education.

The Disability Discrimination Act 1995 covers every aspect of education. The duties make it unlawful to discriminate, without justification, against disabled children and young people and prospective children and young people, in all aspects of school life. The principle behind this legislation is that, wherever possible, disabled people should have the same opportunities as non-disabled people in their access to education.Completed 28/3/2014, updated 16/12/15, 16/10/15, 29/04/16 By Mike Dodd Registered ManagerReview by 29/04/17 By Paul Jenkinson Director of Care

The registered manager monitors this responsibility on behalf of the proprietor. The head teacher reports regularly to the proprietor so that they can be assured that the school is fulfilling its legal obligations in relation to the Disability Discrimination Act. In our work with the children and young people, and in our employment practices equality of opportunity means:

Providing fairness and equality of opportunityRecognising that everyone is different and that these differences must be equally respectedChallenging discrimination so that we demonstrate our commitment to equality and do not exclude people or make them feel isolated.

Anti-Discrimination PolicyWoodend Children’s Home aims to consider the following:

The physical care given to children and young people i.e. skin and hair careThe food offered via the home’s menus and kitchen, and that bought on life skill shopping tripsThe range of leisure and recreational activities on offerThe manner in which we celebrate key festivals and holidaysHow information is presented to others whose first language is not EnglishType of TV and video programmes that children and young people have an opportunity to watchThe décor of individuals’ rooms and the type of posters displayed on walls.The organisation’s response to challenging behaviour from those children and young people who are black (given the gross over representation of such children and young people as excluded from schools on a national basis)The use of positive and affirming images of difference within the home and schoolThe monitoring of the ethnic makeup of both the children and young people and staff populationThe affirmation of clothing styles and fashions that reflect both the age and cultural heritage of the children and young people group

Given the increased number of children and young people who are refugees, the organisation needs to genuinely work in partnership with parents / carers. All staff should be clear about what constitutes oppressive and discriminatory behaviour or remarks, and be willing to challenge it, not only in the children and young people, but in themselves and staff groupings as well. Blatant comments or jokes about race, gender, sexual preference, disability or age will always be challenged and cannot be considered appropriate in a mixed community where many people have to live together. Any incident that is taken by another to be racist should be reported to the registered manager or Head teacher who will treat the matter urgently, sensitively and robustly.

At NLCS staff are made aware of the requirements to treat all people equally regardless of race and to ensure that all policies treat everyone fairly. Everyone has the right to be treated fairly and staff are encouraged to ensure that all policies and practices adhere to this principle. Staff who feel that this is not the case are asked to draw the failing to the attention of the registered manager or head teacher or the senior management team. Staff also have the right and would be encouraged to discuss any unequal treatment with a member of the quality improvement team or a member of the board of directors.Completed 28/3/2014, updated 16/12/15, 16/10/15, 29/04/16 By Mike Dodd Registered ManagerReview by 29/04/17 By Paul Jenkinson Director of Care

Woodend House recognises and proactively supports the rights of children. The homes policies inform the induction process for all young people and underpin their individual placement plans to ensure their rights are respected. The organisation provides all young people with a handbook that contains all relevant information in an age appropriate, understandable way that the young person can access at anytime they choose.

The home ensures positive communication between the local authority and young person is facilitated and the young person is able to contact their local authority when required.The local authority are given the opportunity to contribute to the young person’s care plan during regular reviews and when being updated by key workers.

Young people are appointed individual key workers from within the staff care team at Woodend House. Those staff members are responsible for overseeing the young person’s care plan, providing regular opportunities to gain the views, thoughts and feelings of the young person. Views in relation to how they are being cared for, what support they feel they need and what they want to achieve or work towards in the future. This role also represents them to the wider organisation or local authority when required.

All young people have access to an advocate/advocacy service. Where a local authority have appointed an advocacy service for their young people the details are made available to the young people and are also displayed clearly in the home. If an advocacy service hasn't been appointed but the local authority the home provides contact details of other advocacy services for the young people to use. These details are also clearly displayed within the home.

The organisation employs a medical professional (RGN) whom the young people have access to. The medical professional also advises the care team on health matters and issues regarding the young person. Young people are supported in being healthy and feeling well cared for by the care team and by local health and advice services.

All young people have access to education through Kirby Moor School. If they are past statutory school age then they access further education via local educational establishments including colleges or work based programs.

The home supports and facilitates contact between the young people and their families wherever possible and appropriate to do so. The home identifies individual contact needs and ensures the correct supervision, travel and financial arrangements are made. The home also conducts risk assessments to ensure the safety and well-being of all involved.

The AccommodationWoodend is a large detached house set in its own grounds in the rural village of Heads Nook Near Carlisle. The home has been fitted to accommodate the needs of up to 5 young people. All bedrooms at Woodend are ensuite and include a combined toilet and shower room with separate hand basin. Rooms are comfortably furnished and have TV/ DVD players. Children and young people have their own rooms, these are respected private spaces. Rooms are not shared. Woodend Children’s Home provides high quality well-appointed Completed 28/3/2014, updated 16/12/15, 16/10/15, 29/04/16 By Mike Dodd Registered ManagerReview by 29/04/17 By Paul Jenkinson Director of Care

accommodation for the young people. All young people views regarding the decoration of their own rooms and living spaces are requested and are also included in the constant aim of looking at the young person interest to improve areas of the home.

5 x Single occupancy bedrooms with ensuite and study facilities, desk etcground floor disabled toilet facilities Disabled access to the home.Staffing Ratio of 4 staff per team to 5 young persons, minimum 2 young people to 1 staff,Quality living spaces – dining room, computer /games room and lounge.Communal Kitchen and Utility Room External games roomOutside recreational areas

A description of the location of the children’s home.Woodend is a large detached house set in a secluded village location 10 minutes’ drive from Carlisle, and 10 minutes from our Kirkby Moor School in Brampton. The location has good transport links to the M6 and M74, and A69. There are regular busses in and out of Carlisle. Woodend is close enough to Carlisle for planned access to all the facilities and opportunities, and is within ½ an hour’s drive of the Lake District National Park.

Child ProtectionWoodend takes bullying and any other form of discriminatory issues very seriously indeed and have internal procedures and policy guidance. All staff who are employed at Woodend receive training in Safeguarding of Children and Young People; we also have a nominated appropriately qualified Child Protection Officer as well clear guidelines and policies from the Cumbria Local Safeguarding Team. The policies are annually regularly updated [or when LSCB updates are published] and are detailed in the Policies and procedures. Woodend strives be a safe place where all residents can develop in safety and experience living within a respectful culture. NLCS will also strive to be a safe place for staff to work which fosters a culture of mutual respect within which all staff are free from bullying or harassment at work. Our principles are:

All individuals are to be valued and treated with respect.Staff and young people have a right to live in a stable and safe environment where, without intimidation or harassment, they are able to fully develop their talents, interests and ambitions.Bullying and harassment will not be tolerated.Children have the right to be cared for in a safe environment in which care, courtesy and respect for the rights of others are encouraged.Carers have a right to expect that they will be able to work in a respectful and co-operative environment.

Bullying is an act of aggression causing embarrassment, pain or discomfort to another It can take a number of forms: physical, verbal, gesture, extortion and exclusion. It is an abuse of power. It can be planned and organized or it may be unintentional. Individuals or groups may be involved.When bullying is reported by a child or young person the first step is to establish a clear picture of the situation, and how the child would prefer to handle it. Contact a line manager and make an appointment to discuss strategies. Present


the information as objectively as possible. Take the issue to the staff team to develop united strategies. Involve the child in understanding supports and strategies you develop.The bullying of staff can manifest from the young people, staff or the organisation. Bullying in the work place will not be tolerated and is totally unacceptable within the context of therapeutic childcare. Any instances of staff engaging in bullying or harassment will be dealt with promptly and robustly as this goes against the ethos of mutual respect that underpins NLCS's philosophy of respect and dignity between workers.Staff experiencing or witnessing bullying of any sort must report it to their line Manager or Service Manager as soon as possible. Strategies will be developed at either Team level, House Manager level or Service Manager level whatever is appropriate to ensure that a culture of bullying does not succeed.Where a child is bullying staff – strategies will be developed to support and protect the staff member at team, House Manager or Service Manager level. Strategies for tackling all bullying: Promotion of positive behaviour through praise reward and recognition. Rules and boundaries reinforced and clarified. Increase supervision and/or supervision levels. Explore environmental issues and make changes where necessary. E.g. move bedrooms make alternative arrangements for activities etc. Promotion of practice guidelines and behaviour management policies. Actively monitor the care / work environment. Change the dynamic:- Reorganize the team / transfer personnel. Invoke disciplinary / capability measures. Provision of Professional Development for staff. Consider group work, solution focused strategies for the bully and victim, relational approaches and cognitive behavioural strategies.Absent and Missing PersonsIf a young person takes unauthorised absence from the home staff will search the buildings and grounds thoroughly, if unsuccessful a search of the locality will be conducted, if this is also unsuccessful the Absent or Missing persons procedures will begin, we work with our local police partners and the CCC Triage Missing persons Co Coordinator to ensure the police have a full risk assessment including description and photograph of each individual in our care. At regular intervals the Community Police Officer is invited to visit Woodend to break down pre-conceived boundaries. Absent and Missing persons procedures are detailed in the policies and procedures and are reviewed annually or as and when the is an LSCB update. Our policies have been shared with our local police partners,

When the young person is then returned to Woodend, the experience could have been very traumatic. The young person may have enjoyed running away, but equally might have been frightened and concerned about being lost or disorientated. The young person may have gone away because they were upset, angry, frightened, or sad. When the young person returns, it is important that all staff are available to support the young person where appropriate. Following the Absent and missing persons procedure the young person will be de-briefed allowing his views to be acknowledged. They will be offered contact with and independent listener and or their social worker. The individual behaviour plan will give guidance on how the child/young person is likely to react and feel in such a situation.

Admission CriteriaCompleted 28/3/2014, updated 16/12/15, 16/10/15, 29/04/16 By Mike Dodd Registered ManagerReview by 29/04/17 By Paul Jenkinson Director of Care

Young people must meet the basic criteria of the home as set out in section 1. Young persons may have had previously involvement with the YOT team. Details of any previous involvement will have been checked and deliberated to ensure that they are suitable for Woodend. They will have to be low risk regarding their previous behaviour before they will qualify to be admitted to Woodend.

Woodend will not accept:A) Emergency admissions. All referrals take into account the suitability with the current residents who views are taken into account in the decision making.B) Young people who may cause serious or detrimental effect to the local community and other young person’s at Wooded e.g.:- The young person will have never been involved in:-

Taking a vehicle without consent (TWOC)

The young person’s may have some YOT involvement, however they will be subject to individual assessment in conjunction with the services Head of Care and the Placing authority and the responsible YJB.

All referrals for placements will be made either via an initial telephone conversation or a written application. From this initial enquiry a referral meeting will be held to discuss the needs of the young person and the appropriateness of NLCS Woodend as a placement. If it is felt that a service could be designed to meet the needs of the young person a planning meeting is organised. The purpose of this meeting is to exchange information in order to allow NLCS and the Placing authority to assess placement suitability and our ability to meet the presenting needs of the young person. A pre-placement assessment is written. If the home is satisfied it can appropriately meets the needs of the young person placement transitions will be planned.If the home feels the placement is inappropriate and cannot meet the young person’s needs this will be detailed in writing to the placement team/ officer. Anxiety surrounding a possible move can be reduced by a pre-placement visit. The more realistic the young person's perceptions of NLCS Woodend are the more likely the outcome of a successful placement. Although good practice a pre placement visit is not always possible or practical.

The importance of how the young person perceives their placement at Woodend prior to and during admission cannot be over stated. Many of the anxieties a young person has about moving to a new placement can be alleviated by our sensitivity and understanding. Each young person will react differently to a move and good communication and pre planning will help reduce some of the stress for the young person and their family.

Complaints ProcedureThe comment and complaints process is designed specifically for use at NLCS. It complies with legislative requirements and is a tool for developing the service we offer to young people, their families and placing authorities. It also links with our child protection responsibilities by alerting staff and managers to areas of discontent. It also has a confidential reporting mechanism directly to either senior Managers or to External Agencies.

Young people have the right to make a complaint about any aspect of their care and be supported to do this or complain confidentially. Young people and Completed 28/3/2014, updated 16/12/15, 16/10/15, 29/04/16 By Mike Dodd Registered ManagerReview by 29/04/17 By Paul Jenkinson Director of Care

families are made aware of the complaints procedure as part of their induction to Woodend and NLCS. Young people may access forms either through staff or in private through an available supply kept accessible within the house (laundry room at Woodend). Staff members are also made aware of the procedure during their induction training and further within child protection training.

Ideally, each young person will feel confident enough to raise issues with their key worker or to care staff and feel empowered enough to negotiate a resolution with their care givers. If this is not the case, then a child can comment or complain in confidence using a form which can be forwarded directly to the House Manager or in some circumstances directly to the Head of Care or Registered Provider. They have information on how to email the registered manager directly if they wish to communicate in confidence.

Any complaints made by a child or parent will be forwarded in any case to the Registered Provider for monitoring purposes. We aim to resolve complaints within 14 day of receipt.

Within the Woodend Child and Young person’s handbook there is an explanation about how to make a comment or a complaint, along with a form. Included in this information are telephone numbers for Child line OFSTED and other support agencies. (See staff guidelines for procedure.) The full complaints procedure is in the NLCS policies and procedures; this is reviewed annually or updated to reflect LSCB updates. Complaints against staff are managed as per the up to date LSCB policies. NLCS complaints procedures are available by download from the company’s website. (see schedule 1 no.7)

Children’s Behaviour

Woodend staff aim to assist the young people to become socially acceptable in their behaviour, by the encouragement and reward of positive behaviour and constructive staff responses to inappropriate behaviour. Specific individual Behaviour Management Plans BMP’s are in place for the young people and is reviewed regularly with parents/carers and the placing authorities to ensure positive progression and development.

NLCS recognises that the young people who we look after will have often have experienced troubled childhoods and distress or trauma. This can lead to difficult and challenging behaviour as they process daily life. An essential element in their growth and development is the need for security and stability, within this they need clear limits set on their behaviour by their carers so that they can experience the sense of security and also develop their own self-control mechanisms.

We believe that the relationship the young person has with us is vital in allowing the young person to feel secure and develop. This relationship is based on inclusion, mutual respect, honesty and actions that are in the best interests of the young person. The development of clear expectations and boundaries for both workers and young people is seen as essential. Individual agreements on sanctions and rewards are written and contracted with children and young people, these are reviewed as they grow and develop. This creates more opportunity for consistency and therefore fewer misunderstandings of expectations. By developing these boundaries in an inclusive way, it is more Completed 28/3/2014, updated 16/12/15, 16/10/15, 29/04/16 By Mike Dodd Registered ManagerReview by 29/04/17 By Paul Jenkinson Director of Care

likely that the young person will take ownership of them and therefore be more likely to work within them.

All staff are trained in ‘Team Teach’ a nationally recognised training program for behaviour management which promotes de- escalation techniques to ensure uniformity in their commitment to the control and discipline of young people. Staff are trained in Team teach as soon as is practically possible upon joining NLCS. All staff receive annual refreshers and this is monitored by the Training Coordinator. NLCS has internal qualified Team Teach instructors who provide formal training, refreshers and can support teams with individual Team Teach advice and practice review. Team-Teach training is fully accredited by the British Institute of Learning Disabilities and is affiliated to The General Services Association. All participants on courses receive very explicit information and advice concerning the dangers that can occur regarding restraint and positional asphyxia. All TT techniques have undergone (2006 & 2009) a thorough legal, medical and tactical review carried out by three independent medical and legal experts as required by the BILD accreditation system. The basic Team Teach Framework directs that planned physical intervention strategies should be: 1: agreed in advance by a multidisciplinary or school team working in consultation with the child or service user, his or her carers or advocates and, in the case of a child, those with parental responsibility 2: described in writing and incorporated into other documentation which sets out a broader strategy for addressing the service user's behavioural difficulties. 3: implemented under the supervision of an identified member of staff who has undertaken appropriate training provided by an organisation accredited by BILD.

Government departments are aware of Team-Teach training, having been actively consulted concerning recent guidance on the use of reasonable force and helping service settings select positive handling strategies. Inspection bodies and the Health & Safety Executive have also commented favourably in their reports on the positive impact that the Team Teach training framework has had when adopted by leadership, management and a whole setting holistic approach.

Woodend has used a specialised company for guidance with security; we have five CCTV cameras located around the external areas of the home. Woodend Children’s home has a waking watch system with a waking night watch and x1 sleep in staff member. Young people’s bedroom doors are fitted with an electronic sounding device which automatically alerts the waking watch to movement from the rooms. The waking watch can call on the sleep in care staff for additional support if required. When waking watch are on leave or absent Woodend can employ x2 residential care staff on sleep in duties. The homes Behaviour Management policies are available on the company’s website. (see sch. 1 no. 7)

Contact Details


Anthony Middleton – Registered Provider/Responsible personNorth Lakes Children’s ServicesWarwick Mill Business VillageWarwick BridgeCarlisleCumbriaCA4 8RRTel: 01228 564 430

Mike Dodd – Registered ManagerWoodend Children’s HomeHeads NookCumbriaCA8 9AETel: 01228 560629

Education

All who are placed in Woodend may be educated in our DfES registered Kirby Moor School or through local colleges, schools if appropriate. Kirby Moor School (part of the NLCS group) is a specialist provision for young people with social, emotional and behavioral difficulties. The school offers high quality education for up to 30 students aged 10 to 16. The school is co-educational, non-denominational and we provide a broad, balanced and stimulating curriculum. Kirkby Moor School recognises that the National Curriculum is the most appropriate route to follow with young people below 14 years of age; however we are also only too aware that many of the young boys come with learning gaps. This means that they can often fail to engage fully in the learning opportunities. We therefore deliver the National Curriculum but very much tailored towards the individual learners needs. We concentrate on weak areas, often literacy and numeracy, and timetable more of these sessions to enable ‘catch up’ to occur.

At 14 we are able to offer a range of academic and vocational routes with the aid of Connexions/ Inspira who we work closely with. Our aim is to offer a range of GCSE’s, lower foundation certificates, and vocational and work based qualifications. We have incorporated Asdan and Seal in our curriculum to help our young learners learn about different areas of everyday life. By adopting this ideology the young people leaving Kirby Moor School have much greater opportunities for gaining work or indeed moving on to further education.

Within the home environment at Woodend all youngsters will be encouraged with their homework and as all staff have knowledge of each young person’s Individual Learning Plan and Educational Targets which is recorded within their Placement Plans, all staff will take an active interest in their educational day. The ethos of Kirby Moor School is to provide a safe, secure, happy community which balances the principles of inclusive learning and the maintenance of clearly understood parameters.

Woodend Children’s Home works closely with Kirby Moor School and local education and training partners to provide education and training opportunities for children and young people post 16 (year 11). We believe that by working effectively in partnership we are able to co create bespoke training packages for the residents of Woodend. We believe that early and effective identification of further education, with planned transitions to community training providers is the key for young people making the ‘step up’ to further education. The home has established good relationships with the local Connexions/ Inspira office and we have a named Careers Counsellor who supports or service. Residents access Completed 28/3/2014, updated 16/12/15, 16/10/15, 29/04/16 By Mike Dodd Registered ManagerReview by 29/04/17 By Paul Jenkinson Director of Care

local further education providers such as Carlisle College, the Appleby Heritage Training Centre and Nacro training centre, and local Employability Projects.

Health

All our young people at Woodend have access to our Service Nurse who will ensure that each child will have a written monthly Health Action Plan which will be crossed referenced into their Placement Plans. Each referral to Woodend will be assessed by the Nurse to ensure that we are able to meet their individual needs. The Service Nurse Ydell Howson is a Registered general nurse (1989) NMC pin 86B0938E, Diploma L4 Therapeutic Counselling, AQA (2013), Ydell is supervised by the Head of Care PaulJenkinson and meets once a term with Sue Scott Designated LA nurse Cumbria.

The Service Nurse visits the homes monthly, overseeing both medication management in the home and young peoples Health Action Plans. Health Action Plans are kept up to date by the child’s key worker and signed off in consultation with the Nurse. HAP’s include...

Dental Health NeedsOpticiansPhysical Health NeedsMental Health and WellbeingDiet and ExerciseSubstance Misuse

The Service Nurse completes young people’s LAC Health Assessments on behalf of placing authorities.

Therapeutic TechniquesWe support our young people by making extensive services available from a variety of therapeutic areas. We utilise a number of associate skilled professionals to provide tailor-made therapeutic packages to meet the individual needs of the young person. (SEE ANNEX B ref Jayne Forster NLCS Therapeutic Lead)Therapeutic packages can include:• Psychotherapy• Speech and language therapy• Play therapy• Art and music therapy• Child clinical psychology• Confidential counsellors• Dieticians• Independent listeners

We will work closely with Placing Authorities, Health authorities (CAMHs) to ensure that when offered the intervention is consistent with the child’s placement plan. All external therapists if contracted by NLCS will have professional body accreditation. Safe recruitment checks will also be undertaken. Woodend works closely with the local CAMHS and the PAC therapeutic Service in Carlisle 14 Lowther St, Carlisle, CA3 8DA. Information at the time of writing about PAC staff


Jason Johnstone: Diploma, Level 4. “Therapeutic Counselling” - AQA (2013). Dip. RSA / OCR Level 4.LDSS “Learning Development and Support Services working with children, young people and those who care for them” – CETAD (2007). Internal Supervisor Mark Barrett, External Supervisor Jeanette Caron.

Angela Thompson: Counselling Level II 2010, Diploma, Level 4. “Therapeutic Counselling”. Internal Supervisor Mark Barrett, External Supervisor Jeanette Carson.

Gillian Brown: BAAT-British Association of Art Therapists since 2003. Membership Number. -010001. Health Professions Council (HPC) since 12/12/04 –Membership Number -22121. Internal Supervision Mark Barrett, External Supervision Imelda Hatton-Yeo.

The home works closely with therapists and receives regular reports and updates on the progress of the support being offered to young people, how the young people engage with the process and the future developments that can be made. Through key worker sessions the young people’s views are also monitored and gained ensuring they feel supported in the process. We will work closely with Placing Authorities, Health authorities (CAMHs) to ensure that when offered the intervention is consistent with the child’s placement plan. All external therapists if contracted by NLCS will have professional body accreditation. Safe recruitment checks will also be undertaken.

Staffing Matters

The Registered Provider who has been working at all levels in residential care since 1996 and has many years of experience working directly with young people with social and emotional and behavioural difficulties and has been Registered Provider for Kirby Moor Children’s Home for over two years, he has NVQ Level 4 in Caring for Children and Young People plus various Management Qualifications in ensuring safe guarding for the organisation.

The Registered Manager has worked in residential care since 1996 and has significant experience working with children and young people with emotional and behavioural difficulties in residential social care. Mike has been the Registered manager at Woodend since April 2011. Mike has worked at all levels from Team Member to Services Manager, holding registered managers positions since 2003 in England with CSCI then Ofsted and with the Care Commission Scotland. Mike has been the registered manager for both Crisis Intervention and Long term Care provisions; he has also managed a Supported Living Project for young people at risk of and homeless for a national charity. Mike holds the NVQ L4 Working with Children and Families award and the NVQ L4 Registered managers Award. As managers of the Crisis Intervention Services Mike was also the holder and Manager of an Adventurous Activities Licensing Authority Licence.

Woodend Children’s Home has up to 8 full time residential care staff, and a regular team of Bank support workers employed and contracted to North Lakes Children’s Services. The homes staff are arranged into two residential care teams working alternative shift patterns. Each team has an equally balanced mix of male and female staff. The care team members have completed the CWDC induction program, and the team members have, or are working to NVQ3 Completed 28/3/2014, updated 16/12/15, 16/10/15, 29/04/16 By Mike Dodd Registered ManagerReview by 29/04/17 By Paul Jenkinson Director of Care

working with Children and young people, new staff are working towards the National Diploma.

Registered Manger, Mike Dodd holds NVQ Level 4 Health and Social Care Children and young people and the NVQ 4 Manager in Residential Social Care. Mike has been working in residential Care since 1996, he has worked at all levels. Mike has been a Registered Manager since 2002 (Care Commission, CSCI, and The Care Commission Scotland), he also has 1 year experience of Managing a Supported Accommodation project for 16’s- 25’s.

Team Leader Jeanette Wilson (Deputy Manager). Jeanette holds NVQ3 in Working with Children and Families; she has been a residential care worker since 2007 and has been a team Leader since 2010.

Team Leader Sandra Seggie holds City And Guilds Level 3 Diploma For Children And Young Peoples Workforce Diploma 3, she is an experienced senior care worker and Team leader and has worked in the sector since June 2011

Simon Matthews-Experienced Care Officer, started on 07.04.14 and is on the Dip 3 course. Sarah Hext, Care Officer, new to sector started in January 2016, Extensive career to date as LSA in early years. Matthew Gower- Holds Dip 3 Care officer . He started on 01.12.12. Nick Gordon- Care Officer new to sector and started on 27.10.14 he is on Dip 3 course. Rohan Little, Care Officer, has been working in the residential child care sector since 2012. Holds Dip 3. Pippa Johnson- Care officer, new to sector, started on 12/04/16Mike Crozier- Waking Watch officer, has been at Woodend since 20/06/2011, Holds Diploma 3. Kieran O’ Doherty- Waking Watch Officer - registered on Dip 3 Working with Children and young people, has been working in Residential care and as an LSA in Kirby Moor School since 2012

In the Registered Managers absence Jeanette Wilson will support the home and as act Deputy Manager. Jeanette has 8years experience working with children and young people in residential care at NLCS predominantly at Woodend. She has been a Team Leader since 2010. Jeanette holds NVQ 3 in Health and Social Care Children and Young People.Education is provided by Kirby Moor School, and independent Ofsted registered school. Staff fulfils the schools policies and procedures. Woodend has a staffing ratio of 2 young people to 1staff which will often be exceeded. The Care Staff teams are split into two teams of 4 staff. Each team includes a Team Leader with supervisory responsibilities. The staff team is a mixed team with male and female workers on each duty team. The care teams undertake alternating duties in a rolling shift pattern that maximises the support to children and young people around the schools timetable and the school holiday calendar.Team Leaders are supervised by the Registered Manager. Care staff and waking watch are supervised by the Team leaders and senior care staff. Supervisions are conducted monthly and are underpinned by a 'supervision contract'. Supervisors have received specific training in supervision skills and practices. Staff receive a probationary period appraisal before confirmation, then annual appraisal thereafter.


The home is managed by the Registered Manager, who has a normal working pattern of Monday to Friday 8.30- 5pm. The Manager responds to after hour’s emergencies or provides support as required. The Registered Manager undertakes a rolling pattern of Out of Hours Support to All NLCS services with other members of the senior management team. The Registered manager is supported by the Service Deputy Head of Care Marie Friel who acts in the manager’s absence. The Registered Manager is supervised and supported by the NLCS Head of Care.

Ancillary support is provided by the School Nurse who oversees the health care and health plans of all residents. The nurse visits the children and young people regularly, manages and audits the administration and storage of medication records. The Nurse is the first point of contact for staff questions on healthcare in the service. The School Nurse is supervised by the Head of Care.

We have a clear staffing policy that states that any staff looking to be employed by ourselves will go through relevant checks and interview, these are enhanced CRB, two professional references, their previous employers listed checked, Fit to work interview from their Doctors as well as them providing evidence of their qualifications, this is completed before any staff can begin work for North Lakes Children’s Services.

NLCS has a manager who has been given the additional role of Health and Safety Coordinator. This manager is responsible for the implementation and audit of all NLCS Health and safety guidelines including Woodend.All staff employed at Woodend will undergo a rigorous training programme which will include initial induction then, First Aid, Safeguarding of Young People, Fire Protection, Food Hygiene, Health & Safety in the Workplace and Team Teach.

We have a comprehensive induction programme and continuous supervision and staff development to ensure our staff offer the highest standard of care. Training ensures that all in house procedures and statutory requirements are fully met allowing on-going specific routines within the establishment to continue in order to ensure the well-being and safety of both staff and young person’s at Woodend. All staff will receive specific training to suit the individual children’s needs; these staff will either have NVQ Level 3 Children and Young People or be working towards this qualification as per national guidelines. The staff team is a mixed team with male and female workers on each duty team.

Annex A

Pathway Advisor and Mentor - Services provided by Jason Ferris.The key objectives of the role are to achieve positive outcomes for young people who have been in North Lakes Children’s Services Care and require support in their preparation to make a successful transition to independence and adult life. You will help them to identify their personal strengths, achievements and ambitions, to audit their life and independence skills and identify areas for development. You will provide practical and social support on issues such as further education, career objectives, benefits advice and living arrangements.The objectives of the post are in line with the requirements of

The Children Act 1989The Children (Leaving Care) Act 2000


The Children Act 2004The Children & Young Persons Act 2008The Housing Act 1996The Housing Act 2004

Anticipated Outcomes of PostTo provide a high standard of support to young people of 14-18, living in and leaving care to improve their life chances, safety, accommodation needs, education and employment, finances and independence skills. To improve safeguarding arrangements, assessments, preparation and planning for care leavers.SKILLS & ABILITIES required in this role:

Ability to engage and motivate young people to participate in planning and making full use of services and ability to adopt a pro-active approach in supporting them to achieve their goals.Ability to develop and implement plans to meet the needs of young people.Ability to effectively communicate with young people, parents, carers ,colleagues and other professionals.Ability to maintain up-to-date electronic records and to write comprehensive, accurate and professional reports.Ability to manage your own caseload and progress your work using own initiative.

As a Pathway worker you’d work with individuals and other professionals to help them regain their self-esteem, well-being and independence by: Key Duties and accountabilities of the post

Responsible for safeguarding and promoting the welfare of children and young people at all times.To ensure that young people are placed at the heart of the Service, are treated courteously and fairly and consulted on all aspects of their service provision.To assess the needs of young people in order that they achieve higher levels of independent living skills.To assist young people in a range of practical, personal, social and financial help to enable independence and help young people to become contributing individual in their community.To respond appropriately in crisis situations which may necessitate re-scheduling of planned work and may require immediate decision taking and creativity.Accompanying young people to various appointments if the home manager feels such support is necessary.Liaising with and developing partnerships with other agencies and services in order to provide a full range of choices and options for young people.Carrying out the full responsibilities of the post with due regard to the services Diversity and Equal Opportunities Policies and ensuring the needs of young people from different racial, cultural and religious communities are identified and met.To undertake 1:1 and group work with young people aimed at practical support and preparation for leaving care.Encouraging young people to increase their educational attainments to give greater chances of employment and achievement.


To ensure that all records of work, paper and electronic are up to date and comply with legal and departmental requirements and are of a high standard, containing proper recommendations and analysis.To develop robust support packages for vulnerable young people including the provision of safeguards to prevent young people from falling between services. To assist young people to develop the skills to advocate and negotiate for their needs with wider services and agencies. Ensuring they’re fully involved in developing their support plans to meet their aspirations and needsTo give advice on tenancy issues and other housing related matters, welfare benefits, financial and budgeting mattersTo Develop close links with the local community and home area to help them build social confidence and to create greater understanding support agenciesTo be able to signpost to other support agencies as appropriate to support the young person full assessed needs.

How will this be monitored and supported By North Lakes Children’s Services:In conjunction with the Home Manager and Director of Care, to monitor and evaluate the service/ support work and where appropriate make suggestions for modification and new approaches via supervision Monthly supervision sessions by Line Manager or Professionals meeting.Annex B

Therapeutic Lead and Therapeutic Services At north lakes Children’s ServicesServices are provided by Jayne ForsterMission statementResearch has shown that the trauma and associated attachment problems that most children who are looked after have been subjected to significantly impacts on their brain functioning, their physiological responses and ability to relate to others. Without appropriate support and therapeutic intervention the impact of this early childhood trauma manifests in behavioural problems and mental health problems. Children and young people struggle to regulate their emotions and develop poor coping strategies such as drugs, alcohol or self-harm, they struggle with interpersonal interactions, often creating circumstances where they are rejected and let down, they have low self- esteem and little self-worth.I want to support NLCS in providing staff with the knowledge and expertise they require to support young people with mental health and attachment issues and provide them with the skills and interventions required to deal with the associated challenging behaviour in a way that promotes growth and change. I want to help children and young people to recover from the trauma they may have experienced in early years. I want NLCS homes to provide every child with a bespoke care package to meet their needs, in a safe and nurturing environment, where everyone feels supported and experiences unconditional positive regard to enable their full potential to emerge and be recognised.FrameworkThere are several key issues that have been identified as problematic among children who have experienced early maltreatment and/or disruptions in care. These problems often make the process of providing care very challenging for Completed 28/3/2014, updated 16/12/15, 16/10/15, 29/04/16 By Mike Dodd Registered ManagerReview by 29/04/17 By Paul Jenkinson Director of Care

caregivers. The framework I want to introduce will provide staff with the understanding and support they need, whilst giving the children and young people the interventions and conditions they require to activate positive change, process past trauma and reach their full potential.The first intervention component helps caregivers to re-interpret children's behavioural signals so that they provide nurturance even when it is not elicited. Nurturance does not come naturally to many caregivers, but children who have experienced early adversity especially need nurturing care. I want staff to gain a better understanding of attachment and its associated behaviour so they can help assess and provide a positive response to support the young people they care for. I want to help staff identify the barriers to the development of positive attachment and work with staff to remove these within an appropriate developmental time span.Secondly, many children who have experienced early adversity are dysregulated emotionally and biologically. The second intervention component helps caregivers provide a responsive, predictable environment that enhances young children's behavioural and regulatory capabilities. This strategy will support care givers in providing co-regulation skills so that eventually children can self- regulate their feelings and behaviours.The third intervention component helps caregivers decrease behaviours that could be overwhelming or frightening to the children in out care. This looks at reflective practise and the care givers own experiences and motivations. It also looks at learning from crisis and implementing change to meet the child’s needs.

Delivery of the mission statement

Each child is an individual, with individual needs, ideas, feelings and experiences and must be treated as such. Listening to, acknowledging and acting upon the voice of the child and their wishes is key to building a therapeutic relationship and trust. Working alongside the child at their pace is paramount to “getting things right” for them. The child is at the centre of all the services I provide.Attachment based support for NLCS staff to include:

Trauma and Attachment training- to support staff to understand how the affects of trauma and attachment significantly impacts on their brain functioning, their physiological responses and ability to relate to others. Psychotherapeutic counselling- one to one sessions for up to 4 young people per week and subsequent support the the staff team working with the young person.Therapeutic assessment of individual children and young people- assessment of the therapeutic needs of young people within our care. Provide staff support and training to meet these needs and look at how that is translated into daily life and interactions. Plan and review of support- plans and interventions to best meet the therapeutic needs of the children and young people in our care, formulated with the child and staff. Intervention strategies and co-regulation- support staff to identify best practise and new approaches to working with the children in their care to best meet individuals needs.


Post crisis de-brief- support to staff and young people following an incident to ensure the child understands what happened and to provide learning for staff. Support with the recording and paperwork to provide a clear and accountable system for growth.Therapeutic supervision- one to one supervision for staff for best practise. Or for those who are feeling burnt out, overwhelmed or stuck. To support reflective practise and look at ways forward.In classroom support- observations, feedback and strategies to support staff dealing with challenging behaviour in the educational setting, to reduce the need for physical interventions and best meet the needs of children.Support for managers- availability to support mangers with any problems they may be having with a child in their homes or their staff teamAssessment and written reports- to support any clinical or therapeutic assessment external to NLCS, for example if a diagnostic assessment is required. (Please note I am not able to diagnosis any child or young person, this needs to be carried out by a clinical psychologist or psychiatrist).Staff team job satisfaction- increased understanding of their role, responsibilities and approach to care to support job satisfaction and achievement.Admissions support- support in making decisions about new children coming to NLCS and how we might be able to meet their therapeutic needs.Multidisciplinary (in house)- joined up work between myself, Ydell and Jason to provide wrap around care and support staff.Multiagency- ability to liaise and coordinate with external agencies to ensure all the needs of the young people are being met.Safeguarding and child protection expertise- support and information to staff and mangers to keep children safe and well cared for.Therapeutic lead- link person alongside NLCS school nurse for external referrals for therapy or other interventions relating to mental health. Diagnostic support- in junctions with NLCS nurse I will provide support to the staff team who are working with a child who has a diagnosed mental health condition and work alongside mental health professionals to provide the right conditions for growth within the child’s care.Strategic support- information and knowledge to support NLCS therapeutic approach to their care.In house Training- able to deliver supervision, engage and de-escalate, self harm training. Ability to assess staff needs and tailor design a piece of bespoke training to meet their needs.

Qualifications

B.Sc. Psychology 2:1Diploma in Therapeutic Integrated Counselling- level 4Professional supervision- M.Sc. module- passChild and Adolescent Mental Health and attachment- M.Sc. module- passAttachment therapy training6 months attachment based training for caregiver- facilitated by Renne MarksD32 and D33 assessors award- used for assessing NVQ’s and ASDANSafeguarding level 3Therapeutic Crisis intervention trainer- Cornell UniversityAutism awarenessOperations management- NVQ level5.(GCSE- 9 all grades A to B


A-level- Maths, Biology and Sociology)

Experience

13 years experience as chief executive and manager of PAC- a charity and limited company that provides one to one therapy to young people aged 11 to 25 years old. The young people we work with have mental health, emotional and interpersonal problems. Experience of outcome and evidence based practice, monitoring and recording. Experience of providing one to one therapy sessions to young people who are looked after. Extensive experience of transforming organisations undergoing staffing issues. Extensive supervision experience and knowledge to provide clinical supervision therapist and project workers. Experience of assessment and tailoring bespoke programmes to meet individual needs. Extensive child protection and safeguarding experience and knowledge. Experience delivering therapeutic sessions to young people who are hard to engage and who display challenging behaviour. 10 years experience of delivering training and supporting Cumbria county council children’s homes with therapeutic crisis interventions, de-escalation techniques and physical interventions; Training lead to certification with Cornel University. Extensive knowledge and experience of budget management, employment law, funding, and all aspects of running a small business.


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