Minshull House

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 management and leadership was inconsistent. Leaders and the culture they created supported the delivery of high-quality, person-centred care.

This service scored 86 (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 clear and shared vision, strategy and culture that staff at all levels understood and practiced. Leaders rooted this culture in transparency, equity, equality and human rights, with a strong emphasis on diversity, inclusion and meaningful engagement. For example, managers showed a strong understanding of the challenges people faced and the needs of people and their communities. The short‑break service operated with a values‑driven culture focused on inclusion, safety and compassion, which enabled people with a learning disability and autistic people to have positive and meaningful short breaks.

Managers communicated the vision clearly and modelled expected behaviours consistently. Their leadership created a culture of trust, openness and respect where staff felt confident and motivated. Staff clearly explained how their roles contributed directly to positive outcomes for people. Staff comments included, “We are here solely for the people we support, they are at the centre of everything,” “The organisations values are why I work here” and I just love my job and everything the Autism Initiatives stands for.”

Professional partners also recognised the strength of the service’s culture. One professional described the service as “Values‑led and genuinely person centred,” and said leaders “Set a clear direction that staff follow in practice.” Another professional told us the culture was “Open, transparent and inclusive,” and said this positively influenced partnership working and outcomes for people.

Families described the atmosphere as welcoming and caring, and professional partners said the service showed “A strong sense of purpose and teamwork.”

The provider had inclusive leaders at all levels who clearly understood the context in which they delivered care, treatment and support and who consistently embodied the organisation’s values. For example, managers demonstrated the skills, knowledge, experience and credibility needed to lead effectively, and they led with integrity, openness and honesty. Managers provided clear direction and actively promoted a positive culture placing people using the service at the centre of decision‑making.

Managers showed a strong understanding of the needs of people with a learning disability and autistic people and ensured the service operated in line with best practice, legislation and safeguarding requirements. They remained visible and approachable and maintained open, respectful communication with staff, people using the service and their families.

The management team actively promoted a person‑centred, inclusive and values‑based culture and ensured people were respected, listened to and supported to have choice and control over their short breaks. Managers championed equality, diversity and inclusion and made reasonable adjustments so everyone could access and benefit from the service.

Managers supported staff through effective supervision, training and development, which helped staff feel confident, valued and motivated to deliver compassionate care. They encouraged reflection and learning and used feedback from people and families to inform service development and improvement.

Managers handled concerns and incidents appropriately and demonstrated accountability, transparency and a clear commitment to learning. They used learning from incidents, concerns and feedback to strengthen practice and improve outcomes.

The provider fostered a positive and open culture where people felt able to speak up and confident their views would be heard. For example, a culture was promoted where people, families and staff felt safe to raise concerns, ask questions and share feedback.

People and others were supported to raise concerns in accessible ways that met their individual communication needs. Staff were attentive to both verbal and non‑verbal cues and took time to check how people were feeling. Clear, accessible information explained how to raise concerns or make complaints, and people were reassured they would be taken seriously and supported without fear of negative consequences.

Staff felt able and confident to challenge poor practice and use whistleblowing procedures if needed. Concerns were handled promptly, sensitively and respectfully, and learning from concerns and complaints was used to improve the quality and safety of the service.

The provider valued diversity within their workforce and worked towards creating an inclusive and fair culture by promoting equality and equity for staff. For example, recruitment, induction and ongoing employment practices were non‑discriminatory, and reasonable adjustments were made where needed to support individual staff requirements. Managers actively promoted an inclusive culture and valued different backgrounds, experiences and perspectives.

Staff received training and guidance on equality, diversity, inclusion and human rights, which supported their understanding of responsibilities and enabled them to provide respectful, person‑centred support. Clear policies and procedures were in place to address discrimination, bullying or harassment, and staff knew how to raise concerns if needed.

Managers fostered an open and supportive working environment where staff felt valued, listened to and able to be themselves.

The provider had robust governance and management systems in place to make sure services were safe, well run and sustainable. For example, clear goals were set each year and regularly reviewed by senior managers, using feedback and learning to drive continuous improvement. Safeguarding was embedded into everyday practice, supported by up‑to‑date information, clear reporting processes and swift action when risks were identified. Mangers maintained oversight through regular audits, reviews and reports to senior managers and trustees, ensuring clear accountability at all levels. Health and safety risks were proactively managed. Learning from incidents, complaints and safeguarding concerns was consistently used to improve practice, demonstrating an open and learning‑focused culture.

The provider worked extremely well in partnership with commissioners, local authorities, health professional partners, families and community organisations. For example, professional partners consistently described Minshull House as “Professional, person centred and always on hand for advice and support,” and as a service “Warm and welcoming” and “Of great benefit to individuals and carers.”

Families described strong, positive partnership working with managers and staff. They told us managers and staff listened to them, involved them and supported them fully, and worked closely with them to plan and review their relative’s support. One family member said managers and staff “Work with us, not around us,” while another told us, “They always involve us and keep us informed.” Families valued open and honest communication and said this helped build trust and confidence during both routine stays and periods of change.

Professional partners described managers and staff as “Strong and proactive” and “Always wanting to help.” Partners repeatedly praised communication as “Excellent,” and shared comments such as, “Managers and staff are always there to answer the phone or email” and “Open, transparent and keen to take on feedback.” Families echoed this feedback, describing communication as “Spot on” and saying they always knew what was happening with their relative’s care.

Professional partners expressed high confidence in how the service managed complex needs, risks and safeguarding. They described staff as “Holistic” and “Not risk averse,” and said staff would “Highlight concerns immediately.” One professional told us staff involvement in best‑interest decisions was “Invaluable,” and he team had “A clear understanding of the MCA and safeguarding.”

Managers and staff also developed strong links with the local community. Staff supported people to access activities and places that mattered to them, including swimming, beaches, cafés, shops, walking routes and other local opportunities. Families said this support helped their relatives feel connected, confident and part of everyday life.

Professional partners frequently described partnership working as going “Above and beyond.” Managers and staff provided emergency and extended respite during crisis situations, which professionals said, “Prevented hospital admission.” One professional told us, “I cannot praise them enough for the work they do,” while another described Minshull House as “Excellent – providing the highest levels of support,” and consistently going beyond expectations for the benefit of people and their carers.

The provider demonstrated a commitment to continuous learning, improvement and innovation across the service and the wider organisation. For example, managers encouraged staff to reflect on practice and share learning, both within the service and across other services operated by the organisation. Staff described feeling encouraged to share ideas and learning during team meetings, supervision and reflective discussions. Learning from incidents, feedback, reviews and day‑to‑day experiences was routinely discussed and used to inform improvements in how support was planned and delivered.

There was also learning through partnership working with professional partners. One professional told us the service was “Open to learning and willing to adjust practice,” while another said, “Staff are reflective and responsive, using learning to improve support rather than repeating the same approach.”

Mangers supported learning and improvement through regular audits, reviews, supervision and organisation‑wide forums, where themes and learning were discussed.