St Saviours Road

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that home leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant the home was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (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 did not always understand the challenges of the needs of people and staff. We received mixed views about senior management. A few staff told us that although they felt supported by local management, they felt less supported by seniors in the organisation. A staff member said they made suggestions for improvements but never heard back. Another staff member told us, “We receive a birthday card from the organisation. We are invited to weekly chats, but we are usually too busy. There are newsletters keeping us up to date, but I don’t feel supported by them.”

A staff member told us that taking people out to eat was costly and some restaurants were not happy if only 1 person was eating so they felt obliged to buy food or drinks. They said we don’t earn enough to be able to do that. We spoke with the operations manager about this, and they told us that there was a fund to support staff when out on activities. They said they would make sure that all staff were advised of the guidelines for accessing this.

Staff told us how much they enjoyed working at the home and told us they had opportunities to share their views at supervision and staff meetings. A staff member said in relation to the manager, “I do feel valued, we know each other and are loyal to each other. We are like one big family here.” Another staff member said, “I have confidence in them (manager and deputy) in delivering the very best care.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The manager had worked for the organisation for a number of years and was promoted to the role of manager in February 2026. He had submitted his application to register with Care Quality Commission, and this was being processed.

The manager told us his line manager was, “really supportive.” They said they attended, “Supervision meetings every two months and she is always available if I need support. If I have a bad day she will listen, and if there is something I have not done before she will support me through it.” The manager told us that there was good communication between him and the deputy. They had worked together for a number of years and were aware of each other’s strengths and where they needed support. Both were willing to step in to support each other, when needed.

Staff were clear about the role and responsibilities of each staff member, and they knew how to get support when they needed it. A staff member told us the manager was, “Very approachable and was doing a great job.” They had done a lot of positive things such as, “Taking out duplication and simplified procedures. Medication charts had changed and are clearer and there is a file for everything now, so things are more accessible.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us they were able to speak to the management team about any concerns and had access to whistleblowing information and guidance if required. They said they had opportunities to share their views through supervision and staff meetings but also as the home was small, they could meet with the manager and the deputy at any point.

People had opportunities to share their views through keyworker meetings and house meetings, and they told us they could speak with the manager or deputy when they needed to.

Staff told us that 2 people were always able to say if something was wrong. Another person found it hard to say if something was wrong. However, staff knew people very well and told us they could identify signs that a person might not be happy and support them to say what was wrong.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

People were cared for by a diverse staff team. Staff told us the manager and deputy recognised their individual needs and respected them. A staff member said, “If I have problems with the rota, they will change.”

The provider had an equality, diversity and inclusion policy in place which set out how they were committed to ensuring those employed were free from harassment, bullying, victimisation and unlawful discrimination. Staff completed training on equality and diversity.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The manager and deputy manager had good oversight of the home and any risks, along with the quality of people’s care and support. Although fire drills were carried out regularly, the records showed how people responded when the alarms sounded but did not record staff performance.

The last annual survey to seek the views of people’s relatives was carried out in 2025 but unfortunately there was no response. The next survey is due in September 2026. The head of operations advised that if there was no response they would initiate a telephone review to offer people the opportunity to share feedback.

There were clear policies and procedures in place and staff followed these. The provider was aware of their statutory responsibilities to notify CQC about certain changes, events and incidents that affected their home or the people who use it. These notifications were submitted appropriately.

The quality and compliance team carried out an internal audit in March 2026. From this an action plan was drawn up and risk assessed in terms of priority. The manager confirmed they were working through the plan and that the head of operations was overseeing this to make sure it was completed and to provide support, where appropriate. The manager also carried out a monthly report to ensure senior managers were kept informed of the running of the home.

The provider understood their duty to collaborate and work in partnership, so homes worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The manager and staff team engaged with the local communities and partners. This included GP’s, nurses and others involved in the care and support of people. They contacted them proactively to gain the support and advice they needed to the benefit of people. A social care professional told us, “I have had very positive experiences of working with St Saviours staff and would describe the staff team as caring, committed, and professional in their support of the people they work with.”

The manager told us he had opportunities to attend manager’s meetings within the organisation to share ideas, and these were also an opportunity to gain advice and guidance as needed. The manager had recently taken part in a 10K inflatable run for the charity.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider focused on continuous learning, innovation and improvement across the organisation. Staff had opportunities to develop their skills and knowledge.

Staff told us they felt the training provided met their individual needs and those of the people they supported. A staff member told us that although they received training on autism, they would like to do more in-depth training. Some staff had additional responsibilities which ensured the smooth running of the home. Contingency and improvement plans were in place and there was an ethos of learning at the home, when things went wrong or when there were successes, these were all documented and discussed with staff.