Children's Home run by Blue Mountain Homes Ltd in Staffordshire

Inspection report for children’s home: 2815815 1 Registered provider: Blue Mountain Homes Ltd Full inspection Inspected under the social care common inspection framework

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Information about this children’s home

This home registered with Ofsted in January 2025 and is privately owned. It provides care for up to two children who experience social and emotional difficulties due to past trauma.

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Information about this children’s home

At the time of the inspection, two children were living at the home.

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Information about this children’s home

The manager registered with Ofsted in January 2025. He has recently completed a relevant level 5 qualification for residential childcare.

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Overall experiences and progress of

children and young people, taking into account

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requires improvement to be good

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

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requires improvement to be good

The effectiveness of leaders and managers requires improvement to be good

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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.

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requires improvement to be good

Date of last inspection: not previously inspected

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requires improvement to be good

Overall judgement at last inspection: not applicable

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requires improvement to be good

Enforcement action since last inspection: not applicable Inspection report for children’s home: 2815815 2

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improvement to be good

The inspector observed both children who were living in the home at the time of the inspection and spoke with one of them.

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improvement to be good

Since the home registered, three children have moved in. The first child to live in the home went missing on the day they arrived. The child was located but did not go back to live at the home because they wanted to live near to family. The staff supported the child in a different location until they made new arrangements. While this incident highlighted weaknesses in initial planning, managers reflected on the event and implemented changes to improve the admission process.

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improvement to be good

Two children currently live at the home. The children’s progress is mixed. Both children initially settled and formed positive relationships with staff. Relationships between children were also positive. Poor and unsafe staff practice has affected both children. One child has overcome these issues and made good progress in all areas with help from staff and others who are close to them. Staff are rebuilding relationships with one child, but progress is slow.

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improvement to be good

One child said they like living at the home. They said that staff have helped them find their identity by supporting their choice of clothes and taste in music. The child was positive about a trip to London with staff when they visited the shop of their favourite music artist. The child said staff have helped them feel physically and emotionally safe.

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improvement to be good

Staff have missed opportunities to support children emotionally during times of change. For example, one child was not helped to process the sudden departure of a staff member or the comments made by another staff member. No meaningful conversations took place to help the child reflect on their experience or to provide reassurance. This may have affected the child’s emotional security and sense of stability.

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improvement to be good

Managers and staff have been slow to respond to concerns about one child’s daily routines, particularly regarding sleep. This has limited opportunities for exercise and social interaction. Staff have not yet implemented a consistent plan to address these concerns.

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improvement to be good

One child is making good progress in their learning. Staff have provided support to this child as they began the school term at a different school. The child was visibly excited on their return from school because they had made new friends. Managers have worked with the virtual school to secure online education and a mentor for the other child who is waiting for a school place that meets their needs. However, further work is required to establish a consistent education routine for this child. Inspection report for children’s home: 2815815 3 Children benefit from staff who are committed to supporting them so they can safely maintain meaningful relationships with people they are close to. Staff are innovative in their approach, organising activities such as go-karting and afternoon tea to help children build positive memories with their loved ones. These efforts are valued by loved ones, who speak highly of the care and commitment shown by staff.

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improvement to be good

The home is clean and well furnished and maintained. There are photos of children around the home to remind them of positive times. Children’s bedrooms reflect their personalities and interests. However, one child has not received appropriate guidance or encouragement to maintain a clean and tidy bedroom, and there is insufficient storage for their personal items. This lack of support compromises the child’s sense of pride and ownership in their environment and does not promote the development of essential life skills.

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improvement to be good

The use of a door alarm system exposes children to unnecessary monitoring. This detracts from the homely environment and does not promote a sense of comfort and homeliness.

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improvement to be good

There are few incidents, and one child who previously experienced frequent episodes of frustration and anger has shown significant improvement. When restraint is used, it is necessary and proportionate. However, managers cannot evaluate staff practice effectively because staff and children are not offered the opportunity to speak with a person who is independent of the incident. Additionally, records lack important information, such as the names of staff carrying out a restraint. This limits the opportunity for reflection and learning.

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improvement to be good

On the rare occasion when children go missing or attempt to go missing, staff respond promptly and effectively. When children leave the home, they follow them and, where possible, talk with them and try to persuade them to return home. When necessary, they work closely with external agencies to ensure children’s safe return.

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improvement to be good

Staff take steps to keep children safe online. Monitoring systems are placed on children’s online devices, and staff carry out regular checks. However, despite the internet being an area of high risk for children, staff do not have regular discussions with them about online safety. This does not help children to develop the knowledge and skills they need to independently keep themselves safe online.

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improvement to be good

When children have a risk of substance misuse, staff are vigilant, and they follow detailed risk assessments to keep children safe. Staff then work proactively with external professionals to address the issue and support the child’s recovery. One child who came to the home with a risk of substance misuse no longer faces this risk due to this proactive approach. Inspection report for children’s home: 2815815 4 When children raise complaints or safeguarding concerns arise, managers act swiftly and appropriately. They cooperate with relevant agencies and carry out thorough internal investigations. This ensures that risks are identified and managed effectively.

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improvement to be good

Processes for the safe recruitment of staff are in place. However, managers do not consistently demonstrate professional curiosity when reviewing all aspects of recruitment information. They do not sufficiently explore or challenge when information raises concerns. This lack of curiosity undermines the robustness of safeguarding procedures and compromises children’s safety and welfare.

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

The manager is committed and is well regarded by staff. He is supported by a deputy who is newly appointed and a strategic area manager who is a regular visitor to the home. The manager acknowledges that the period without a deputy affected his capacity to carry out some areas of his management responsibilities.

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

There has been a recent period when the poor practice of some staff has directly affected children’s experiences. Other staff were aware but did not raise this with managers. Leaders and managers have not used team meetings or individual supervision to reflect effectively on lessons learned or to drive improvements in practice. Specifically, they have not used this opportunity to reflect with staff on their duties under whistle- blowing procedures. This is a failure to promote an open and honest culture with the staff team.

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

The feedback provided by children’s social workers is mixed. Social workers say that managers consistently maintain good communication, which supports multi-agency working. One child’s social worker reported significant progress in all areas, describing their child as ‘incredible’ and having ‘come on leaps and bounds’. However, another social worker expressed concerns about how their child’s engagement has been affected by some incidents of poor and unsafe staff practice. While they recognise that staff are making efforts to engage the child, they feel a more proactive approach and creative strategies are needed to encourage the child to rebuild trusting relationships and participate more fully in the home’s routines.

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

New staff receive a structured induction, which includes face-to-face and online training and working supervised shifts. However, supervision has not always been regular or reflective. This is because during a period without a deputy manager, the registered manager felt overwhelmed and lacked sufficient support. A deputy manager is now in post, and progress is being made to ensure that all staff receive regular supervision. Staff say they feel supported by the manager. One staff member said, ‘He has always had an open-door policy and has been very approachable.’ Another staff member said, ‘I have not met another manager so child focused, understanding and caring as he is.’

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

A consistent team of staff work with the manager to ensure that children receive consistent care. Agency or cover staff are rarely used, and any shortfalls are covered by core staff or cover staff from a sister home who know the children well. As a result, Inspection report for children’s home: 2815815 5 children receive care from adults who know them well and understand their individual needs and preferences.

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

All staff members have received mandatory training, including safeguarding and behaviour management. However, a significant number of staff have not received training in the therapeutic approaches described in the home’s statement of purpose. Additionally, staff have not received training to meet children’s particular needs and manage their high-risk behaviours. This includes training in attention deficit hyperactivity disorder and online safety. This limits staff’s ability to meet children’s complex emotional needs and provide consistent individualised support.

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

Monitoring by leaders and managers lacks sufficient challenge. Records of conversations with children do not always contain sufficient detail, and follow-up actions and discussions for staff to have with children are not always identified. This weakens the ability to evaluate and improve practice.

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

The home’s statement of purpose does not contain all required information. In particular, details about therapeutic support and the qualifications of therapists are not made available. Full details of staff’s experience are also missing. This reduces transparency and limits external scrutiny of the home’s provision. Inspection report for children’s home: 2815815 6

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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, The Children’s Homes (England) Regulations 2015 and the ‘Guide to the Children’s Homes Regulations, including the quality standards’. The registered person(s) must comply within the given timescales.

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Requirement Due date

The quality and purpose of care standard is that children receive care from staff who—

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Requirement Due date

understand the children’s home’s overall aims and the outcomes it seeks to achieve for children;

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Requirement Due date

use this understanding to deliver care that meets children’s needs and supports them to fulfil their potential.

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Requirement Due date

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

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Requirement Due date

understand and apply the home’s statement of purpose;

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Requirement Due date

help each child to understand and manage the impact of any experience of abuse or neglect. (Regulation 6 (1)(a)(b) (2)(a)(b)(v))

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Requirement Due date

This specifically relates to managers ensuring that staff understand and apply the principles of trauma-informed care. 2 November 2025

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Requirement Due date

The education standard is that children make measurable progress towards achieving their educational potential and are helped to do so.

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Requirement Due date

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

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Requirement Due date

promote opportunities for each child to learn informally;

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Requirement Due date

help a child who is excluded from school, or who is of compulsory school age but not attending school, to access educational and training support throughout the period of 2 November 2025 Inspection report for children’s home: 2815815 7 exclusion or non-attendance and to return to school as soon as possible. (Regulation 8 (1) (2)(a)(v)(viii))

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Requirement Due date

This specifically relates to managers ensuring that children who are not attending school are encouraged to have a regular routine where they access educational opportunities in the home and that staff create opportunities for the child to learn.

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Requirement Due date

The health and well-being standard is that—

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Requirement Due date

the health and well-being needs of children are met;

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Requirement Due date

children receive advice, services and support in relation to their health and well-being; and

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Requirement Due date

children are helped to lead healthy lifestyles.

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Requirement Due date

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

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Requirement Due date

take part in activities, and attend any appointments, for the purpose of meeting the child’s health and well-being needs; and

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Requirement Due date

understand and develop skills to promote the child’s well-being. (Regulation 10 (1)(a)(b)(c) (2)(a)(iii)(iv))

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Requirement Due date

This specifically relates to managers ensuring that staff support children to develop good sleep routines and are encouraged to participate in regular exercise. 2 November 2025

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Requirement Due date

The protection of children standard is that children are protected from harm and enabled to keep themselves safe.

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Requirement Due date

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

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Requirement Due date

help each child to understand how to keep safe;

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Requirement Due date

have the skills to identify and act upon signs that a child is at risk of harm. (Regulation 12 (1) (2)(a)(i)(ii)(iii)) 2 November 2025 Inspection report for children’s home: 2815815 8 This specifically relates to managers ensuring that staff educate children about online risks and that managers ensure that staff are aware of their responsibilities regarding whistle-blowing.

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Requirement Due date

The leadership and management standard is that the registered person enables, inspires and leads a culture in relation to the children’s home that—

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Requirement Due date

helps children aspire to fulfil their potential; and

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Requirement Due date

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

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Requirement Due date

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

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Requirement Due date

feedback on the experiences of children, including complaints received

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Requirement Due date

use monitoring and review systems to make continuous improvements in the quality of care provided in the home. (Regulation 13 (1)(a)(b) (2)(c)(g)(ii)(h))

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Requirement Due date

This specifically relates to managers ensuring that staff are trained to meet children’s needs. Managers must assess the lessons learned from complaints and reflect on these with staff, and they must monitor records of discussions with children effectively. 2 November 2025

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Requirement Due date

within 24 hours of the use of a measure of control, discipline or restraint in relation to a child in the home, a record is made which includes—

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Requirement Due date

the name of the person who used the measure (“the user”), and of any other person present when the measure was used;

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Requirement Due date

within 48 hours of the use of the measure, the registered person, or a person who is authorised by the registered person to do so (“the authorised person”)—

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Requirement Due date

has spoken to the user about the measure; and

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Requirement Due date

has signed the record to confirm it is accurate; and 2 November 2025 Inspection report for children’s home: 2815815 9 within 5 days of the use of the measure, the registered person or the authorised person adds to the record confirmation that they have spoken to the child about the measure. (Regulation 35 (3)(a)(vi)(b)(i)(ii)(c))

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Requirement Due date

This specifically relates to managers ensuring that, following an incident of restraint, children and staff are spoken with by a manager who was not involved in the restraint and that records include details of who performed the restraint and the method they used.

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Requirement Due date

The registered person may only use devices for the monitoring or surveillance of children if—

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Requirement Due date

the monitoring or surveillance is no more intrusive than necessary, having regard to the child’s need for privacy. (Regulation 24 (1)(d))

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Requirement Due date

This specifically relates to managers ensuring that monitoring devices are used only when necessary. Additionally, managers must ensure that door alarms are set to a noise level that is not excessive. 2 November 2025

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Recommendations

 The registered person should ensure that recruitment, supervision and performance management of staff safeguard children and minimise potential risks to them. Specifically, when recruiting staff, all concerns should be fully explored by a person who has the necessary skills, training and experience. (‘Guide to the Children’s Homes Regulations, including the quality standards’, page 61, paragraph 13.1)  The registered person should ensure that staff seek to meet children’s basic needs in the way that a good parent would, recognising that many children in residential care have experienced environments where these needs have not been consistently met. This approach is an important aspect of demonstrating that the staff care for the child and value them as an individual. Specifically, staff should support children in maintaining clean and tidy bedrooms and ensure that they have adequate storage for their personal belongings. (‘Guide to the Children’s Homes Regulations, including the

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Recommendations

quality standards’, page 15, paragraph 3.7)  The registered person should ensure that the following elements of the workforce plan are included in the statement of purpose: the staffing structure; the experience and qualifications of staff; and arrangements for supervision of staff practice. (‘Guide to the Children’s Homes Regulations, including the quality standards’, page 53, paragraph 10.8) Inspection report for children’s home: 2815815 10

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Information about this inspection

Inspectors have looked closely at the experiences and progress of children and young people, using the social care common inspection framework. This inspection was carried out under the Care Standards Act 2000 to assess the effectiveness of the service, how it meets the core functions of the service as set out in legislation, and to consider how well it complies with The Children’s Homes (England) Regulations 2015 and the ‘Guide to the Children’s Homes Regulations, including the quality standards’. Inspection report for children’s home: 2815815 11

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Children’s home details

Registered provider: Blue Mountain Homes Ltd

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Children’s home details

Registered provider address: 21 Mallard Way, Pride Park, Derby DE24 8GX

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Children’s home details

Responsible individual: Pradeep Manaktala

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Inspector

Karen Gillingwater, Social Care Inspector Inspection report for children’s home: 2815815 12 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

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Inspector

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Inspector

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