We conducted and unannounced inspection of Sycamore House on 16 February 2017.

Sycamore House is a care home without nursing that provides accommodation for up to five people with a learning disability or autistic spectrum disorder. At the time of the inspection there was one person staying at the service on a respite basis pending a decision for permanent residency.

There was a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission 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

2008 and associated Regulations about how the service is run.

We found that people's health care needs were assessed and care was planned and delivered in a consistent way through the use of their care plans. People were involved in the planning of their care. The information and guidance provided to staff in the care plans was clear. Risks associated with people's care needs were

assessed and plans were put in place to minimise risk in order to keep people safe.

The service had processes in place to help ensure people using the service were safe. Staff knew how to recognise signs of possible abuse and knew the correct procedures for reporting concerns. There were enough well trained staff to support people and appropriate recruitment checks were carried out before staff began working in the service.

The Care Quality Commission (CQC) is required by law to monitor the operation of the Mental Capacity Act 2005, Deprivation of Liberty Safeguards (DoLS), and to report on what we find. The manager and staff understood and followed the requirements of the MCA.

People had complex needs and their care was planned in partnership with their relatives. Relatives felt any issues or concerns they raised would be dealt with by the registered manager. Their views were sought and valued.

The staff team worked closely with other professionals to ensure people were supported to receive the healthcare they needed. People received their prescribed medicines safely.

People had enough to eat and drink and enjoyed their meals. Staff were caring and attentive. People were treated with respect and staff preserved people's dignity. People were also encouraged and supported to be as independent as possible and enjoyed activities and hobbies of their choice.

Leadership within the service was open, transparent and promoted strong organisational values. This resulted in a caring culture that put people using the service at its centre. Relatives, staff and external professionals were complimentary about the management team and how the service was run.