Apollo Care Central Manchester

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People told us staff were kind, caring and treated them with respect. They said staff took their time, did not rush care tasks and supported them in a calm and reassuring manner. One person said staff “Are good and I feel safe… they help me to get up and get dressed in the mornings,” and another described staff as “Kind and understanding,” and staff adapted their approach when the person felt anxious or unsure. A relative told us staff were “Very respectful” and communicated appropriately with a family member living with dementia.

People said staff protected their privacy and dignity during personal care. Examples included staff drawing curtains, checking consent before providing support, and covering household cameras during personal care to maintain dignity. Staff were described as attentive and patient, particularly when supporting people who needed additional time or reassurance.

Feedback showed staff treated people as individuals and responded to their preferences. People said staff listened to how they wanted tasks completed and supported them in the way they preferred. Relatives confirmed staff communicated well, involved them in discussions about care, and took action when concerns or misunderstandings were raised. A relative told us, “Staff are very respectful. [Name] has dementia and they (staff) treat her and communicate with her appropriately.”

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People told us staff treated them as individuals and provided care in line with their personal preferences. They said staff listened to how they wanted tasks completed and adapted their approach accordingly. One person explained that staff “Take their time and respond to what I ask,” and another relative described how staff were encouraged to support their family member in a way that maintained independence and matched their usual routines.

Feedback showed staff recognised what mattered to each person. For example, staff supported people to get up in the way they preferred, prepared simple food when requested, and adjusted communication styles to suit the person’s needs. Relatives told us staff were respectful of family wishes, particularly when encouraging independence or adapting care as mobility changed.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People’s mobility needs were clearly documented, and staff encouraged active participation in transfers, followed physiotherapy guidance and ensured people remained involved in decisions about how support was provided.

Daily living tasks were approached in a way that upheld independence. Staff planned and prepared meals but ensured food and drinks were accessible so people could eat independently. Support with washing, dressing and toileting was delivered sensitively, with staff offering prompting, reassurance and time rather than taking over tasks unnecessarily. A relative told us, “We like [Name] to be engaged and challenged. They were mobile at the beginning, so staff were encouraged to allow her to do simple tasks, were very respectful of family wishes.”

Staff recognised when a person wished to continue an activity and avoided abrupt interruptions, helping maintain a sense of control and reducing frustration. Because the person experienced memory difficulties, disorientation and occasional distress, staff used clear, straightforward communication and predictable routines to help them understand what was happening next.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff responded promptly to people’s immediate needs and ensured support was delivered in a timely and person‑centred way. Daily notes recorded staff checked how people were feeling on arrival, offered reassurance where needed and adapted their approach based on the person’s mood, environment or level of engagement. Staff used clear communication and consistent routines to help people feel settled, particularly when people experienced anxiety, changes in concentration or fluctuations in emotional wellbeing.

People were supported to complete tasks which mattered to them, such as maintain personal hygiene, household activities, meal preparation or maintaining a comfortable living environment. Staff provided prompting or practical assistance when required and ensured people remained as independent as possible.

Staff also monitored for any immediate changes in health, behaviour or wellbeing and shared this information with the registered manager or family members so appropriate action could be taken. This included noticing variations in mood, identifying when reassurance was needed, and responding quickly if a person appeared distressed or overwhelmed.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff told us they felt supported, valued and able to seek guidance whenever needed. The registered manager maintained an open‑door approach and encouraged staff to speak with them about worries, work‑related pressures or personal concerns. Staff received regular supervision, and the manager also checked in informally, particularly after difficult shifts or significant events, to ensure staff felt listened to and supported.

Additional wellbeing support was available through another senior member of the team, who staff could approach if they preferred to speak to someone other than the registered manager. Apollo Care Central Manchester was part of a wider franchise which offered access to a wellbeing coach, providing staff with further opportunities to receive professional support when needed. This helped create a culture where staff wellbeing was prioritised and staff felt comfortable raising concerns.

All eligible staff were automatically enrolled into the workplace pension scheme in line with Government requirements. Information was provided during induction, and staff were encouraged to ask questions to ensure they understood their entitlements.

Staff development was supported through structured induction, completion of the Care Certificate where appropriate, mandatory and role‑specific training, regular supervision, competency checks and annual appraisals. As the service grew, the provider looked for opportunities for staff to take on additional responsibilities or progress into more senior roles. Staff were encouraged to build on their strengths and interests, and further learning was supported where possible.

Out‑of‑hours support was consistently available. Staff could contact the registered manager by phone, text or WhatsApp for advice, reassurance or guidance. This included support with medication queries, safeguarding concerns, unexpected changes in a person’s needs or any situation where staff felt unsure.