Ashton House

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 changed to good. This meant the service 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 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.

Leaders promoted a positive culture of respectful, safe and dignified care, with clear expectations reinforced through induction, supervision and team meetings. Staff felt valued, people felt included and visitors welcomed, with leaders maintaining a visible presence and regular engagement. The care home holds ‘The Investors in People’ gold accreditation demonstrating good people management and workplace culture.

The provider had inclusive leaders who understood the context in which care, treatment and support were delivered and demonstrated the values of the service. The registered manager had the skills, knowledge and experience to lead effectively and showed a good understanding of the people supported, risks and areas for improvement. They were visible and engaged during the inspection, and people and visitors described them as approachable and attentive.

We observed positive and respectful interactions between the registered manager, staff and people, who appeared comfortable and at ease in their presence. Staff told us they felt supported by leaders and could seek advice, guidance and escalate concerns when needed. Comments included, “They always guide and support us,” and “Management are always happy to help us.” The registered manager’s leadership was recognised in 2026 when they received the Registered Managers Award from West Sussex Partners in Care.

The provider fostered a positive culture where people felt they could speak up, and their voice would be heard. Policies and procedures were in place to enable people, staff and visitors to provide feedback about their experiences of the service. Processes were available for people to raise concerns anonymously or with support such families or wider support networks. Staff we spoke with were aware of the procedures for raising concerns both within the organisation and with partner agencies and said they felt confident to do so.

The provider valued diversity within its workforce and promoted an inclusive and fair culture. Staff told us their individuality, diversity and ethnicity were respected and that they were treated fairly and equitably. Recruitment processes supported fair employment opportunities, and relevant legislation and best practice guidance were embedded to promote equality. Staff described a positive culture that recognised and celebrated diversity, with staff working on UK health and care worker visas reporting that they felt well supported, had good employment conditions and enjoyed working at the service.

The provider had clear governance arrangements, with defined roles, responsibilities and systems of accountability. However, these were not robust to have identified some of the shortfalls found during the inspection including the use and impact of restrictive practices on people’s freedom and independence, and the inequalities and experiences for people living with dementia. Following our feedback, the provider has begun to address these shortfalls through risk management processes and environmental improvements.

Quality monitoring and audits covered key areas including care planning, medicines management, infection prevention and control, health and safety and staffing. Daily observations and leadership meetings promoted consistent care delivery. Leaders understood the operational challenges of managing a large 100-bed nursing home, with business continuity plans in place for staffing shortages, adverse weather and information technology (IT) failures. Statutory notifications were submitted appropriately and in line with legal requirements.

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. The registered manager actively participated in provider forums and manager network groups. They ensured people and staff had access to information and organisations so that information and learning could be shared and used to improve people’s care experiences.

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. A proactive learning culture was promoted, with feedback, reflection and teamwork used positively to strengthen practice and sustain improvements. The service’s commitment to quality and learning was recognised in 2026 when the care home won the Nursing in Social Care Award from West Sussex Partners in Care.