PCH Integration Services Ltd

Inspection report for supported accommodation provider: PCH Integration Services Ltd 1 PCH Integration Services Ltd Registered provider: PCH Integration Services Ltd

p.1

Inspected under the social care common inspection framework

p.1

provider

This supported accommodation service is operated by a private provider in the east of England. The provider can accommodate up to 22 individuals in 8 shared or group-living homes that are limited to accommodating looked-after children or care leavers.

p.1

provider

At the time of the inspection, 16 looked-after children aged between 16 to 17 years and 3 over-18-year-olds were being accommodated.

p.1

provider

The service manager registered with Ofsted at the same time as the organisation in November 2023.

p.1

provider

Inspection dates: The inspection was announced on 7 September 2026 and started that day. The inspectors were on site from 9 to 11 September 2026.

p.1

Outcome

Consistently strong service delivery leads to typically positive experiences and progress for children. Where improvements are needed, leaders and managers take timely and effective action. The next inspection will be within approximately 3 years.

p.1

Summary of findings

Children benefit from caring relationships, effective support and opportunities to develop independence. While recent improvements to support plans and key-work arrangements are positive, further work is needed to ensure that risk management and children’s participation in support planning consistently reflects their individual needs and progress.

p.1

Summary of findings

Staff understand safeguarding risks for children and are committed to promoting children’s welfare. Effective partnership working and staff knowledge help to keep children safe. Inspection report for supported accommodation provider: PCH Integration Services Ltd 2 Improvements are required to recruitment oversight and complaint recording to ensure safeguarding systems are consistently robust and well evidenced.

p.1

Summary of findings

Leaders and managers demonstrate a strong commitment to improving the service. Additional management capacity, enhanced monitoring systems and a clear focus on workforce development are contributing to positive change. However, further work is required to ensure that supervision, appraisal and personnel records are maintained consistently and fully reflect the provider’s aspirations.

p.2

Summary of findings

Steps have been taken to improve the presentation and homeliness of the accommodation. However, some homes were untidy, which is contributing to low- level tensions between children.

p.2

Overall experiences and progress of children

Children say they feel safe, happy and well supported in their accommodation. They value the support provided by staff and describe them as approachable, reliable and available when needed. Social workers spoke positively about the provider’s ability to respond to children’s needs. Effective arrangements help children access health appointments and specialist services promptly, providing important stability during periods of uncertainty.

p.2

Overall experiences and progress of children

Children live in properties located close to amenities, including local shops, colleges and transport links. This helps them to access education, training and local services independently. Children say maintenance concerns are addressed promptly by staff, minimising disruption and helping them enjoy accommodation that is safe and suitable.

p.2

Overall experiences and progress of children

Staff know children well and demonstrate commitment to helping them achieve their goals. Children report feeling listened to, respected and valued. They feel comfortable discussing worries, concerns and complaints with staff.

p.2

Overall experiences and progress of children

Staff describe a positive team culture and demonstrate good understanding of children’s diverse needs and vulnerabilities. This includes understanding the impact of trauma and uncertainties associated with asylum applications for children. Staff speak passionately about supporting children and helping them achieve successful transitions into adulthood.

p.2

Overall experiences and progress of children

Children are encouraged to participate in activities that promote social engagement, confidence and independence. For example, they have recently been involved in improving and personalising their living environments through refurbishment projects. This gives children opportunities to develop practical household skills, take pride in their homes and prepare for adulthood.

p.2

Overall experiences and progress of children

Children receive support that promotes their education, employment and future aspirations. Staff help children access college placements, develop CVs and explore employment opportunities. One child with an interest in practical trades has been Inspection report for supported accommodation provider: PCH Integration Services Ltd 3 supported to work alongside the provider’s maintenance team, enabling them to develop useful independence and career skills.

p.2

Overall experiences and progress of children

Children are supported to develop independence through regular key-work sessions and house meetings. Staff encourage children to share responsibility for their homes and contribute to decisions affecting their daily lives. Regular group activities, including cooking sessions, games and social events, help children build relationships and develop a sense of belonging.

p.3

Overall experiences and progress of children

Children’s achievements and important milestones are recognised and celebrated. Staff maintain personal journals that capture significant moments in children’s lives. These are presented to children as they move into adulthood and are valued by young people as a meaningful record of their progress and experiences.

p.3

Overall experiences and progress of children

Although staff undertake key-work sessions regularly, records do not always clearly demonstrate the purpose of the work completed or the extent to which children have influenced the planning and direction of their support. Similarly, while risk assessments are reviewed and updated by staff, links between identified risks, current concerns and planned interventions are not always sufficiently clear.

p.3

Overall experiences and progress of children

The provider has recently introduced new systems that strengthen the focus on children’s independence skills and monitoring progress. However, these arrangements are not yet fully embedded. In some cases, the format limits the provider’s ability to clearly identify and track actions relating to children’s wider or emerging needs when these do not fit within the existing framework.

p.3

Overall experiences and progress of children

The provider has taken steps to improve the presentation and homeliness of accommodation. Despite this, expectations regarding cleanliness are not consistently maintained across all properties. Due to children receiving floating support, staff cannot consistently support children to maintain appropriate cleanliness. As a result, this has contributed to tensions between children when expectations around shared living responsibilities differ.

p.3

How well children are helped and protected

The provider has strengthened its arrangements for monitoring children’s welfare. Increased welfare checks for children and improved communication systems support timely responses when concerns arise, including when children go missing from home. Children have access to a range of methods for contacting staff and raising worries.

p.3

How well children are helped and protected

Children receive clear information about expectations, house rules and how to keep themselves safe. As part of their introduction to the home, children are provided with guidance on emergency procedures, how they can access support and raise concerns. Staff ensure information is adapted where necessary to meet individual communication needs. Inspection report for supported accommodation provider: PCH Integration Services Ltd 4 Staff work effectively with placing authorities and other professionals to promote children’s welfare. Regular updates are shared with local authorities, and significant incidents are reported promptly. Staff advocate strongly on behalf of children and support them to access services relevant to their individual circumstances, including assisting with asylum processes and planning for accommodation and support beyond the age of 18.

p.3

How well children are helped and protected

The provider benefits from strong local links and effective management oversight. The proximity of the accommodation and head office enables managers to respond quickly when concerns arise and provides opportunities for regular oversight of staff practice. Managers and staff have developed good local knowledge and maintain positive relationships with community agencies that contribute to safeguarding and support arrangements.

p.4

How well children are helped and protected

Most records appropriately reflect children’s achievements, progress and future aspirations. Staff are focused on supporting children to achieve their identified objectives. Consequently, children are supported to make progress towards their agreed plans and longer-term goals.

p.4

How well children are helped and protected

Children are supported by a stable and experienced staff team. Staff retention is good and provides children with continuity. Staff spoke positively about the quality of their induction and ongoing training, which equips them to respond to a wide range of complex needs. Staff demonstrate a good understanding of safeguarding procedures, including whistleblowing processes and responding to incidents. They are knowledgeable about indicators of exploitation and understand the vulnerabilities that may affect children living within the service.

p.4

How well children are helped and protected

Recruitment practice is generally effective, with required checks being completed for staff. However, some gaps in recruitment records have not been sufficiently scrutinised by managers. This demonstrates a lack of oversight of recruitment records from managers.

p.4

How well children are helped and protected

Leaders and managers have developed systems for managing complaints. However, the quality of recording is inconsistent. Actions taken in response to complaints and the rationale for closing them, are not consistently evidenced in records. This limits management oversight and reduces assurances that all concerns have been fully explored and resolved.

p.4

The effectiveness of leaders and managers

Leadership and management arrangements provide a stable foundation for the service. The management team has remained consistent and demonstrates a reflective approach to practice. Leaders are open about previous shortfalls and have taken purposeful action to strengthen systems and processes. Their commitment to continuous improvement is helping to enhance service delivery and improve outcomes for children. Inspection report for supported accommodation provider: PCH Integration Services Ltd 5 Leaders have strengthened management capacity through the appointment of a deputy manager and a dedicated business support officer. This has improved oversight across the service. As a result, systems for monitoring staff training, property maintenance, supervision and operational compliance are more effective. Managers now have a clear understanding of performance within the service.

p.4

The effectiveness of leaders and managers

Admissions processes are well managed, and the way admissions are recorded has improved. Children’s needs are carefully considered before placements are offered. This helps managers consider the likely impact of new admissions on existing children, which promotes stability within the service.

p.5

The effectiveness of leaders and managers

The provider has invested in new systems to improve governance and quality assurance. Children’s and staff records are being transferred to secure digital platforms, helping to improve efficiency, accessibility and oversight. New auditing processes are being established to allow managers to identify strengths, address shortfalls and provide constructive feedback to staff regarding the quality of their practice and recording.

p.5

The effectiveness of leaders and managers

Leaders have implemented a digital human resources system, which has strengthened the management of personnel records. This has improved the consistency of recruitment information, supervision records and appraisal documents. The changes are helping leaders to identify gaps more readily and maintain greater oversight of workforce compliance.

p.5

The effectiveness of leaders and managers

Leaders recognise the importance of maintaining a stable workforce and understand the positive impact that consistency of care has on children’s experiences and outcomes.

p.5

The effectiveness of leaders and managers

Staff have a clear understanding of the organisation’s ethos and values. They spoke positively about the introduction of revised support plans and key-work expectations. Staff reported that these changes have enhanced relationship building with children and improved their ability to monitor and evidence children’s progress.

p.5

The effectiveness of leaders and managers

Managers actively promote staff wellbeing and morale. Incentives, recognition schemes and team activities are used to celebrate positive contributions and encourage engagement across the workforce. Staff feel valued by leaders and describe managers as approachable and supportive. Appraisal processes provide staff with meaningful feedback from managers and colleagues. This gives staff opportunities to reflect on their development.

p.5

The effectiveness of leaders and managers

Staff benefit from regular team meetings and supervision. Team meeting actions are monitored effectively, and managers follow up agreed tasks to ensure accountability. Leaders actively test staff knowledge by encouraging reflection on training and learning experiences. Supervision frameworks include prompts to promote meaningful discussion and professional challenge to help managers identify gaps in knowledge. Inspection report for supported accommodation provider: PCH Integration Services Ltd 6 Professionals spoke positively about the quality of communication they receive from leaders and support workers. They described the provider as organised, knowledgeable and responsive. Several professionals reported confidence in the provider’s ability to meet children’s needs and regarded the service positively in the local area.

p.5

The effectiveness of leaders and managers

Some management systems are not yet consistently embedded. The quality and frequency of staff supervision records remain variable, with some gaps identified in the records. While managers have recognised this shortfall and taken steps to improve oversight, further work is required to ensure supervision is consistently evidenced across the service.

p.6

The effectiveness of leaders and managers

Staff induction arrangements are generally thorough and provide new staff with the knowledge required to undertake their role safely. However, on one occasion, documentation relating to a newly appointed staff member had been misplaced. Although this does not indicate that induction activities had not taken place, it highlights weaknesses in record management and oversight.

p.6

The effectiveness of leaders and managers

Similarly, appraisal arrangements are not yet fully consistent. Records demonstrate variation in both the frequency and quality of appraisals. Meaning that some staff do not benefit from the same level of formal performance review and developmental feedback as others. Inspection report for supported accommodation provider: PCH Integration Services Ltd 7

p.6

Recommendations

 The registered person should ensure that children take responsibility for their own personal hygiene and for regularly cleaning their bedroom as well as common areas, if appropriate. If needed, staff should support young people to develop skills to keep relevant facilities clean. (‘Guide to the Supported Accommodation Regulations, including Quality Standards’, page 36)  The registered person should maintain good employment practice. They should ensure that recruitment, supervision and performance management of staff safeguards children and minimises potential risks to them. (‘Guide to the Supported Accommodation Regulations, including Quality Standards’, page 51).  The registered person should make plans when a child engages in risky behaviours to identify how these risks can be managed. This should be reflected in the child’s support plan. (‘Guide to the Supported Accommodation Regulations, including Quality Standards’, page 55)

p.7

Recommendations

 The registered person should ensure that a record is made of any complaint, the action taken in response and the outcome of any investigation. (‘Guide to the Supported Accommodation Regulations, including Quality Standards’, page 61)

p.7

Information about this inspection

Inspectors have looked closely at the experiences and progress of children 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 Supported Accommodation (England) Regulations 2023. Inspection report for supported accommodation provider: PCH Integration Services Ltd 8

p.7

Supported accommodation provider details

Registered provider: PCH Integration Services Ltd

p.8

Supported accommodation provider details

Registered provider address: Unit 2a, Flag Business Exchange, Vicarage Farm Road, Peterborough PE1 5TX

p.8

Supported accommodation provider details

Registered service manager: Cassandra Cooling

p.8

Inspectors

Chris Jay, Social Care Inspector Eileen Bultitude, Social Care Inspector Inspection report for supported accommodation provider: PCH Integration Services Ltd 9 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 . 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