Children's Home run by Oasis Manor Care Limited in Croydon

Inspection report for children's home: 2839670 1 Registered provider: Oasis Manor Care Limited Full inspection Inspected under the social care common inspection framework

p.1

Information about this children's home

The privately run home provides care for up to 2 children with social and emotional and/or behavioural difficulties.

p.1

Information about this children's home

At the time of the first inspection, one child was living in the home. At the time of the return visit to the home, staff had supported the child to move on in line with their wishes and feelings. As a result, there were no children living in the home.

p.1

Information about this children's home

This is the first inspection since the home was registered with Ofsted on 27 October 2025.

p.1

Information about this children's home

The inspection started on 21 April 2026. Another inspector returned on 19 May 2026 to gather additional evidence in line with Ofsted inspections and visits: deferring, pausing, and gathering additional evidence policy.

p.1

Overall experiences and progress of

children and young people, taking into account

p.1

good

How well children and young people are helped and protected good

p.1

good

The effectiveness of leaders and managers requires improvement to be good

p.1

good

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

p.1

good

Date of last inspection: not previously inspected

p.1

good

Overall judgement at last inspection: not applicable

p.1

good

Enforcement action since last inspection: not applicable Inspection report for children's home: 2839670 2

p.1

Summary of findings

The home has been judged good overall. Children make steady progress in a nurturing environment with staff who know them well. Staff support children's confidence, independence, and wellbeing, while ensuring their views are heard and valued.

p.2

Summary of findings

Staff understand children's risks and generally support their safety and emotional wellbeing. However, some gaps in experience and understanding of the provider's therapeutic model mean support is not always effective.

p.2

Summary of findings

Changes in leadership have led to instability and inconsistent approaches. Leaders have identified areas for improvement and are taking steps to strengthen recruitment, staff development, and practice, but these are not yet fully embedded.

p.2

Overall experiences and progress of children and young people: good

Staff support children to make progress in a nurturing home. Progress is monitored quarterly by staff and leaders to evaluate and improve outcomes for children. Staff follow children's plans to meet their individual needs and use varied communication methods to meet children's needs. Staff work together with professionals. They contribute to plans and strategies to help keep children safe and well.

p.2

Overall experiences and progress of children and young people: good

Children enjoy activities in the home and in the community with staff, such as card games, going ice skating, visiting parks, and going for drives out with staff. This supports children's confidence and autonomy about the choices they make.

p.2

Overall experiences and progress of children and young people: good

Staff encourage children to participate in their education regularly. When staff are unable to engage children in education, they consider creative ways to include education in daily activities. Staff and leaders liaise with professionals to promote educational goals, such as ways to include educational activities and targets in short-term and long-term plans.

p.2

Overall experiences and progress of children and young people: good

Children's health needs are addressed regularly. Staff promote healthy lifestyles, such as healthy food choices, keeping active and the importance of healthy relationships. Staff advocate for children's health needs by liaising with professionals in meetings. Staff consider and apply a range of strategies to support children to attend health appointments. This supports children to develop self-awareness in managing their own care and wellbeing.

p.2

Overall experiences and progress of children and young people: good

Children know how to make a complaint about things they may be unhappy with. This helps children to feel valued. Staff ensure that children are consulted about changes in the home. Children's views are obtained and considered. Inspection report for children's home: 2839670 3 Staff create a calm and encouraging environment for children. This helps children to settle and build trusting relationships with staff. For example, managers implement restorative and mediation work. This helps restore relationships between children and staff when any difficulties occur. Discussions and direct work with children support the development of relationships over time.

p.2

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

Staff have good awareness of missing-from-home protocols. Records are clear and updated regularly with management oversight. When children go missing from the home, staff work very hard to keep in contact with them. This supports children to return home safely. When staff lack knowledge of the provider's missing-from-home protocols, leaders facilitate additional support to ensure consistency in responses and effective multi-agency working with the police and social workers.

p.3

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

Leaders seek advice appropriately and adhere to guidance when consulting with external agencies about complaints and allegations.

p.3

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

Staff and leaders attend meetings about the safety and wellbeing of children. Staff professionally challenge others and discuss various arrangements to help keep children safe.

p.3

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

Leaders consider new children coming to live in the home. They create a training programme to match children's known risks and vulnerabilities. Staff value this training. It helps them to reflect on and develop their practice, and they generally apply the learning they take from this effectively. Staff understand each child's individual risks and, in most situations, use this knowledge to anticipate and respond to factors that may impact on their behaviour and emotional wellbeing. This helps to inform care planning and can reduce occasions where children may feel distressed.

p.3

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

However, on one occasion, staff did not respond promptly when a child was experiencing significant distress. The situation escalated, and leaders were required to provide additional support to keep the child safe and help them to manage their emotions. This highlights gaps in staff's experience and skills in supporting children during periods of distress and in helping children to feel reassured and emotionally settled.

p.3

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

In addition, not all staff have a clear understanding of the provider's therapeutic model of care, and this is not applied consistently in practice. This limits the ability of staff to fully understand the reasons behind children's behaviours, including their individual histories and experiences, and to respond in a way that provides appropriate guidance, reassurance and continued positive relationship-building.

p.3

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

Since the home was registered, the registered manager has resigned. A new manager was appointed. However, they have also since resigned. There has also been a change in Inspection report for children's home: 2839670 4 the responsible individual since the home's registration. The relevant information has been submitted, and the individual is awaiting a suitability interview. These changes in leadership have contributed to instability for staff and children.

p.3

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

At the time of the first inspection, the manager had applied to register with Ofsted. However, they were not available to support the inspection. At the second visit, the manager had withdrawn their application and resigned from the role. As a result, the manager post is currently vacant.

p.4

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

In the absence of a home manager, the responsible individual provides day-to-day management oversight while active recruitment for a new manager is underway. They demonstrate proactive multi-agency working and advocate strongly for children. This has supported a degree of stability for children. Feedback from professionals involved in the children's network has been positive in this respect.

p.4

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

Leaders, including the previous home manager and the current responsible individual, know the children well. They maintain good oversight of children's progress, next steps, and plans.

p.4

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

Leadership approaches have not always been aligned with the provider's ethos and policies in relation to maintaining a positive and supportive staff culture. This resulted in inconsistent messages and approaches for staff, leading to a lack of clarity regarding roles and responsibilities. Although these issues occurred for a limited period, they had a negative impact for children. Inconsistent leadership approaches contributed to variability in the care provided to children, particularly in how their behaviours and emotional wellbeing were supported.

p.4

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

The safer recruitment process includes appropriate safeguarding checks, and the provider follows up staff references at an early stage. However, these checks have not always been sufficiently rigorous. The provider has been reflective in its approach to safer recruitment and has identified areas where processes can be strengthened. At the second visit, the provider informed the inspector that appropriate steps were being taken to review internal policies and procedures, including additional considerations when employing staff from the same previous employers.

p.4

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

A new staff team is now in place, and early indications are that this aligns with the provider's ethos and values. The team adopts a child ‑ centred approach and demonstrates a developing sense of collective responsibility for providing stability to children living at the home.

p.4

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

Staff receive regular supervision and report feeling supported in their roles. However, the quality of supervision records does not consistently demonstrate reflective discussions about their practice or the needs of children.

p.4

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

A workforce development plan is in place. However, it does not clearly set out timescales for staff induction or the completion of core training. This limits leaders' ability to Inspection report for children's home: 2839670 5 monitor staff development effectively and ensure that staff are suitably skilled to meet children's needs.

p.4

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

The responsible individual and the director have reflected on the shortfalls identified and the impact of previous staff dynamics. They have developed a clear and comprehensive plan to strengthen recruitment, induction processes, and trauma-informed practice. Some staff-related policies have been reviewed and updated to promote clearer professional boundaries. Inspection report for children's home: 2839670 6

p.5

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.

p.6

Requirement Due date

The positive relationships standard is that children are helped to develop, and to benefit from, relationships based on—

p.6

Requirement Due date

an understanding about acceptable behaviour; and

p.6

Requirement Due date

positive responses to other children and adults.

p.6

Requirement Due date

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

p.6

Requirement Due date

understand how children's previous experiences and present emotions can be communicated through behaviour and have the competence and skills to interpret these and develop positive relationships with children. (Regulation11 (1)(a)(b)(c)(2)(a)(ix))

p.6

Requirement Due date

In particular, the registered person must ensure that staff are trained on and understand the approach to the model of care as set out in the statement of purpose. 1 August 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

p.6

Requirement Due date

In particular, the standard in paragraph (1) requires the registered person to— 1 August 2026 Inspection report for children's home: 2839670 7 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;

p.6

Requirement Due date

ensure that staff work as a team where appropriate;

p.7

Requirement Due date

ensure that staff have the experience, qualifications, and skills to meet the needs of each child; (Regulation 13 (1)(a)(b) (2)(b)(c))

p.7

Requirement Due date

In particular, the registered person must ensure that staff have the experience and skills needed to support and meet the needs of children and that leadership messages are sufficiently clear to avoid undermining stability for children or causing confusion in staff approaches.

p.7

Requirement Due date

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

p.7

Requirement Due date

there is no registered manager in respect of the home. (Regulation 27 (1)(a)) 1 August 2026

p.7

Recommendations

 The registered person should ensure that staff receive supervision that allows them to reflect on their practice and the needs of the children assigned to their care. ('Guide to the Children's Homes Regulations, including the quality standards,' page 61, paragraph 13.2)  The registered person should ensure that a workforce development plan is in place that complies with the quality standards and includes timescales for staff to achieve induction, probation, and any core training. ('Guide to the Children's Homes Regulations, including the quality standards', page 52, paragraph 10.8)

p.7

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: 2839670 8

p.7

Children's home details

Registered provider: Oasis Manor Care Limited

p.8

Children's home details

Registered provider address: 85 Great Portland Street, London W1W 7LT

p.8

Inspectors

Andrea Ulett, Social Care Inspector Claudia Poienar, Social Care Inspector Inspection report for children's home: 2839670 9 regulates and inspects to 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.

p.8

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.

p.9

Inspectors

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.9

Inspectors

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

p.9

Inspectors

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

p.9