Children's home run by Blue Mountain Homes Ltd

Inspection report for children’s home: 1259419 1 Registered provider: Blue Mountain Homes Limited Full inspection Inspected under the social care common inspection framework

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Information about this children’s home

This home is operated by a private provider. It provides care for one child who may experience social and emotional difficulties.

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Information about this children’s home

The manager registered with Ofsted in July 2025.

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Information about this children’s home

At the time of the inspection one child was living at the home but moved out as part of a planned move during the first day of inspection.

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Overall experiences and progress of

children and young people, taking into account

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good

How well children and young people are helped and protected good

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good

The effectiveness of leaders and managers good

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good

The children’s home provides effective services that meet the requirements for good.

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good

Overall judgement at last inspection: good

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good

Enforcement action since last inspection: none Inspection report for children’s home: 1259419 2

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Inspection date Inspection type Inspection judgement

17/03/2025 Full Good 14/11/2023 Full Outstanding 18/01/2023 Full Outstanding 15/12/2021 Full Good Inspection report for children’s home: 1259419 3

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Overall experiences and progress of children and young people: good

The manager and staff team have experienced a challenging year due to the complexity of the children they have cared for. Despite significant damage to the property caused by some children, repairs and maintenance have been completed promptly. This ensures that children continue to live in a well-maintained, homely environment that supports their sense of belonging. Where risk reduction measures have been implemented, such as the removal of glassware and ceramics, they have remained under review.

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Overall experiences and progress of children and young people: good

While the complexity of children’s needs has meant that they have not accessed formal education, the manager has ensured that learning has remained a priority. Staff have received specific training to deliver informal education where appropriate. The manager also sourced a voluntary work placement for a child based on their expression of interest, but unfortunately, they chose not to attend.

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Overall experiences and progress of children and young people: good

Staff are proactive in engaging children in meaningful activities. For one child, this has led to them visiting new places and enjoying positive daily interactions with staff. For another, more reluctant child, consistent support and boundaries from the staff team have resulted in improvement in their daily routines and sleep patterns.

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Overall experiences and progress of children and young people: good

Planned endings for children moving out of the home are managed with sensitivity. The manager advocates strongly for children, extending placements where necessary to secure the most appropriate next steps. There is clear evidence of robust communication when it is decided a child can no longer live in the home. Consequently, children are supported both practically and emotionally when moving to their new homes.

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

A child has been subject to a Deprivation of Liberty Order, which has been well understood and implemented by the staff team. The manager ensured this was used permissively, ensuring the child experienced the least restrictive care possible. For example, allowing a child social time in the local area has successfully supported them to practice self-regulation and has prevented situations escalating into serious incidents.

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

Staff show significant resilience and compassion when managing high levels of physical and verbal aggression. Despite experiencing injuries, staff maintain a therapeutic perspective, viewing challenging behaviour as a form of communication rather than a personal attack. While the police have been called to support during some incidents, the manager is clear that this is for safety and not to criminalise children. This helps to maintain positive relationships during periods of crisis.

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

When children have been missing from home, staff take prompt action to support their safe return. Staff show a good understanding of individual risks and tailor their response to each child’s specific vulnerabilities. However, records do not always clearly distinguish Inspection report for children’s home: 1259419 4 between children being ‘missing’ or ‘absent without permission’. This inconsistent recording limits the managers ability to monitor patterns and trends effectively.

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

Staff are skilled in managing complex behaviours. Although there has been a high number of physical interventions, these are managed with a focus on children’s safety and dignity. Interventions are proportionate, involving the lowest level of hold for the shortest time possible. The managers oversight of these incidents ensures that this level of intervention is only used as a last resort.

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

Allegations made against staff are managed promptly, with procedures effectively followed. Investigations are thorough, with appropriate action taken to safeguard children while processes are ongoing. Senior leaders have demonstrated a measured response during periods when a high proportion of the staff team have been subject to allegations at the same time. With input from the Local Authority Designated Officer, senior leaders have ensured these matters have been handled professionally, without compromising the stability of the home.

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The effectiveness of leaders and managers: good

The registered manager is committed to providing high quality care for children with complex behaviours. Despite significant challenges, his consistent presence and the support of the staff team ensure that children receive stable care. The manager is receptive to constructive feedback and demonstrates a strong commitment to continuous professional improvement.

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The effectiveness of leaders and managers: good

Staff report feeling well-supported by the manager. Feedback from new employees reflects a positive and collaborative working environment. A thorough induction process ensures that new staff are well-prepared, which maintains the overall quality of care provided to children.

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The effectiveness of leaders and managers: good

For one child, staffing levels have not always been consistent with the child’s care plans. A 3:1 staffing ratio, identified as a necessary support measure due to the frequency of physical assaults, was not always met by the senior leadership team. While this did not have a direct negative impact on the child’s experiences, it resulted in staffing levels that did not match the requirements set out in the child’s care planning documentation.

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The effectiveness of leaders and managers: good

Staff receive regular, effective monthly supervision that provides oversight of their professional development and well-being. Team meetings focus more on general updates about children and more operational discussions. However, reflection on practice is not yet fully embedded, particularly when a child’s placement ends. This lack of formal review limits opportunity for the team to process emotional impact and identify learning that could inform future practice.

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The effectiveness of leaders and managers: good

External professionals provide unanimously positive feedback. Effective communication between the manager and stakeholders is a key strength, particularly during periods of crisis. The quality of these working relationships is evidenced by a placing authorities Inspection report for children’s home: 1259419 5 wish to seek further placements here reflecting their confidence in the manager and the staff team. Inspection report for children’s home: 1259419 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 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 the home has sufficient staff to provide care for each child;

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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)(d)(h))

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Requirement Due date

This specifically relates to ensuring that sufficient staffing is in place to reflect the ratio specified for children within their risk assessment and care planning documentation. This also relates to the registered person improving the monitoring and review systems, including the regulation 45 report, to support continuous improvements in the quality of care provided. 11 April 2026

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Recommendations

 The registered person should ensure that the staff team is provided with an opportunity to reflect on the conclusion of a child’s placement before a new child is admitted. This reflection should focus on identifying learning points, evaluating the effectiveness of the care provided, and ensuring the team is emotionally and operationally prepared to meet the needs of the incoming child. (‘Guide to the Children’s Homes Regulations, including the quality standards’, page 55, paragraph 10.24)  The registered person should ensure that the records of children who are absent from the home clearly distinguish between an unauthorised absence and missing incident. Accurate recording is essential to allow the manager to effectively monitor patterns of Inspection report for children’s home: 1259419 7 concern. This evaluation should inform the review of the quality of care. (‘Guide to the Children’s Homes Regulations, including the quality standards’, page 46, paragraph

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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: 1259419 8

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Children’s home details

Registered provider: Blue Mountain Homes Limited

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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

Kayleigh Spinks, Social Care Inspector Inspection report for children’s home: 1259419 9 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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