Garsewednack Residential Home

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 service 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 requires improvement. At this assessment the rating has remained requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The service was in breach of legal regulation in relation to governance at the service.

This service scored 62 (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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Staff were positive about recent changes to the service and were confident improvements were being made which impacted on the delivery of care. One member of staff told us, “The changes are positive, I’m very pleased with the new tablets, it’s much easier. Really happy and we have more time with the residents.”
Staff told us changes to handovers had improved teamwork and they were kept up to date with any changes in people’s needs. One new member of staff told us, “The team were all very welcoming, it’s a nice atmosphere.”
Staff displayed a kind and empathetic approach. They knew the people they supported and there was an easy camaraderie between people and staff.

The provider had not always had a clear and accurate understanding of the risks and challenges within the service.

Although we found the service was on an improving journey there remained room for improvement. Systems to ensure staff received regular meaningful training had not been established. While some audits had been completed others were ongoing or yet to be started. Policies were out of date. Two key members of staff were absent from work at the time of the assessment. This had limited the time the new manager had to concentrate on managerial tasks and driving improvement. They told us they were often needed to deal with queries and support staff on the floor.
However, the manager had identified areas for improvement and developed an action plan. Staff were positive about the manager, one told us, “[Manager’s name] is very supportive, you can share anything with them.” An external professional commented, “The new manager is approachable and happy to discuss any queries or concerns that I have had.”

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

Staff described the manager as approachable and supportive and told us they felt able to raise concerns without fear of negative consequences. Staff meetings provided opportunities for staff to raise any issues. Relatives also felt able to approach management with concerns when needed. One told us, “There was a family meeting 4 weeks ago where [Manager’s name] put ideas across and we were able to ask questions. Another meeting is planned.”
 

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.

Staff told us they were treated fairly and had not experienced any discrimination. One told us how shifts had been rearranged to improve staff work/life balance. They explained, “Hours have been changed so no-one works 4 days without a day off, it’s good for mental health and family life. And we now work between 7am and 7pm instead of 7am to 8pm. It doesn’t sound much but that 1 hour makes a big difference. Good for our well-being.”

The provider did not have effective oversight and governance systems to continually monitor, assess and drive improvements in the service.

There was no effective oversight of training. We identified staff were working without the appropriate training, including training for medication and moving and handling. A training matrix was out of date. Some members of staff listed on the matrix were no longer working at the service. Newer members of staff had not been added to the matrix. There was no record of supervisions or appraisals. Although a medication audit completed in September 2026 had identified eye drops and bottled medicines had not been dated on opening it had not identified creams had also not been dated.
However, an audit of staff files had identified some gaps in the records, and this was being addressed at the time of the assessment. The manager and provider told us they were pro-actively sourcing training and all staff training would be updated in the near future.
Processes to help ensure people’s wellbeing following unforeseen events were not well established. There was no head injury protocol for staff to refer to. One person had fallen whilst alone in their room, although the timing of the records indicated they had received regular support following the fall there was no direct reference to a need for increased monitoring.

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

Feedback from external professionals in the local community was positive. One professional told us, “We have seen an improvement in the organisation at the care home over the last (few) months, in particular relating to new electronic records for medication, and the general upkeep at the home. There are new senior staff in place who appear knowledgeable and able to lead.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The provider and manager demonstrated a willingness and motivation to implement new systems to drive improvement in the service. During the assessment process action was quickly taken to address any concerns identified.