Cherish UK Ltd Supported Living

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 therating 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 90 (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 who used the service and relatives were very complimentary about the care they received and said they felt well treated by staff. One relative said, “Staff are very caring. [Person] can [show signs of distress], however the majority of times seems very happy and this is due to staff.” Another relative said, “[Person] seems very happy with their staff.” A third relative added, “I think the level of care is excellent.”

The staff team were described as kind and caring. One relative said, “Yes, I do think staff are kind and caring. They take an interest in their hobbies for example rugby and football. They take them to matches and support him to look at his magazines and discuss things with him. They seem genuinely interested.” Another relative said, “If I see staff they are always helpful. I have not had any issues however if there were I would feel comfortable going to the office.”

Staff understood the importance of ensuring people were treated with dignity and respect when delivering care. At one of the supported living houses we visited, personal care was in progress. However, we saw the doors and curtains were closed to preserve the person’s dignity. A relative said to us, “(Person) sees the bungalow as her home and as far as I can see staff treat with dignity and respect.”

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

Staff demonstrated a proactive and person-centred approach when supporting people to explore their beliefs and identity. For example, during an assessment for a vacant flat, one person expressed an interest in converting to Islam. Staff recognised the importance of this and began identifying team members who shared the Islamic faith so they could provide appropriate guidance and support. Plans were put in place to support the person, once they moved in, to access places of worship and learn more about Islamic practices and culture. This approach ensured the person would be supported in a way that respected their wishes, promoted their identity and enabled them to explore their faith with appropriate and meaningful support.

The service demonstrated a commitment to innovation and enhancing people’s experiences through the use of technology. The service worked with the local authority to explore the use of virtual reality within supported living, which involved the use of VR headsets across the service. This technology enabled people, including those with limited mobility, to experience activities they may not otherwise be able to access, such as travel and leisure experiences, as well as revisiting meaningful memories. The technology could also be used to support people to become familiar with new or potentially anxiety-inducing situations, such as going to the dentist, This forward-thinking approach aims to promote inclusion, reduce anxiety and enhance people’s wellbeing through creative and personalised support.

Staff demonstrated a strong commitment to supporting people with complex and rare health conditions to remain informed, involved and empowered. For example, one person lived with a rare genetic condition, which affected multiple aspects of their health and daily living. Staff ensured the person received regular specialist input and supported them to attend an annual conference elsewhere in the UK, which they travelled too independently. They were able to learn about developments in research and share their own experiences. This approach enabled the person to remain actively involved in understanding and managing their condition while promoting their wellbeing, confidence and sense of voice.

Staff demonstrated a strong understanding of people’s cultural and religious needs and ensured these were reflected in the care provided. For example, one person who communicated non-verbally had specific cultural and religious practices that were important to them. Staff ensured their meal plans included designated vegetarian days in line with their beliefs and carefully planned personal care routines around religious practices which required that hair and nails were not cut on certain days. Staff also supported the person to attend visits to a local temple so they could remain connected to their faith and community. This personalised approach ensured the person’s cultural identity, dignity and wellbeing were respected and upheld.

Staff adopted a person-centred approach to ensure support reflected people’s preferences and needs. For example, one person’s care plan originally stated they preferred to shower in the evening, however, staff noticed he often declined this. During a review, the person explained he preferred showering in the morning, so staff updated the care plan and adjusted his support schedule accordingly. An occupational therapy assessment was also requested to ensure showering remained safe due to the person’s physical disability. The person shared they felt most comfortable being supported by a particular staff member, and rotas were adjusted where possible to accommodate this. These changes led to improved engagement with personal care while ensuring the person maintained choice, dignity and independence.

One person was supported to maintain important aspects of their identity and community connections. As a practising Catholic, they attended their local church independently each Wednesday and Sunday, something they felt confident and happy doing. Church was an important part of their life and provided them with a strong sense of belonging, particularly as a family member also shared the same passion. They enjoyed participating in services, seeing familiar members of the congregation and spending time in prayer and reflection. This routine supported their independence, wellbeing and connection with her community.

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

We saw excellent examples of where the service had enhanced people’s independence through planned stages of support.

People were supported to access their community in a way that promoted independence, choice and control while managing risks appropriately. Individuals were encouraged to plan journeys, check arrangements such as opening times and share their plans as part of developing their awareness of personal safety. People used strategies such as carrying a charged mobile phone, having emergency contact details and using minimal cash to reduce risks, with some choosing to use location sharing or personal alarms for additional reassurance. Staff focused on enabling, rather than restricting, access to the community, supporting people to take part in work, education, shopping and social activities safely and independently.

One person who used the service lived in their own supported living accommodation, although was still heavily reliant on family to complete the vast majority of their daily living tasks. However, once this person realised this would reduce their ability to live independently a plan of support was put in place and over time their weekly support was reduced from approximately 80 to 50 hours and without the need for any sleep staff at night. During this period, this person learnt to cook, keep their home clean and manage their laundry. The person now enjoys a more independent, confident, and fulfilling life.

Another person was supported to maintain their independence while safely managing their own medication. During routine checks staff noticed that some medication remained in the pot, indicating it may not have been taken as prescribed. Staff responded promptly and sensitively by arranging a medication review with the person’s GP to confirm they continued to have capacity to manage her own medicines. To provide additional reassurance while maintaining their independence, staff introduced a temporary measure of completing a daily medication countdown to ensure the correct medication was being taken. This approach enabled the person to continue managing their medication independently while ensuring appropriate oversight to support their safety and wellbeing.

Another person was supported to undertake travel training to help them develop the confidence and skills required to travel independently. As a result, the person was able to complete longer journeys across the country, significantly increasing their independence.

The service regularly went above and beyond to ensure people were able to maintain relationships with their friends, family and loved one and recognised the importance of supporting people to develop and maintain meaningful relationships. For example, two people who used the service had been in a romantic relationship for several years were supported to enjoy a day out together as a couple on valentines day. Staff arranged activities such as a visit to a bowling alley followed by a meal out, enabling them to spend quality time together and enjoy shared experiences.

Staff supported people to develop and maintain relationships while ensuring their rights and safety were respected. One person wished to pursue a relationship with an older partner. Staff recognised there were potential risks and completed a mental capacity assessment, which confirmed the person had capacity to make decisions about their relationship. Following this, staff continued to provide appropriate support and oversight while respecting the person’s right to make their own choices.

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 knew the people they supported and understood their needs. Staff were clear about the course of action to take if they were concerned about a person’s needs deteriorating. The provider had close working relationships with other professional agencies and sought support as and when required. Staff were confident that they could seek support from their managers at any time if there were concerns over the welfare of a person in their care.

People who used the service and relatives said they felt the service was responsive to their needs. One relative told us, “Staff are very responsive if there are any issues for example they will update me if (person) is unwell.” Another relative added, “Definitely the service is responsive I know everyone on first name terms.”

The provider always cared about and promoted the wellbeing of their staff, and was exceptional at supporting and enabling staff to always deliver person-centred care. The registered manager recognised that staff were an integral part of the organisation and that their wellbeing was an important part of their work.

Staff spoken with during the inspection all provided extremely positive feedback to us about enjoying their work and feeling supported with their wellbeing. One member of staff said, “I’ve had some struggles in the past and they were good with that. They listen and if you need a break, you can have one.” Another member of staff said, “They look after staff welfare and if ever you need any personal time, it is there.”

Throughout our inspection, it became apparent that staff welfare and happiness at work was taken extremely seriously.

Following a serious incident involving a person using the service, which was witnessed by a member of staff, the service recognised the potential emotional impact this could have on the staff member. Managers responded promptly to support the staff member’s wellbeing, providing paid time away from work where needed, carried out regular management check-ins and opportunities to discuss the experience in a supportive environment.

The staff member was supported both informally and through supervision to ensure they felt listened to and reassured. Staff were also reminded of the organisation’s wellbeing programme and signposted to additional support services should they wish to access further emotional support. This approach helped ensure staff felt valued, supported and able to recover following a distressing incident.

In another instance, following the passing of a person using the service, the family hadn’t wanted to have a traditional funeral. However, Cherish organised a memorial gathering where people and staff could come together to pay their respects, say goodbye and reflect on their time together. Memorial plaques were also created for people so they could be remembered.

The service recognised and celebrated staff who consistently went above and beyond in their roles. For example, the organisation had introduced an annual excellence award in memory of a staff member who had passed away from illness. The award recognised staff who had demonstrated exceptional dedication and compassion in their work. The winner of the award had their photograph displayed on a recognition wall at head office, helping to celebrate their contribution and inspire others. This initiative reflected the organisation’s understanding of the importance of valuing and recognising staff in what can be a challenging profession, helping to promote a positive and supportive workplace culture.

The service had access to in-house psychologist services for any specialist support staff required relating to their mental health. Managers could refer staff (with their consent) for counselling if they had experienced something challenging within their personal life or whilst at work.

A cycle to work scheme was operated. Cherish UK had purchased bikes and lent them to staff to aid with getting to and from work. This assisted with bus and taxi delays, as well as opening up support work opportunities to staff who didn’t drive, whilst also promoting health and general wellbeing. One member of staff undertook additional mental health awareness training to increase their understanding of how best to support other staff in the workplace and also cascade to other staff. This helped foster a supportive culture where staff felt able to discuss their wellbeing and access support when needed.

Staff had access to flexible working arrangements where necessary and is response to illness, injury or any other life changing circumstances. For example, one member of staff had been able to create a flexible working pattern of shorter shifts, closer together to better enhance their work life balance. Special arrangements could also be made for staff when returning to work from maternity leave to help them get back into a normal working schedule.