Nazareth House - Manchester

Managers and staff had worked to address issues found at the last inspections to improve the management of medicines. We found systems in place to manage people's medicines were safe. We have recommended the service continues to monitor the management of medicines to ensure the improvements made are sustained.

Leadership and management was effective. It was evident throughout the inspection the new registered manager and new wider leadership team had made a positive impact; this was supported by feedback which was wholly positive. Leaders now led by example, creating and embedding a culture where people felt valued, and their individual contributions recognised.

Systems for audit, quality assurance and questioning of practice had improved with clear lines of accountability now established. The provider fully understood the importance of maintaining systems and processes which support good governance. Credible data now being gathered from internal audit and quality assurance meant themes and trends could be identified early, which in turn helped managers and staff to identify risks sooner and take remedial action.

Staff understood how to protect people from poor care and abuse and worked well with other agencies to do so. There were enough appropriately trained and skilled staff to meet people's needs and to keep them safe. We were assured any future new admissions into the home would be done on a phased basis to ensure safe staffing levels were maintained.

The provider had commenced a significant premises improvement and refurbishment programme. Improvement works included redecoration of communal areas, people's rooms, new flooring and plans to significantly enhance the outside space. To best support people living with dementia and memory problems, we have recommended the provider consults national best practice guidance for creating a dementia friendly environment.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.

People and those important to them were involved in planning their care. Staff evaluated the quality of care provided involving the person, their families, and other professionals as appropriate.

A desire to re-establish Nazareth House – Manchester as a valued place within the local community was a recurring theme amongst everyone we spoke with. At the heart of this, was renewed commitment made by leaders and staff to a set of shared core values. This was underpinned by the well-established and valued association with the roman catholic church. People affectionately referred to the 'Nazareth House family' a family that welcomed people of all faiths, and those of none, and one which embraced and celebrated people from diverse backgrounds.