Children's Home run by Agape4All Limited in Enfield

Inspection report for children’s home: 2843508 1 Registered provider: Agape4All Limited

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Full inspection Inspected under the social care common inspection framework

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Information about this children’s home

This privately run children’s home provides care for up to 3 children with learning difficulties.

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Information about this children’s home

The home registered with Ofsted in October 2025. The registered manager left the role in December 2025 but has not submitted the required notification to Ofsted. An interim manager is currently in post until a suitable permanent manager is recruited.

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Information about this children’s home

At the time of this inspection, one child was living at the home. The inspector spoke with the child.

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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 inadequate

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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 previously inspected Inspection report for children’s home: 2843508 2

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Summary of findings

Poor leadership and management underpin the shortfalls identified in this home. Weak oversight of staff training, supervision, recruitment and workforce support means leaders cannot assure themselves that practice is consistently safe or effective. Leadership instability and ineffective governance have further reduced leaders’ ability to identify weaknesses in how the home is operating for themselves or to ensure that care is delivered in line with the home’s statement of purpose.

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Summary of findings

Despite these weaknesses, staff have demonstrated commitment to building positive and trusting relationships with children during their time at the home. Children have benefited from care provided by staff, who are attentive and focused on meeting their day ‑ to ‑ day needs. Staff listen to children, provide reassurance and offer one ‑ to ‑ one support and encouragement to engage in education, activities and daily routines.

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improvement to be good

The home is not being led or managed in line with its statement of purpose, which sets out the culture the home intends to promote, the care it aims to provide for children and how staff practice should develop to support this. This document has not been kept under review or shared with the regulator following changes in key staff. As a result, children do not consistently benefit from care that is clearly guided by an agreed and current set of values, aims and expectations, which reduces clarity about the home’s approach to meeting their individual needs and supporting positive experiences over time.

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improvement to be good

Several children have lived at the home over a short period, with many moving in at short notice and staying for limited lengths of time. While some children return to live with their families, others move on quickly in ways that are not aligned with their care planning arrangements. At times, children move into the home with needs that are not consistent with those set out in the statement of purpose, and which staff do not have the skills, training or experience to meet. Although information is gathered before children move in, decisions taken by leaders have reduced children’s opportunities to experience stability and be provided with care that appropriately meets their needs.

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improvement to be good

The child currently living at the home has been there for a short period. They were welcomed warmly, which has helped them settle and develop a sense of belonging. The child is involved in discussions about their care and is helped to understand what is happening and why. Staff work with the child’s parents to promote consistent routines and boundaries as part of planning for the child to return to their care. Inspection report for children’s home: 2843508 3 The home is clean, and welcoming, which helps the child living there to feel comfortable in their living space. Improvements have been made to the outdoor area, providing the child with increased opportunities to spend time outside. However, leaders have not ensured that the child’s bedroom is consistently checked for items that could pose a risk to their safety.

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improvement to be good

Staff work with other professionals effectively to ensure that children’s needs are prioritised. Most children who have lived at the home have attended education and health appointments. Where children have experienced disruption to their education, staff have worked with education professionals to provide additional support, including supporting learning at home and encouraging engagement with school. The child currently living at the home had experienced disrupted education prior to moving in. Since living at the home, they are now attending school, and staff use encouragement and incentives to support sustained attendance.

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improvement to be good

Children are cared for by attentive and responsive staff. When children experience difficulties, staff remain calm, offer reassurance and take appropriate action to reduce risk. Staff seek to understand children’s individual needs and experiences, which has helped children to feel safe, secure and supported.

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improvement to be good

Suitable risk assessments and support plans are in place for the child currently living at the home. These documents provide up ‑ to ‑ date information about the child’s needs and vulnerabilities and set out how staff should respond to situations of concern. This enables staff to take action that prioritises the child’s safety and wellbeing.

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improvement to be good

Staff provide planned one ‑ to ‑ one time with children, including the child currently living there. These sessions focus on supporting children to develop their understanding around areas, such as education, relationships, decision ‑ making and daily living skills. This helps children to reflect on their experiences, build confidence and develop skills that support future independence.

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improvement to be good

However, safeguarding arrangements are weakened by shortcomings in leadership and governance. Leaders have not ensured effective oversight of staff training or regular, meaningful supervision, which limits professional support and leaves some staff feeling isolated in their roles. This reduces leaders’ assurance that staff are consistently well prepared to recognise, respond to and escalate safeguarding concerns for children.

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improvement to be good

The culture of the home, shaped by the responsible individual, who is also a director of the organisation, does not consistently support staff confidence, openness or stability. Several staff describe feeling unsettled following comments made by the responsible individual, which has contributed to uncertainty within the staff team. As a result, opportunities for professional challenge and open discussion are reduced. Although these weaknesses have not placed children at immediate risk of harm, they diminish the Inspection report for children’s home: 2843508 4 effectiveness of safeguarding systems and increase the risk that emerging concerns may not be identified or addressed promptly.

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improvement to be good

Safer recruitment practice is not sufficiently robust. One staff member was recruited with significantly out ‑ of ‑ date references, and no further or current references were obtained. This weakens safeguarding arrangements and does not provide sufficient assurance that staff working with children are suitably vetted.

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The effectiveness of leaders and managers: inadequate

Leadership oversight and governance arrangements are ineffective. Leaders have not ensured robust oversight of staff development or established a culture that supports effective reflection or evaluation of practice. As a result, leaders have not identified weaknesses in how the home is operating or in its ability to meet children’s needs consistently. While some children have experienced positive care, this care has relied heavily on the efforts and commitment of individual staff rather than being shaped and sustained by clear leadership, shared values and consistent expectations about practice.

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The effectiveness of leaders and managers: inadequate

Leadership and management of the home are further weakened by the absence of a permanent registered manager and ongoing instability in leadership arrangements. The registered manager left the home some months ago, and leadership responsibilities have since been shared between an interim manager and the responsible individual. The deputy manager is newly appointed, and it is too early to assess their impact on practice or improvement.

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The effectiveness of leaders and managers: inadequate

In addition, leaders failed to notify the regulator of significant changes to leadership arrangements, as required. This limits external oversight and reduces confidence in the effectiveness, transparency and reliability of governance, particularly at a time of leadership change.

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The effectiveness of leaders and managers: inadequate

Leaders have not ensured that staff receive regular supervision in line with the home’s statement of purpose. Some staff have not received supervision for several months and do not receive sufficient individual support to reflect on their practice or develop professionally. When supervision does take place, its quality and recording vary depending on who carries it out. This results in inconsistent support for staff and reduces assurance that children are benefiting from reflective and consistently informed care.

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The effectiveness of leaders and managers: inadequate

Leaders have not ensured that staff receive the training needed to fulfil their roles and responsibilities. Leaders do not routinely check the quality, relevance or provider of the training staff complete. This demonstrates weak oversight of workforce development arrangements. As a result, leaders cannot be confident that staff are consistently equipped with the appropriate knowledge and skills, which increases the risk that children may not always benefit from well ‑ informed, safe and responsive care.

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The effectiveness of leaders and managers: inadequate

The workforce development plan does not clearly set out how staff will be supported to develop professionally. It lacks a clear vision for the home and does not include Inspection report for children’s home: 2843508 5 timescales or measurable aims. This further reduces assurance that leaders are planning effectively for sustained improvement. Inspection report for children’s home: 2843508 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, 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

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

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Requirement Due date

lead and manage the home in a way that is consistent with the approach and ethos, and delivers the outcomes, set out in the home’s statement of purpose;

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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

understand the impact that the quality of care provided in the home is having on the progress and experiences of each child and use this understanding to inform the development of the quality of care provided in the home;

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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) ((2)(a)(c)(f)(h)) 15 May 2026

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Requirement Due date

The registered person must compile in relation to the children’s home a statement ("the statement of purpose") which covers the matters listed in Schedule 1.

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Requirement Due date

keep the statement of purpose under review and, where appropriate, revise it; and

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Requirement Due date

notify HMCI of any revisions and send HMCI a copy of the revised statement within 28 days of the revision. (Regulation 16 (1) (3)(a)(b)) 15 May 2026

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Requirement Due date

A person may only manage a children’s home if—

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Requirement Due date

the person is of integrity and good character; 15 May 2026 Inspection report for children’s home: 2843508 7 (Regulation 26 (1) (5)(a) (7)(b)) The registered person must ensure that all employees—

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Requirement Due date

undertake appropriate continuing professional development;

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Requirement Due date

receive practice-related supervision by a person with appropriate experience; and

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Requirement Due date

have their performance and fitness to perform their roles appraised at least once every year. (Regulation 33 (1) (4)(b)(c)) 15 May 2026

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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— that staff—

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Requirement Due date

assess whether each child is at risk of harm, taking into account information in the child’s relevant plans, and, if necessary, make arrangements to reduce the risk of any harm to the child;

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Requirement Due date

understand the roles and responsibilities in relation to protecting children that are assigned to them by the registered person;

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Requirement Due date

that the premises used for the purposes of the home are designed, furnished and maintained so as to protect each child from avoidable hazards to the child’s health;

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Requirement Due date

In particular, leaders must ensure that risks are removed from the child’s bedroom in line with their individual plan and review the culture created by the responsible individual, which may be limiting staff confidence to raise concerns effectively. 15 May 2026

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Recommendations

 The registered person should ensure that good employment practice is maintained, which safeguards children and minimises risks to them. In particular, ensuring references are requested prior to employing staff. (‘Guide to the Children’s Homes Regulations, including the quality standards’, page 61, paragraph 13.1) Inspection report for children’s home: 2843508 8  The registered person should ensure that a workforce development plan is in place that complies with the quality standards and includes the experience and qualifications of the leaders and staff team. (‘Guide to the Children’s Homes Regulations, including the quality standards’, page 52, paragraph 10.8)

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Recommendations

 The registered person should only accept placements for children where they are satisfied that the home can respond effectively to the child’s assessed needs as recorded in the child’s relevant plans. The Statement of Purpose is an important document in the process of care planning as it sets out the needs of children the home is set up and equipped to care for. (‘Guide to the Children’s Homes Regulations, including the quality standards’, page 56, paragraph 11.4)

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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: 2843508 9

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Children’s home details

Registered provider address: 8 Gloucester House, Stratfield Road, Borehamwood WD6 1NX

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Inspector

Angela Reid, social care inspector Inspection report for children’s home: 2843508 10 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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