Apollo Home Healthcare Limited-North West

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 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.
The management were passionate about providing personalised care and opportunities to people with complex needs which they otherwise may not have had. Their focus was on the “six c’s” - care, compassion, competence and communication, courage and commitment – and although not all staff specifically mentioned this they all understood what the service wanted to achieve and how to achieve it.
Some care staff felt more team meetings would be beneficial, we fed this back to the management team who said this was something they were already considering. However, all staff expressed how good the communication was within the service and felt the culture within the service promoted this.
A robust recruitment and induction process ensured staff fully understood the aims and culture of the service before they completed visits independently.
 

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.
The registered manager was very experienced and passionate about providing care to people with complex needs. An effective structure within the service ensured, staff were supported as soon as their employment commenced, with a robust induction process and detailed and thorough observations and competency checks.
The service was very well organised which ensured staff knew where to seek advice or guidance from when needed. Regular one to ones and good communication ensured people felt supported to provide a high standard of care to people in their own homes.
People we spoke to were positive about the management team, one person said, “I can voice any concerns with the manager. They do what they can and try to sort any problems out”.
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
All the staff we spoke to said they felt comfortable to raise concerns and had the opportunity to do so. Staff said they felt listened to and were confident that any concerns they did raise would be dealt with appropriately. One member of staff said, “I have no concerns at all about the way I am treated by the service”.
 

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.
The management team ensured that people were treated equally. Staff received training on equality and diversity, and adjustments were made to shifts and rotas where appropriate to accommodate people’s needs. There was a diverse workforce within the service which represented the community that they support.
 

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.
The service demonstrated highly effective governance and management, with strong oversight of quality, safety and performance. Management used clear systems to monitor incidents, identify themes and drive continuous improvement.
The internal quality team had oversight of the delivery of care at each stage and where areas of risk or improvement were identified, swift and appropriate action was taken. Information and learning were shared with staff and the wider service as appropriate.
 

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 service worked in partnership with other healthcare professionals who all spoke positively about the service. A children’s nurse said, “The service is proactive in liaising with hospitals, therapists, schools, and community teams.”
Information was shared in a timely manner to promote safe and consistent care and staff understood their responsibility to provide care that was holistic and well-coordinated.
 

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. They actively contributed to safe, effective practice and research.
There was a culture of learning and development in the service which was fostered by the management team and monitored by the quality team. Staff understood the importance of learning from incidents and feedback. The provider offered ongoing training and shared updates and information meetings and encouraged feedback from the staff and people who use the service.
Regular supervisions, team meetings and training sessions were used to reinforce learning, celebrate good practice and encourage innovation. This commitment to continuous improvement ensured the service remained resilient, forward thinking and consistently focused on delivering safe, high quality and person centred care.