Minshull House

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.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding.

This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 95 (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 demonstrated a caring approach, with people treated with kindness, compassion and respect. For example, staff consistently supported people in ways that recognised their individuality and protected their dignity and privacy. Personal care was delivered sensitively, with staff explaining what they were doing, seeking consent and maintaining privacy. Families said they felt reassured their relatives were treated well, with one telling us, “They treat [my relative] with so much kindness and respect – they are so caring and understanding.”

People were supported to make everyday choices and remain in control of decisions such as when to get up, what to wear, what and where to eat and how they spent their time. Staff offered choices in ways that matched people’s communication needs, including the use of visual or non‑verbal approaches, which helped people feel involved and respected.

Staff supported people’s emotional wellbeing, particularly during times of anxiety or distress. Support was calm, patient and reassuring, and staff took care to use approaches that helped people feel listened to and understood. One family member told us, “Staff are amazing, nothing is too much trouble,” highlighting how staff took time to respond gently and compassionately.

People’s identity and individuality were respected. Bedrooms were personalised with people’s own belongings and photographs, helping them feel comfortable and at home during their stay. Staff spoke positively and respectfully about people, focusing on their strengths, abilities and interests rather than limitations.

Continuity of care supported dignity and trust. Staff took time to build positive relationships and understand people’s preferences, boundaries and triggers. Where possible, familiar staff were planned on shift, which families said helped people feel safe and respected. One family member told us staff, “Really know [relative]” and understand how best to support them.

Professional partners also recognised the service’s caring approach. One professional described staff as “Kind, caring and truly person centred,” and said people were treated with “Genuine respect and compassion.”

The provider consistently treated people as individuals and shaped care, support and treatment around each person’s needs, preferences and life experiences. For example, staff took full account of people’s strengths, abilities, wishes, culture, background and protected characteristics, which ensured support remained inclusive, respectful and genuinely person centred. Staff tailored support to each person’s communication style, sensory needs, routines, interests and identity.

Staff knew people extremely well and used detailed, up‑to‑date information to tailor every aspect of each person’s stay. They adapted how they welcomed people, offered choices, recognised and supported distress, and promoted wellbeing and enjoyment. People did not have to fit into set routines; instead, the service adapted routines and approaches to fit around each individual.

Staff demonstrated person‑centred practice in many ways. Managers planned rotas so familiar staff worked with people where this was important, helping people feel settled and secure. Staff adapted communication using visual prompts, non‑verbal approaches and familiar phrases people understood. Staff also personalised environments with people’s belongings, photographs and sensory items so people felt comfortable and at home. During periods of anxiety, staff used individual calming strategies, offered reassurance, space or preferred activities based on what they knew worked best for each person.

Staff responded flexibly to changes in people’s needs and preferences between stays and showed sensitivity to what mattered most to each individual. Families consistently told us staff “Really know” their relatives and described a high level of trust in the service. Family comments included, “They know [relative] so well,” and “We trust them completely to care for [relative] in the right way.”

Professional partners echoed these views. One professional described the service as “Truly person centred and highly individualised. Staff understand people as individuals, not just their care needs.” Another professional told us support was “Bespoke and thoughtful, with routines, communication styles and preferences clearly respected.”

Managers and staff clearly demonstrated a deeply person‑centred approach. They explained how they adapted support to meet each person’s individual needs rather than using a one‑size‑fits‑all approach. Staff showed a strong understanding of everyone’s different needs, preferences and ways of communicating, and they spoke respectfully and positively about the people they supported. Staff told us, “No one is the same, they are all very different,” and “Each person we support is unique.”

The provider consistently promoted people’s independence and ensured people understood their rights and had genuine choice and control over their care, treatment and wellbeing. For example, staff delivered care on people’s terms rather than around service routines and actively encouraged people to make everyday decisions about their short breaks. This included decisions about how stays were planned, how people spent their time, what they ate, who supported them and when they chose to take part in activities or rest.

People developed independence skills during their stays, including accessing the community, travelling independently and building daily living skills. Families told us this support helped people gain confidence and apply these skills in their everyday lives.

Staff showed a strong understanding of how to support people to make choices in ways that worked best for them. They adapted how they spoke, listened and responded to people, taking account of individual communication styles, sensory needs and levels of understanding. Staff used creative and flexible approaches to involve people meaningfully in decisions, including where people were non‑verbal or where preferences changed between stays. We observed staff confidently using people’s preferred communication methods, including visual supports and familiar cues, which helped people understand their choices and feel included and respected.

Staff embedded positive risk‑taking into everyday practice. They supported people to build confidence, try new experiences and develop independence in ways that were planned, safe and meaningful. This included supporting people to take part in community activities they enjoyed, encouraging independence with daily routines and enabling people to make choices even when this involved managed risk. Families consistently told us their relatives were respected, empowered and “In control” during their stays.

One professional told us the service was “Exceptionally focused on independence, with staff supporting people to make choices at every opportunity rather than doing things for them.” Another said, “Staff promote independence in a thoughtful and respectful way, balancing safety with people’s right to take positive risks.” A further professional described the service as “Highly person centred, with a clear commitment to choice and self-determination.”

The provider consistently listened to and understood people’s needs, views and wishes, and staff responded quickly and effectively when needs changed. For example, staff provided timely, flexible and compassionate support and acted promptly to reduce discomfort, concern or distress. They recognised early signs of anxiety, distress or changes in wellbeing and responded in ways that reflected each person’s communication style, sensory needs and preferences.

Staff adjusted support immediately when people needed reassurance, quieter spaces, changes to routines, additional health support or increased supervision. Staff responded calmly, patiently and attentively, which helped prevent situations from escalating and supported people to feel safe and in control. Families told us staff were “Very quick to notice when something is not quite right,” and said this reassured them their relative would receive the right support at the right time.

Staff worked closely together during difficult situations, shared information quickly and adapted support without delay. Families reported high confidence in how staff responded in both every day and unexpected situations. One family member told us, “If [my relative] is upset or anxious, staff respond straight away and know exactly how to reassure them.” Another said, “Nothing is ever too much trouble, they always adapt things to help [my relative] feel settled again.”

Professional partners also praised the service’s responsiveness. One professional said staff were “Highly attuned to changes in people’s presentation and respond early, which often prevents situations escalating.” Another professional described the team as “Calm, flexible and effective under pressure,” and said their responses remained “Person centred and reassuring, even in complex or unplanned situations.”

The provider placed exceptional importance on staff wellbeing, support and enablement and clearly recognised the direct impact this had on people’s safety, experiences and outcomes. For example, staff consistently told us they felt valued, supported and empowered in their roles. One staff member told us, “The support from managers is amazing – they are so supportive and very approachable.” Another said, “I genuinely feel listened to here and respected.”

Managers took an active, visible role in supporting staff and provided regular supervision, reflective practice and individualised development opportunities. This support helped staff build confidence and capability in supporting people with a learning disability and autistic people. Managers encouraged staff to share ideas, raise concerns and contribute to service improvement. One staff member explained, “Team meetings are really inclusive – managers ask how we are and make sure everyone has the chance to speak,” while another said they felt “Confident to say anything” because of the open and trusting culture.

Managers prioritised emotional wellbeing, resilience and confidence. Staff described feeling well supported after difficult situations, which helped them remain calm, positive and responsive when supporting people experiencing distress or changing needs. One staff member told us, “We’re supported after difficult situations, which makes a huge difference to how confident we feel.” This approach contributed to high morale, low staff turnover and a confident, consistent workforce, which people and families benefited from.

Professional partners also commented positively on the workforce culture. One professional told us staff appeared “Well supported, confident and highly skilled,” and said this created “Stability and consistency for the people using the service.” Another professional described staff as “Calm, reflective and clearly well enabled by strong leadership.”

Managers actively supported staff development and progression. Managers recognised individual strengths and potential and supported staff through training, mentoring, supervision and opportunities to take on additional responsibility. As a result, many staff progressed from junior roles into senior support and management positions. Staff consistently told us managers encouraged and supported progression within the organisation.

The organisation further supported staff wellbeing through a range of incentives and benefits. These included a monthly cash prize draw, access to independent physical, mental and emotional wellbeing support, a discretionary paid day off to celebrate birthdays, the option of unpaid career breaks and access to a health cash plan.