Devon Lodge

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider consistently treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

We observed a caring and person-centred culture throughout the service. Staff treated people with warmth, patience and respect, adapting their support to meet individual needs. For example, staff discreetly supported a person during mealtimes by protecting their clothing and maintaining their dignity when providing assistance. This demonstrated people were treated with compassion while preserving their privacy and self-respect.

Staff showed thoughtful consideration for people's comfort, preferences and wellbeing. During our observation, staff took time to prepare a person's preferred seating area in the garden and supported meaningful activities based on individual interests. We observed these actions were carried out with thoughtfulness and purpose. This meant people received support that recognised them as individuals and promoted their wellbeing.

People and relatives consistently spoke positively about the kindness and attentiveness of staff. One relative told us, "Staff are very caring", while another said, "They care and show a lot of genuine warmth towards my [loved one]." Relatives also described people being well presented, supported with privacy and treated respectfully. A relative commented, "[Person] likes his privacy when on the toilet, staff promote it." This demonstrated staff consistently promoted people's dignity, privacy and individuality in their day-to-day support.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff knew people well and provided support that reflected their individual preferences, interests and routines. Throughout the inspection, we observed people choosing how they spent their time, including accessing sensory activities, spending time outdoors, listening to music and engaging in creative activities. Staff responded flexibly to people's choices and preferences. This meant people received personalised support that reflected their preferences, interests and what was important to them.

The provider adapted environments and support to meet people's unique needs. People's bedrooms were personalised according to their interests and preferences, while environmental adaptations were made where required to promote wellbeing and safety. For example, 1 person had a dedicated wall they could write on, while another person's room had been adapted to reduce the risk of injury associated with self-injurious behaviours. This demonstrated the provider recognised and responded to people's individuality.

Staff understood and responded to people's preferred ways of communicating. We observed staff using verbal communication, gestures and other non-verbal cues to understand people's wishes and support meaningful interactions. We also observed staff adapting activities, using visual prompts and communication approaches such as Makaton signs to encourage participation and choice. Makaton is a form of sign language. Relatives told us staff respected people as individuals, and a relative told us, "The care plan is just excellent. They have got [Person] to a T." This meant people were supported in ways that reflected their strengths, preferences and communication needs.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Staff encouraged people to make choices and develop their independence in ways that reflected their individual needs and goals. Development plans included personalised opportunities such as community access, independent cooking, using communication technology, menu choices and participation in everyday household tasks. This supported people to develop skills, increase independence and have greater control over their daily lives.

People were given meaningful choices about how they spent their time and received support that was flexible around their preferences. We observed people choosing activities, meals and when to eat, rest or engage with others. We observed people were not rushed and were supported to follow their own routines. Relatives also told us, "Everything is choice based" and that people could choose how they spent their day. This meant people exercised choice and control over aspects of their care and wellbeing.

Staff promoted independence while providing the right level of support. People were encouraged to shop, prepare food, complete household tasks and access activities in the community. One relative told us staff supported a person to develop life skills such as laundry and keeping their room tidy, while another said staff were teaching a person to cook. This supported people to develop practical skills, confidence and greater independence in everyday life.

The service also supported people to achieve greater autonomy and maintain important relationships and interests. Leaders described how a person had been gradually supported to attend a community youth club independently, allowing them to spend time with peers and build confidence away from staff support. Relatives and people spoke positively about opportunities to access activities, visit family and participate in community life. This demonstrated people were supported to live fulfilling lives with as much independence, choice and control as possible.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff had access to detailed information about people's communication needs, preferences and known triggers. Care plans and Positive Behaviour Support plans contained personalised guidance to help staff recognise signs of distress and respond appropriately. This supported staff to recognise changes in people's wellbeing and provide timely, personalised support.

We observed staff responding proactively to reduce distress and anxiety. For example, when maintenance work affected a person's preferred route through the home, staff worked with contractors to minimise disruption and prevent frustration. Leaders also described adapting the layout of communal areas to better meet an individual's needs and reduce distress. This demonstrated staff listened to people and adapted support to promote their wellbeing.

Staff knew people well and responded quickly when people showed signs of becoming unsettled. We observed staff recognising when a person was becoming agitated and using a personalised strategy known to help the person feel calmer. Relatives told us staff understood what kept people calm and recognised early signs that additional support was needed. One relative told us, "They know the signs now, so they watch [Person] more carefully." This meant people received responsive support that minimised distress, promoted reassurance and helped maintain their comfort and wellbeing.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

The provider promoted staff wellbeing through supportive management arrangements and regular opportunities for staff to discuss concerns. Records showed wellbeing was discussed during supervision sessions and staff meetings, including consideration of reasonable adjustments where required. This supported staff to feel listened to and helped create a positive working environment where they could provide consistent care and support.

Staff told us they felt valued and well supported by leaders. A staff member told us, "I feel supported in my role and can always talk things through with my manager," while another commented, "I am happy here. I feel valued." Staff also described receiving support during significant life events, including bereavement and pregnancy, with appropriate adjustments made to their duties. This meant staff were supported to maintain their wellbeing both inside and outside of work.

The provider had additional arrangements in place to support staff welfare and promote a positive working culture. Leaders described access to an employee assistance programme, staff recognition schemes and support networks across the organisation, which staff confirmed they could access if required. Leaders also told us they encouraged staff to seek support whenever needed and created opportunities for open conversations through team meetings and supervision. This helped create a positive working environment where staff felt supported to deliver person-centred care.