Cherish UK Ltd Supported Living

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 Outstanding. At this assessment the rating has changed to 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 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 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 registered manager was passionate about delivering a quality service to people receiving care. The staff we spoke with were equally committed to providing the best support they could. Staff told us they enjoyed working for the service and felt a positive culture was promoted. One member of staff said, “Everything is okay for me and I feel like Cherish are good to work for.” Another member of staff said, “I love it and it’s a great place to work. I want to retire here.”

The service had a set of core values in place, each reflecting a letter in the word ‘Cherish’. These included Caring, Helping, Enabling, Respecting, Inspiring, Supporting and Hearing. This ensured set principles were in place that shape how staff behave, make decisions, and deliver care.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

There was a staffing structure in place which included both the CQC registered manager and nominated individual. Additionally, there were supported living managers? and team leaders who oversaw the day to day running of the properties where people lived.

The service was committed to developing and nurturing internal talent, providing staff with opportunities to progress and reach their full potential. For example, the organisation introduced a development programme called FLOC (Future Leaders of Cherish) which identified and supported staff to gain experience across different areas of the business. The programme combined structured workshops with practical, hands-on learning in a range of roles, enabling staff to build skills and confidence. Staff who completed the programme had successfully progressed into a variety of roles, including positions in accounts, training, children’s services and care coordination. This demonstrated the service’s commitment to investing in its workforce, promoting career progression and ensuring staff felt valued and supported in their professional development.

The service demonstrated a strong commitment to developing effective leadership and management across the organisation. For example, a structured branch leadership development programme was introduced to upskill branch managers and deputy managers, providing them with the knowledge and skills required to lead high-quality services. We saw several members of staff had benefited from this process. The programme included a series of workshops covering areas such as communication, team engagement, performance management, conflict resolution, leadership, equality, diversity and inclusion, and meeting regulatory standards. Managers also received operational training in areas such as data analysis, budgeting and business intelligence to support informed decision-making. This comprehensive approach ensured leaders were well-equipped to support their teams, drive continuous improvement and deliver high-quality, person-centred care.

Everybody we spoke with made positive comments about the management and leadership of the service. One member of staff said, “We have a good manager at Cherish. There is a WhatsApp group we can use to raise any concerns. We can always ring for any help and I feel well supported.” Another member of staff said, “Yes there is good management. There are no barriers and it feels like one big team.” A third member of staff added, “If I need anything they are straight there. The manager is based elsewhere, but does visit here too.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff were aware of the whistleblowing policy and knew how to use it. They spoke with confidence about being able to talk to the registered manager about any concerns and felt they would be listened to.

We saw information about whistleblowing and who to contact was displayed on notice boards within staff rooms.

The provider strongly valued diversity in their workforce. They had an inclusive and fairculture which had improved equality and equity for people who worked for them.

The service took a proactive and inclusive approach to supporting staff from diverse backgrounds, including those joining from overseas. During the recruitment process, new overseas staff were offered access to interest-free loans to help with initial costs associated with relocating and settling into employment. Repayment plans were tailored to be affordable and flexible, ensuring staff were not placed under financial pressure. The service also offered repayment breaks or reduced contributions where needed, demonstrating a responsive approach to individual circumstances. This support helped reduce financial barriers, promoted equality of opportunity and enabled staff to feel valued and supported as they transitioned into their roles.

The service promoted equality, diversity and inclusion by valuing the diverse backgrounds of its staff team and using this to enrich people’s experiences. Where some people had initially struggled to understand cultural differences, staff took proactive steps to promote awareness and inclusion. For example, the service introduced regular “Sunday Club” sessions where staff from different cultural backgrounds prepared traditional meals and shared aspects of their culture in a relaxed, social setting. People were encouraged to take part, ask questions and engage with others, which helped to break down barriers, increase cultural understanding and build positive relationships. This approach fostered a more inclusive environment where both staff and people felt respected, valued and connected.

Adjustments were made to staff working patterns if they suffered from any health conditions. For example, one member of staff had arthritis moved to another supported living property where they didn’t have to use the stairs as much, reducing stress on their joints.

The service had clear policies in place to promote equality and prevent discrimination. These outlined protected characteristics such as age, disability, gender and gender identity, race and ethnicity, religion or belief, sexual orientation, and pregnancy or maternity. Staff were aware of these policies and understood their responsibility to treat colleagues and people using the service with fairness, dignity and respect. This helped to ensure an inclusive working environment where diversity was recognised and discrimination was not tolerated.

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 provider demonstrated a commitment to maintaining high standards of care and safety by conducting a variety of audits. These included checks on medication management, personal protective equipment (PPE), care/support planning, and risk assessments. In addition to these formal audits, the provider also performed spot checks and competency assessments, which served to confirm that staff were performing their duties both correctly and safely. This approach helps to ensure quality and compliance within the service.

The provider had an oversight of care visits, ensuring they occurred at the scheduled times and in line with established care plans. There were staffing rotas in place which staff said were organised and manageable.

The provider clearly understood and carried out their duty to collaborate and worked inpartnership, and services worked seamlessly for people. They always shared information andlearning with partners and collaborated for improvement.

The service went the extra mile to make strong connections with partners and the local community, which had benefited people who used the service in many ways.

The Cherish Life Foundation is a charity set up and run by Cherish UK Limited. The purpose was to raise funds and provide resources for the people of Cherish to enable them to access the community, enjoy ‘enrichment’ activities as part of their care and offer tailored experiences/resources to improve their lives. Due to this initiative, the service went the extra mile to make strong connections with partners and the local community, which had benefited people who used the service in many ways.

Two people who used the service lived a very sheltered life at home and had not previously experienced holidays or trips away. Staff recognised their wishes to travel and, through the support of the organisation, arranged a weekend break for them. Although initially anxious about leaving home, they quickly grew in confidence and enjoyment, expressing a desire to extend their stay. This support enabled them to experience new opportunities, develop independence and build meaningful relationships, significantly enhancing their wellbeing and quality of life.

The service demonstrated creativity and compassion in ensuring people remained connected and supported during challenging circumstances. When the usual annual Christmas party could not take place due to COVID-19 restrictions, staff developed an innovative alternative by organising a socially distanced Santa visit. A sleigh was created and placed in a minibus, which travelled over several evenings to visit people with learning disabilities, delivering gifts to ensure everyone received a present on Christmas morning. This initiative helped reduce feelings of isolation and brought enjoyment to people during a difficult time.

Other initiatives funded by the charity included supporting people to attend music festivals for people with a learning disability, trips to the safari park in the Cherish mini bus and staging Christmas parties for people.

People who used the service took part in a fundraising event dedicated to raising awareness about melanoma, the deadliest form of skin cancer, and encouraging early detection through self-exams and professional skin checks. People had enjoyed creating fliers for the event and delivering them.

The registered manager demonstrated a commitment to sharing best practice and promoting equality, diversity and inclusion beyond the service. For example, they delivered a presentation at a local provider forum attended by multiple supported living organisations across the Wigan borough, where they shared innovative approaches used within the service to support people’s cultural and religious needs in a personalised way. The presentation was well received, with other providers commenting on how informative it was and how they could apply similar approaches within their own services. Feedback also highlighted the wider impact of this work, with attendees reporting an increased understanding of cultural practices. This demonstrated how the service actively contributed to improving inclusive practice both within the organisation and across the wider care sector.

In addition, Wigan Council invited Cherish UK Supported Living to represent them at the Greater Manchester Learning Disability Conference. The registered manager attended alongside people who used the service, providing an opportunity to network with other providers from across the region. During the event, people were delighted to meet Greater Manchester Mayor and had their photograph taken with him.

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 were systems in place to learn and drive improvements. Staff meetings were held to enable staff to discuss concerns and voice their opinions affecting their work. Surveys were also sent to people and their relatives to gather their views to enable change within the service based on the feedback provided.