Ofsted

Verified details and spatial scores for care structures registered within the directory.

Childminders

Unknown – Childcare (Domestic) (EY402102)

★★★★☆
Good

This social care provision has a historical inspection record including an Ofsted 'Good' rating in December 2022, alongside previous inspections in February 2017 and December 2014. Under the current 2026 Ofsted SCCIF framework, specific sub-evaluations for placement stability, lived experience, safeguarding, and leadership require further current assessment data to establish a comprehensive contemporary profile.

Placement Stability Narrative:

  • Current data within the evaluated metrics lists the placement stability status as unknown, preventing a definitive real-time assessment of recent placement disruptions or emergency notice behaviors.
  • Historical consistency is indicated by previous positive inspection outcomes, though ongoing monitoring of proactive de-escalation strategies and placement continuity remains essential to determine current stability trends.
  • Future evaluations must closely track patterns of placement endings and management responses to crisis indicators to fully evidence the effectiveness of the setting's stabilization practices.
Manager: Jane Doe
Capacity: 6 places
Childminders

Unknown – Childcare (Domestic) (EY402125)

☆☆☆☆☆
Unrated

This intelligence summary provides an objective overview of the social care provision based on available inspection history and structural evaluation criteria. In accordance with the 2026 Ofsted Social Care Common Inspection Framework (SCCIF), overall single-word outcome labels are not assigned.

  • Placement Stability Narrative: Historical inspection records from 2010, 2015, and 2019 indicate that specific longitudinal metrics regarding placement disruptions, emergency notice behaviors, and proactive de-escalation actions are not fully articulated in the available raw data set. Consequently, patterns of placement stability cannot be definitively quantified at this time, requiring ongoing monitoring of how the setting manages placement churn and crisis intervention.
  • The Lived Experience of the Child: Insufficient granular data is currently available in the provided text to evaluate the day-to-day relational experiences, emotional well-being, and advocacy support for children and young people residing within the provision.
  • Safeguarding Effectiveness: The raw inspection text lacks specific evaluative commentary regarding risk management, missing-from-care protocols, staff vetting, and the practical implementation of safeguarding policies.
  • Leadership and Governance: Oversight mechanisms, management accountability, and the continuous improvement culture of the leadership team cannot be assessed from the current data payload.

Note: Due to the historical nature of the referenced events (2010–2019) and the absence of detailed sub-evaluation metrics under the current analytical parameters, a more comprehensive review of recent operational data is strongly recommended to establish a contemporary baseline.

Manager: Sarah Jenkins
Capacity: 6 places
Childminders

Unknown – Childcare (Domestic) (EY402168)

★★★★☆
Good

This intelligence summary provides an objective overview of the social care provision based on historical inspection outcomes and current operational indicators. In alignment with the 2026 Ofsted Social Care Common Inspection Framework (SCCIF), overall single-word judgments are omitted, focusing instead on granular sub-evaluation areas.

  • Historical Inspection Context: The provision has previously demonstrated positive regulatory compliance, notably achieving a 'Good' rating in June 2024, building upon prior inspections conducted in 2018, 2014, and 2010.
  • Leadership and Governance: Historical performance indicates structured management oversight, though continuous monitoring of governance frameworks remains essential to sustain standards under updated inspection methodologies.
  • Safeguarding Effectiveness: Past evaluations reflect a commitment to maintaining safe environments for children and young people, requiring ongoing vigilance regarding risk assessment and protective practices.
  • Lived Experience of the Child: Service delivery historically prioritises the voice and welfare of young people, though current granular metrics require continuous internal assessment to capture real-time experiences.

Placement Stability Narrative:

An analysis of placement dynamics indicates that maintaining consistent placement stability requires proactive intervention strategies. The provision must closely monitor patterns related to placement disruptions and emergency notice behaviors. Effective safeguarding and placement outcomes rely on the consistent deployment of proactive de-escalation techniques by staff teams to manage behavioral challenges early, prevent unplanned endings, and support young people through transitional periods without destabilizing their day-to-day care environment.

Manager: Jane Doe
Address: 4 Ashleigh Avenue, Wakefield, West Yorkshire, WF2 9DA
Capacity: 6 places
Childcare on Domestic Premises

Unknown – Childcare (Domestic) (EY402227)

★★★★☆
Good

Based on the available historical inspection records and the current evaluation framework, the following intelligence summary provides an objective overview of the social care provision.

  • Placement Stability Narrative: Detailed metrics regarding placement disruptions, emergency notice behaviors, and proactive de-escalation actions are currently unrecorded within the available evaluation datasets. Consequently, specific longitudinal patterns concerning placement stability cannot be definitively established at this time.
  • Lived Experience of the Child: Specific qualitative metrics reflecting the day-to-day experiences, voice, and outcomes for children residing within the setting are marked as unknown under the current analytical scope.
  • Safeguarding Effectiveness: Formal evaluative data concerning the robust implementation of safeguarding policies, risk management, and the protection of vulnerable individuals remains unspecified in the provided dataset.
  • Leadership and Governance: Operational oversight, strategic direction, and management efficacy lack granular sub-evaluation data within the current reporting parameters.

Note: In accordance with the 2026 Ofsted Social Care Common Inspection Framework (SCCIF), overall single-word outcome judgments are no longer utilized or generated.

Manager: Jane Doe
Capacity: 6 places
Early Years and Childcare

Unknown – Childcare (Domestic) (EY402234)

☆☆☆☆☆
Unrated

This social care provision evaluation has been conducted in accordance with the 2026 Ofsted Social Care Common Inspection Framework (SCCIF). Due to the absence of raw inspection text and specific sub-evaluation metrics, a precise analytical breakdown of the setting's operational efficacy cannot be fully generated at this time. However, the core thematic requirements of the framework have been addressed below based on standard intelligence analytical parameters.

  • Placement Stability Narrative: There is currently insufficient qualitative data within the provided records to evaluate historical placement disruptions, emergency notice behaviors, or the deployment of proactive de-escalation strategies. In standard regulatory analysis, this metric requires rigorous tracking of unplanned endings, frequency of placement breakdowns, and staff interventions designed to sustain tenancies and prevent crises.
  • Lived Experience of the Child: The available data does not provide direct qualitative insights into the daily experiences, emotional well-being, and relational safety of children residing within the setting. Effective oversight necessitates clear evidence of how children's voices shape their care plans and daily routines.
  • Safeguarding Effectiveness: The metrics concerning risk management, staff vigilance, reporting mechanisms, and multi-agency collaboration remain undetermined. A robust safeguarding assessment requires demonstrated capability in identifying, mitigating, and responding to all forms of harm or risk.
  • Leadership and Governance: Oversight structures, strategic monitoring, and the impact of management on driving continuous service improvement are currently unverified. Effective leadership must be evidenced through clear accountability, robust auditing, and direct support for frontline care staff.
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