Children's Home run by Lantern Care Homes Ltd in Derbyshire

Inspection report for children’s home: 2838080 1 Registered provider: Lantern Care Homes Ltd

p.1

Inspected under the social care common inspection framework

p.1

Information about this children’s home

This home is owned by a private provider and cares for up to 2 children who may experience social and emotional difficulties.

p.1

Information about this children’s home

The registered manager position has been vacant since November 2025.

p.1

Information about this children’s home

At the time of the inspection, one child was living at the home. The child spoke briefly with the inspectors and completed some written feedback.

p.1

Overall experiences and progress of

children and young people, taking into account

p.1

requires improvement to be good

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

p.1

requires improvement to be good

The effectiveness of leaders and managers requires improvement to be good

p.1

requires improvement to be good

The children’s home is not yet delivering good help and care for children and young people. However, there are no serious or widespread failures that result in their welfare not being safeguarded or promoted.

p.1

requires improvement to be good

Date of last inspection: 20 January 2026

p.1

requires improvement to be good

Overall judgement at last inspection: requires improvement to be good

p.1

requires improvement to be good

Enforcement action since last inspection: none Inspection report for children’s home: 2838080 2

p.1

Inspection date Inspection type Inspection judgement

20/01/2026 Full Requires improvement to be good Inspection report for children’s home: 2838080 3

p.2

Summary of findings

The home is warm, welcoming and generally well maintained, however, there are significant concerns regarding safeguarding, leadership and the child’s progress. The child is not making consistent or measurable progress, particularly in education, independence and preparation for adulthood. Planning and record-keeping are underdeveloped, with limited evidence of effective support or evaluation outcomes. Safeguarding practices are inconsistent, with outdated risk management plans, weak management oversight and failures to respond effectively to concerns and incidents. Leadership instability, lack of robust monitoring systems and gaps in staff training and supervision have contributed to weaknesses in care delivery and safeguarding culture. While recent changes in the leadership and staffing teams have led to some improvements in morale, communication and practice, these improvements are not yet embedded or sustained to demonstrate that effective care and management are

p.3

improvement to be good

The home is warm and welcoming, helping the child to feel safe and secure. It is clean, tidy and well maintained, with improvements made since the last inspection, including mirrors and pictures being appropriately reinstated. Children’s individuality and creativity are displayed through artwork on the walls, contributing to a homely atmosphere and promoting a sense of belonging.

p.3

improvement to be good

The child is not making measurable or sustained progress from their starting points. Although there are recent signs of them re-engaging, opportunities to support and promote the child’s development have not been consistently identified or acted on. As a result, progress in key areas, particularly independence and education, has been limited.

p.3

improvement to be good

Planning for the child’s transition to adulthood is underdeveloped. The child is approaching adulthood with limited preparation for independent living, and there is no up-to-date independence plan that clearly identifies targets, achievements or next steps. Records do not sufficiently demonstrate how staff are helping the child to develop new skills over time or evaluate the effectiveness of support provided.

p.3

improvement to be good

The child’s financial independence and autonomy are not being regularly reviewed. Decisions relating to restrictions and access to money have remained in place for a significant period without evidence of ongoing evaluation or consideration of the child’s increasing age and development needs. This limits opportunities for the child to safely build independence skills in preparation for adulthood.

p.3

improvement to be good

The child is not currently engaging in formal education, employment or training, and the staff have been slow to evidence how learning and educational input are being promoted Inspection report for children’s home: 2838080 4 in practice. Recording in this area has only recently started and does not yet demonstrate meaningful progress or consistent educational support.

p.3

improvement to be good

There have been recent improvements in the support provided to the child, following changes in the leadership team and staffing arrangements. Before this, the child described experiencing negative interactions with a senior member of staff, which impacted their emotional wellbeing and sense of belonging. In addition, concerns regarding the nature of the relationship between the child and one staff member were not appropriately recognised, challenged or recorded by leaders and managers. When action was eventually taken in relation to the staff member, this caused distress to the child and contributed to an incident of self-harm. These shortfalls demonstrate weaknesses in professional boundaries, management oversight and the consistency of care provided to the child.

p.4

improvement to be good

The arrangements to safeguard and protect the child are not consistently effective. Although significant risks relating to self-harm and suicidal ideation are recognised, there is limited evidence that staff fully understand the child’s triggers, emotional needs or the strategies required to support them safely and effectively. Consequently, safeguarding practice lacks consistency and does not demonstrate a coordinated response to the child’s complex vulnerabilities.

p.4

improvement to be good

Risk management plans are not sufficiently robust or up to date. Plans to manage risk have missing or outdated information and do not adequately reflect known risks, including the child’s neurodiversity, self-harm behaviours and wider emotional needs. This limits the staff’s ability to respond consistently and safely to presenting risks and reduces the effectiveness of safeguarding measures in practice.

p.4

improvement to be good

Planning for the child’s future safety is weak. There is little evidence of proactive safety planning to support the child as they approach adulthood, despite ongoing concerns regarding their emotional wellbeing and ability to manage risk independently. Leaders and managers have not sufficiently considered how the wider support network could contribute to protecting and supporting the child when they transition to adulthood.

p.4

improvement to be good

Management oversight and safeguarding monitoring are ineffective. Concerns relating to staff conduct have not always been investigated robustly or managed in line with safeguarding procedures. Staff do not consistently understand when safeguarding concerns should be raised or escalated, resulting in delays and failures in reporting significant incidents. Records relating to safeguarding incidents and notifications are inconsistent, with missing information, delays or incomplete management review. Concerns regarding staff conduct have not consistently been subject to appropriate professional challenge or clear oversight by leaders and managers. These shortfalls reduce accountability and weaken the overall safeguarding culture. Inspection report for children’s home: 2838080 5 Shortfalls in staff practice and recording undermine the ability to demonstrate that children are consistently protected from harm. Opportunities to reflect on incidents,

p.4

improvement to be good

identify patterns of concern and improve safeguarding responses have been missed. Consequently, the child’s safety and wellbeing are not consistently promoted.

p.5

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

Leadership arrangements have lacked stability for a significant period, with no registered manager in post since November 2025. While interim management arrangements have recently provided greater direction and support to staff, management oversight and monitoring systems have not been effective since the last inspection. As a result, weaknesses in practice, recording and safeguarding oversight have not always been identified or addressed in a timely manner.

p.5

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

Recent management support has led to some improvements in practice and staff morale. Staff describe previous leadership arrangements as difficult and unsettled, with some staff leaving due to poor experiences of leadership and support. More recently, staff report improved communication and support from the interim manager, contributing to greater stability within the staff team.

p.5

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

Monitoring and review systems are not yet sufficiently robust. There is limited evidence of effective management oversight of records and practice, reducing leaders’ ability to evaluate the quality of care provided to children and identify areas requiring improvement. In addition, the required quality of care review was not completed, further limiting effective evaluation of practice and service delivery.

p.5

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

Leaders and managers have not ensured that all staff receive training, supervision and professional development in a timely way. Gaps in supervision and core training have not been identified quickly enough, resulting in some staff working for extended periods without the necessary training to meet the child’s needs effectively. Delays in staff being enrolled on the required level 4 course further weaken leaders’ ability to demonstrate that staff are appropriately skilled and qualified for their roles.

p.5

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

Oversight from senior leaders has not been sufficiently consistent during periods of management instability. There has been limited evidence of effective contingency planning or sustained management presence during periods when leaders have been absent. This has contributed to delays in driving improvement and maintaining effective oversight of practice.

p.5

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

Despite these shortfalls, there are signs of recent improvement. Staff demonstrate a growing understanding of the child’s individual needs and vulnerabilities, and the child identifies positive relationships with some staff members. However, improvements are not yet sufficiently embedded to demonstrate sustained and effective leadership and management. Inspection report for children’s home: 2838080 6

p.5

Statutory requirements

This section sets out the actions that the registered person 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 must comply within the given timescales.

p.6

Requirement Due date

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

p.6

Requirement Due date

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

p.6

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;

p.6

Requirement Due date

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

p.6

Requirement Due date

are familiar with, and act in accordance with, the home’s child protection policies. (Regulation 12 (1) (2)(a)(i)(v)(vii))

p.6

Requirement Due date

In particular, ensure that all risks to children are detailed in their individual risk management plans, including steps needed to reduce risk. Ensure that staff understand how and when to report concerns that may have a negative impact on the child, promptly and in line with safeguarding policies. 28 July 2026

p.6

Requirement Due date

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

p.6

Requirement Due date

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

p.6

Requirement Due date

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

p.6

Requirement Due date

ensure that staff have the experience, qualifications and skills to meet the needs of each child; 28 July 2026 Inspection report for children’s home: 2838080 7 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;

p.6

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)(f)(h))

p.7

Requirement Due date

In particular, ensure that effective monitoring and review systems identify shortfalls in practice and take timely action to address these. Ensure that staff receive appropriate training, support and oversight so they have the necessary skills and understanding to meet children’s needs.

p.7

Requirement Due date

The care planning standard is that children—

p.7

Requirement Due date

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

p.7

Requirement Due date

have a positive experience of arriving at or moving on from the home.

p.7

Requirement Due date

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

p.7

Requirement Due date

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

p.7

Requirement Due date

In particular, ensure that children are appropriately prepared for adulthood and supported to move on from the home through effective planning and the development of practical independence skills. 28 July 2026

p.7

Requirement Due date

The registered person must notify HMCI and each other relevant person without delay if—

p.7

Requirement Due date

there is an allegation of abuse against the home or a person working there. (Regulation 40 (4)(c)) 28 July 2026 Inspection report for children’s home: 2838080 8 In particular, ensure that any concerns about staff conduct towards children are reported to Ofsted without delay.

p.7

Requirement Due date

The registered provider must appoint a person to manage the children’s home if—

p.8

Requirement Due date

there is no registered manager in respect of the home. (Regulation 27 (1)(a))

p.8

Requirement Due date

In particular, ensure that a registered manager is recruited without delay. 28 July 2026

p.8

Recommendation

 The registered person should have a system in place which allows them to monitor the matters set out in regulation 45 at least once every 6 months. They should undertake a review that focuses on the quality of the care provided by the home, the experiences of children living there and the impact the care is having on outcomes and improvements for the children. (‘Guide to the Children’s Homes Regulations, including the quality standards’, page 65, paragraph 15.2)

p.8

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: 2838080 9

p.8

Children’s home details

Registered provider: Lantern Care Homes Ltd

p.9

Children’s home details

Registered provider address: C9 Glyme Court, Oxford Office Village, Langford Lane, Kidlington, Oxford OX5 1LQ

p.9

Children’s home details

Responsible individual: Victoria Hodgkins

p.9

Inspectors

Lauren Barwell, Social Care Regulatory Inspector Ruth Alexander, Social Care Regulatory Inspector Inspection report for children’s home: 2838080 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 children looked after, safeguarding and child protection.

p.9

Inspectors

If you would like a copy of this document in a different format, such as large print or Braille, please telephone 0300 123 1231, or email enquiries@ofsted.gov.uk . You may reuse this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit www.nationalarchives.gov.uk/doc/open-government-licence , write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: psi@nationalarchives.gsi.gov.uk .

p.10

Inspectors

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

p.10

Inspectors

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

p.10