Seven Steps Support Limited

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 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 and relatives consistently described staff as exceptionally kind, caring and respectful.

Care was genuinely person-centred and shaped around each person's preferences, routines, communication needs and life experiences. Staff knew people well and adapted their approach to reflect individual personalities, how people were feeling and what mattered to them each day. This helped people feel valued and ensured support focused on the person rather than the task.

One relative told us staff ,“genuinely care” and treat people “like a buddy, like a friend.” Feedback demonstrated staff had developed strong and extremely positive relationships with the people they supported and understood their individual ways of communicating. Relatives also told us staff promoted privacy and dignity during personal care and treated people with kindness and respect at all times.

A relative said, “They [person] have a good group of girls that are caring and supportive. They treat them with tender loving care. The management are approachable. I feel so lucky to have them.”

Staff built positive and trusting relationships with people. They took time to listen, understand what was important to people and provide support in ways that promoted comfort, dignity and emotional wellbeing. People appeared relaxed and comfortable in staff's presence and readily laughed and joked with them. Interactions were consistently warm, positive and meaningful.

The provider recognised the emotional impact of bereavement and ill health on people, their families and staff. Emotional support and kindness were embedded throughout the culture of the service, and staff worked alongside families during difficult times. External feedback about a person's care stated, “Staff were passionate about [person's] care and wellbeing and knew them very well. [Person] was clearly very well cared for and loved by his staff team.” External professionals provided similarly positive feedback. Another professional said, “[Supported Living manager] and the staff team are wonderful, they are so caring and the residents they support are like family to them. [Supported Living manager] and the staff team really go above and beyond to support people in a person-centred way even at the most challenging of times.”

When people became upset or distressed, staff sought to understand the reasons for this and worked alongside them to reduce anxiety and provide reassurance. Staff remained calm, patient and encouraging until people felt settled.

Staff protected people's privacy and dignity by discussing confidential information discreetly, knocking on bedroom doors before entering and respecting people's personal space. Relatives provided examples of how staff delivered personal care in a way that upheld people's dignity, choice and independence. One family member told us, “When [person] needs the toilet they will ask [person] and wait outside until [person] says they need help.” This demonstrated how staff respected the person's privacy while remaining available to provide support when needed. Another family member said, “They treat [person] gently when rolling them. Cover [person] below when they are changing them. They treat [person] with kindness and respect.” This showed staff considered people's comfort and dignity during personal care and treated them in a compassionate and respectful manner.

The provider treated people as individuals and was exceptional in ensuring care, support and treatment reflected people's unique needs, preferences, strengths and aspirations. Staff took time to understand people's life histories, personalities, cultures, beliefs and protected characteristics, using this knowledge to provide highly personalised support that reflected what mattered most to each person.

People and their relatives told us staff knew people well and understood how to meet their individual needs. A relative told us, “They [staff] love [Person]. They treat [person] like a buddy, like a friend. They are very respectful of [person].”

Staff recognised and responded to people's individual needs, including their cultural backgrounds, religious beliefs, dietary preferences, communication needs and personal routines. Support was tailored to the individual and adapted in response to people's changing needs, preferences and goals rather than relying on standardised approaches. Staff developed personalised activities and meaningful opportunities based on people's interests, abilities and aspirations, helping people maintain skills, pursue hobbies and remain engaged in their communities. “One relative said, “[Person] has his own car. [Person] accesses the community. They take [Person] to different group settings with like-minded individuals. They do lots of different activities. It does depend on [persons] health and weather.” They went on to say, I like that [persons] gets social interaction with their peers. [Person] is making friends and it is making [persons] world so much bigger than what it has been.”

Staff demonstrated an exceptional understanding of people's behaviours, communication methods and support needs. They recognised subtle changes in people's mood, wellbeing and presentation and adapted their approach accordingly. This was particularly important for people who had limited verbal communication, as staff understood each person's unique ways of expressing themselves and ensured their views and wishes were understood and respected.

Relatives consistently told us staff took time to get to know people well and understood what was important to them. This enabled staff to provide support that was respectful, meaningful and responsive to people's individual circumstances. As a result, people experienced exceptional care that reflected their preferences, maintained their identity and promoted their wellbeing.

The personalised approach had a positive impact on people's lives. People were supported to build confidence, develop independence, maintain relationships, participate in activities they enjoyed and achieve outcomes that were important to them. Staff's detailed understanding of each person enabled them to provide support that enhanced people's quality of life and ensured they were treated with dignity, respect and compassion at all times.

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

People said staff offered choices and encouraged them to remain as independent as possible. This included prompting decision making and giving people time to do things for themselves.

Care staff described how they completed tasks alongside people and encouraged them to do as much as possible for themselves. For example, when people prepared meals, staff remained nearby to provide prompts, reassurance or practical advice if needed, but allowed people to take the lead. One staff member explained they might offer guidance such as reminding a person to check if they had remembered everything they needed, while ensuring the person remained in control of the task. This promoted independence, confidence and choice.

A visiting professional said, “What stands out most is their [Seven Steps Support Limited] unwavering belief in the potential of the people they support. They empower individuals to make choices, pursue opportunities, and live fulfilling lives. Their approach is genuinely holistic, ensuring that people are supported not only with their physical health needs but also emotionally and socially. They create opportunities for people to develop skills, gain confidence, and achieve goals that are meaningful to them.”

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 responded promptly to people's needs and took action to minimise any discomfort, anxiety or distress. They had a detailed understanding of people's individual needs and preferences and adapted support when circumstances changed. People and their relatives told us support was provided in a calm and unhurried way, which promoted people's comfort, wellbeing and safety.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

The provider placed a strong emphasis on staff wellbeing and created a culture where staff felt valued, respected and listened to.

The management team demonstrated an extremely strong commitment to equality, diversity and human rights, embedding these values throughout the service. Staff consistently told us they felt exceptionally well supported and motivated to provide high-quality, compassionate and person-centred care. They said leaders prioritised their wellbeing and recognised the link between supporting staff and achieving positive outcomes for people.

Staff received regular supervision sessions and attended staff meetings. They told us they were well supported and encouraged with their professional development if that was important to them. One member of staff told us, “They took a chance on me as I had not worked in social care before and trained me to what I am today. I feel very protective towards them as a company and if I mention where I work people seem to know us and our good reputation. We all care deeply about our client’s.” Another said, “I love working for Seven Steps even when times are hard we all pull together I like how management are always there with open ears to listen. I like how staff are one big family although we have our differences sometimes, we work as a family.”

The service invested in staff development by providing access to wellbeing courses and recognised qualifications. This helped staff build resilience, confidence and skills that enhanced both their personal wellbeing and professional practice. Staff had access to a range of wellbeing resources and practical support to help them manage the emotional demands of their role and maintain a healthy work-life balance.

Managers promoted a genuinely open, inclusive and supportive culture. Staff told us they felt comfortable approaching managers to discuss work-related challenges, wellbeing concerns and personal issues. The open-door approach encouraged honest conversations, timely support and a strong sense of belonging within the team.

As a result, the service maintained a positive and engaged workforce. Staff morale was high, turnover remained low and people benefited from consistent support from a stable team of skilled, motivated staff who knew them well and were committed to helping them achieve the best possible outcomes.