Ashdown Nursing 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 good. At this assessment the rating has remained 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 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’s Statement of Purpose described its vision and values, including choice, dignity and respect.

The provider’s Statement of Purpose stated, “The home aims to provide personal and nursing care to a standard of excellence which embraces fundamental principles of good care practice that embodies choice, respect and dignity.” We observed this in practice during our visit to the home and following review of information we received. For example, 1 person told staff they felt hungry before lunch, so staff brought them some sandwiches with marmalade, and biscuits, which they requested.

People, relatives and staff described leaders as supportive, approachable and inclusive. Staff told us they could approach leaders with any concerns.

People and their relatives felt the home was managed well, and that any suggestions or comments would be listened to. One relative said, “Compared to my mum’s previous care home, there is no comparison. Staff are priceless. I am made to feel very much part of my mum’s care and influence it.” Another relative told us, “The home is excellent. I would never move her from here. The care team are always so welcoming and happy.”

Staff felt supported and included. Staff had the opportunity to develop professionally if they wished. For example, staff who were qualified as nurses in their country of origin could take additional qualifications to become nurses in the UK, if this was needed. One staff member said, “[Registered manager] does supervisions. If we have any problems, we can talk about them. Whatever we need, action is taken.” Another member of staff talked about the help they had received after suffering bereavement and said, “This job has given me something to live for. I am always occupied caring for people and I am so happy caring for residents.”

Staff told us they found the management team approachable and felt able to raise concerns.

Staff told us they found the management team approachable and accessible. Staff used supervisions and meetings to discuss concerns, ideas and updates about the service. Staff meeting minutes recorded items that had been discussed and included any actions to be taken. The provider had a whistleblowing policy and guidance for staff on how to raise concerns.

The provider employed staff from a range of backgrounds and supported their individual needs. Staff told us their cultural and religious needs were recognised and accommodated.

There was a stable workforce at Ashdown Nursing Home including staff recruited through sponsorship arrangements.There was a very low turnover of staff with many care staff being employed in excess of 10 years at the home.

Staff cultural needs were recognised and accommodated. One staff member said, “If I need a day for my religion, I will request and [registered manager] will provide it if she can. If you request early, she will cover the shift. There is nothing that can be improved. I am happy.”

The provider had governance systems and accountability arrangements to monitor the quality and safety of the service.

We reviewed a wide range of audits which monitored safety and quality across the service and were used to drive improvements. These included audits relating to health and safety, accidents and incidents, care plans, and business continuity. Audits identified areas for review and were used to monitor safety, quality and service delivery. For example, competency assessments and moving and handling training had to be completed by care staff before they could operate equipment such as hoists.

The provider worked with health and social care professionals involved in people’s care and support.

The provider worked with a variety of professionals, shared information and received advice and guidance to complement the care and support people received. We asked for feedback from a range of health and social care professionals and received 1 response. The healthcare professional told us, “I always enjoy going to the home and [registered manager] has done a great job of running the home since taking over from the previous manager.”

The provider used management meetings, supervision and staff development to support learning and improvement. The provider had created bespoke technology that provided creative, stimulating ways of delivering equality of experience, outcomes and quality of life for people through games and visual experiences.

Monthly management meetings recorded any emerging trends which were used as supervision topics for staff. For example, the topic last month was about hydration given the recurrent heatwaves and consistent hot weather. Staff were advised of the different ways of encouraging hydration such as fruit and ice lollies, and signs to recognise which might indicate when a person was becoming dehydrated.

Staff were encouraged in their continual professional development through vocational qualifications and ongoing training. Staff were supported through ongoing training and professional development opportunities.