Devon Lodge is a care home. People in care homes receive accommodation and their care as a single package under one contractual agreement. The Care Quality Commission (CQC) regulates both the premises and the care provided and both were looked at during this inspection. Devon Lodge provides care for up to twelve young adults with autism and severe learning difficulties often accompanied by complex needs, behaviours which might challenge others and self-injurious behaviours. The accommodation is arranged over two self-contained units. A main house and a smaller four bedded annex. At the time of our inspection there were twelve people living at the home. The service is located in a residential area close to local amenities. There is a large safe and secure garden and parking on site. The main objective of Devon Lodge was to provide a transition service where people with complex needs could be supported to develop, with enhanced support, life skills enabling them to move on to other more independent settings.

This was the first comprehensive inspection of this service under the provider CAS Care Services Limited. We have rated the service as overall Good. This was because, although we found some areas where the service could improve upon, people overall experienced good care and support.

The service has a registered manager. A registered manager is a person who has registered with the Care Quality Commission (CQC) to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act and associated Regulations about how the service is run.

Some aspects of medicines had not always been managed safely. Overall staff had a good understanding of the risks associated with people’s care; however, records showed that in some instances, risk management protocols were not being effectively implemented.

Planned staffing levels were not always been achieved. At such times, people’s planned activities were adjusted to ensure safety. Recruitment remained a priority for the registered manager and the provider was undertaking an urgent review with the commissioners of people’s care to reassess the staffing requirements within the service.

Overall the home was clean although one person’s room had a strong odour of urine which the staff had not yet managed to control. Policies and procedures were in place to protect people through effectively preventing and controlling the risk of infections.

The provider had appropriate policies and procedures for reporting abuse. This ensured staff had clear guidance about what they must do if they suspected abuse was taking place.

Accidents and incidents were investigated to make sure that any causes were identified and action was taken to minimise any risk of reoccurrence. Lessons learnt were communicated effectively with the staff team and throughout the organisation through a lessons learnt group.

People's rights were protected because the registered manager ensured that the requirements of the Mental Capacity Act (MCA) 2005 and the Deprivation of Liberty Safeguards (DoLS) were embedded within the service.

People’s dietary needs were met and they were supported to make meal choices.

There were systems in place to support effective joint working with other professionals and agencies and to ensure that people’s healthcare needs were met.

In general the environment was suited to people’s needs, but we have made a recommendation that the provider continue to review the design and layout of the home and the number of people accommodated to further support the delivery of person centred care.

Staff had built strong relationships with people and knew how best to support them. They knew what was important to people and what they should be mindful of when providing their support. Staff interacted with people in a caring, good humoured and when needed, in a tender manner.

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