Children's Home run by Barnardo’s in Leicestershire

Inspection report for children’s home: 2778942 1 OFSTED USE ONLY

p.1

Registered provider: Barnardo’s Full inspection Inspected under the social care common inspection framework

p.1

Information about this children’s home

This home is managed by a charity in partnership with a local authority. The provider’s statement of purpose states that staff care for up to 3 children who may experience social and emotional difficulties. The admission criteria are specific to children requiring assessment and short- to medium-term care.

p.1

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 as part of the inspection. In addition, the inspector spoke with a child who had recently moved out of the home.

p.1

Information about this children’s home

A manager has been appointed and intends to apply to register with Ofsted.

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

Overall judgement at last inspection: good

p.1

good

Enforcement action since last inspection: none Inspection report for children’s home: 2778942 2 OFSTED USE ONLY

p.1

Inspection date Inspection type Inspection judgement

11/08/2025 Full Good Inspection report for children’s home: 2778942 3 OFSTED USE ONLY

p.2

Summary of findings

This was a positive inspection, with evidence that children are making significant progress. The inspection found that the staff team works cohesively and in line with the home’s purpose of providing assessment and support for children in crisis. The work being carried out is focused and effective, and adults work transparently with children, proactively involving them in decisions about their care.

p.3

Summary of findings

The home has been without a registered manager for over a year, which has affected the inspection judgement in relation to leadership and management. However, throughout this period, the provider has maintained robust oversight and support. Staff have continued to feel well supported.

p.3

Overall experiences and progress of children and young people: good

Several children have lived at the home since the last inspection. Staff continue to provide support for children who require an assessment of their needs and risks before decisions can be made regarding more permanent placements. Children receive care that goes beyond the requirements of assessment alone. This is achieved through the commitment of a team of staff who have a shared understanding of their roles in children’s journeys.

p.3

Overall experiences and progress of children and young people: good

Children’s care is planned around their individual needs. Staff do not adopt a ‘one-size- fits-all’ approach when determining how to support each child. The personalised nature of children’s care is a significant strength of the home. Children are involved in the process from the point they move in. Staff are open and honest with children about the purpose of their stay in the home. Children respond positively to this approach; however, some have expressed concerns about the lack of specific timescales being put in place. There remains scope for children’s time at the home to be concluded when children are ready.

p.3

Overall experiences and progress of children and young people: good

Children experience well-planned transitions to and from the home. This is an emerging strength of the team’s practice. Transitions are individualised and child led. The pace is determined by each child’s needs, while also taking account of any changes needed to team dynamics and training as plans develop. When children move to sister homes in the service, key staff can transfer with them to support them to settle into new surroundings. When children move outside the service, staff work cohesively with the relevant teams to share knowledge and assessment outcomes, helping to ensure continuity of care where possible.

p.3

Overall experiences and progress of children and young people: good

Relational work with children is highly effective. Children feel heard and are responding to an honest, transparent and caring approach from the staff team. Children’s care planning is shared with them, and they feel part of the progress they make. They see their views reflected in records and discussions. This reassures them that what they say Inspection report for children’s home: 2778942 4 OFSTED USE ONLY

p.3

Overall experiences and progress of children and young people: good

and contribute is valued. They are supported to understand the reasons they are in care, and they know the next steps because information-sharing is key to that process. Additionally, this means children are more invested in the meaningful conversations they have with staff about their lives and the future.

p.4

Overall experiences and progress of children and young people: good

Work relating to children’s relationships with their families and the people who are important to them is one of the central strengths of practice in the team. There is a positive approach to building relationships with family members where safe to do so. Staff understand the importance of this to children’s stability in the future and the need for positive and safe networks. Children having positive friendships is equally prioritised. Careful placement matching has created opportunities for positive peer relationships to develop. Staff have also gone above and beyond to support children’s friendships outside the home. For example, a child’s close friend was invited to join them on a holiday.

p.4

Overall experiences and progress of children and young people: good

Children are busy because staff are engaging and want them to have positive experiences and make positive memories. Staff understand the key role they have in demonstrating to children that trusting relationships can be formed with people who care for them. Staff reinforce this by having high aspirations for children. Children’s mental health and wellbeing improve during their time at this home.

p.4

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

Staff are focused on reducing risk for children, and this is a key strength of the team. Staff approach risk with children in an open, honest and proportionate way. The team does not adopt a risk-averse approach. Children respond well to this because staff seek to explore risks and develop children’s decision-making, rather than opting for restrictive measures. There is a focus on understanding the reasons why children may be drawn to risk-taking behaviours, and staff work with children to address these issues. Some children living in the home have experienced a significant reduction in risk within a short length of time.

p.4

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

There is an individualised and child-centred approach to supporting children who misuse substances. The underlying reasons why children are involved in substance misuse are carefully considered before plans are agreed to support them. Staff prioritise building trusting relationships with children before addressing ways to reduce substance misuse. This helps children feel safe to discuss the reasons for, and history of, their substance misuse and how it is used as a coping strategy. As a result, children are less inclined to hide and distance themselves from staff caring for them. The approach is dynamic and focuses on children’s experiences rather than the criminal aspect of the behaviour.

p.4

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

The support provided to children who self-harm or experience suicidal ideation is highly effective. Staff respond to these risks with confidence and well-structured care. They provide stability, consistency and care to prevent children from harming themselves significantly. Children receive a consistent message that staff will keep them safe during times when they are unable to process and manage overwhelming emotions. Managers play a central role in coordinating and implementing a multi-agency approach to managing these risks for children. Inspection report for children’s home: 2778942 5 OFSTED USE ONLY

p.4

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

The involvement of specialist services and the commitment of clinical professionals have been instrumental in the progress made by one child. These professionals work cohesively with staff to provide direct support. Mental health professionals have confidence in the staff’s ability to lead the management of risk, supported by their input. One professional said, ‘The progress has been amazing; I am really proud of the team’s ability to do this specialised work.’

p.5

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

Staff work with children to agree safety plans. Children’s views on how they would like staff to respond when they are struggling to manage strong feelings and emotions are reflected in records. As with other areas of the team’s approach, this is empowering children to take some ownership of their care and feel heard. There has been very little use of restraint to manage behaviour. When this has occurred, it has been necessary to prevent significant harm and used as a last resort. One significant incident of physical intervention was recorded clearly but lacked the required review from the manager about the actions of staff in intervening.

p.5

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

The home has been without a registered manager for over a year. The provider has continued its efforts to recruit a suitable candidate for the role. During this time, senior leaders determined that the candidates considered did not have the necessary skills, experience and qualities to manage the home’s specific purpose of assessment placements. A new manager had been appointed before the inspection and was in the process of applying to register with Ofsted.

p.5

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

The home forms part of a wider service of homes supported by an established senior leadership team. This has ensured continued oversight and support for the home during the period without a registered manager. There has been a dedicated deputy manager in post for a sustained period. Collectively, these arrangements have meant that staff and children have not been affected by the management vacancy. However, some areas of oversight and review have been inconsistent. The required 6-monthly review of care did not cover all required areas and was not completed within the required timescales.

p.5

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

Staff enjoy working at the home and feel supported by managers and their peers. They believe that the diversity of characters and experience in the team contribute to the quality of the support provided to children. Different ideas and opinions are explored respectfully, and staff work cohesively to provide children with consistent care and agreed boundaries.

p.5

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

Staff are supported to develop by leaders who continually explore new ways to enhance their skills and experience. Leaders go above and beyond a mandatory approach to training. There is excellent use of the service’s clinical lead, who provides group training and reflective practice sessions tailored to the children living in the home, as well as one- to-one support. Because this service is offered internally, it offers a safe space for staff to discuss children in detail. This enhances staff’s learning and understanding of Inspection report for children’s home: 2778942 6 OFSTED USE ONLY

p.5

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

children’s experiences and needs. New and creative methods of training are continually explored.

p.6

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

Relationships with professionals are consistently positive. Feedback is widely good about collaborative partnership working and shared goals. Professionals report that communication is effective and that they have confidence in the staff team and leaders. Managers continue to adopt a strong approach to challenging wider professional services when additional work is needed to meet children’s needs. Such challenge is always collaborative and child centred. Inspection report for children’s home: 2778942 7 OFSTED USE ONLY

p.6

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.7

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.7

Requirement Due date

helps children aspire to fulfil their potential; and

p.7

Requirement Due date

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

p.7

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)(h))

p.7

Requirement Due date

This specifically relates to ensuring that incidents involving restraint are sufficiently reviewed to determine whether practice was safe and the intervention was proportionate to the level of risk presented at the time. 30 November 2026

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; and

p.7

Requirement Due date

is not, or does not intend to be, in day-to-day charge of the home.

p.7

Requirement Due date

If the registered provider appoints a person to manage the home, the registered provider must, without delay, give HMCI notice of— 31 October 2026 Inspection report for children’s home: 2778942 8 OFSTED USE ONLY

p.7

Requirement Due date

the name of the person so appointed; and

p.8

Requirement Due date

the date on which the appointment takes effect. (Regulation 27 (1)(a)(b)(i)(ii)(iii) (2)(a)(b))

p.8

Requirement Due date

This specifically relates to ensuring the manager applies to register with Ofsted without delay.

p.8

Recommendation

 The registered person should actively seek independent scrutiny of the home and make best use of the information arising from independent and internal monitoring (including under Regulations 44 and 45) to drive continuous improvement. This specifically relates to ensuring that the home’s 6-monthly quality of care review report is completed in line with the specifics of the regulation. (‘Guide to the Children’s Homes Regulations, including the quality standards’, page 55, paragraph 10.24)

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: 2778942 9 OFSTED USE ONLY

p.8

Children’s home details

Registered provider address: Tanners Lane, Barkingside, Ilford IG6 1QG

p.9

Inspector

Chris Haines, Social Care Inspector Inspection report for children’s home: 2778942 10 OFSTED USE ONLY

p.9

Inspector

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.10

Inspector

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

Inspector

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

p.10

Inspector

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

p.10