Seven Steps Support Limited

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 75 (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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People were actively involved in developing their care and support plans and were encouraged to make choices about how they wanted to be supported and the outcomes they wanted to achieve. The service used a ‘Choosing My Support’ process to help people identify what was important to them and how they wished to receive support. People described their preferences, routines, personal goals and the qualities they valued in support staff. One relative said, “When they first started, they came out to meet us, and we discussed that it would be better to come to the house first before going out. We agreed how often and the hours. I feel fully included in that.” Another said, “They keep us informed every step of the way. What time they are coming, where they are going and what activities they are doing. They never let us down.” Staff told us they had access to an electronic system which gave them all the information they needed about peoples assessed needs and plans to provide their care.

Staff used this information to shape care planning, review support and recruit new team members, helping to ensure support reflected what mattered most to each person. The personalised approach ensured people were not only involved in decisions about their care but were empowered to shape the support they received and pursue goals that were important to them. Staff also worked with relatives, advocates and others who knew people well to develop a detailed understanding of their strengths, relationships and aspirations.

Care plans were regularly reviewed and updated when people's needs or circumstances changed. Staff clearly identified risks associated with people's needs and put measures in place to support them safely. When people's needs changed, staff reassessed risks promptly to ensure support remained safe and effective. Staff understood the importance of balancing safety with people's choice and control. Where activities people enjoyed, involved potential risks, staff took a positive approach to risk management and introduced measures to enable people to continue participating safely. By taking a positive approach to risk management, staff reduced barriers to access and promoted equality, enabling people to pursue their interests, maintain relationships and participate in meaningful activities that enhanced their independence, wellbeing and quality of life.

People's communication needs were clearly documented across care plans, risk assessments, hospital passports and emergency planning documents. Staff used a range of accessible communication tools, including social stories, visual aids, easy read information and personalised communication profiles. This helped people understand information, express their views and preferences, and play an active role in decisions about their care and lives.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Relatives told us the systems in place supported people to receive care to meet their needs. They praised the continuity of care provided by consistent staff teams who understood people's health conditions, communication methods and support needs. Families also described effective induction and shadowing arrangements for new staff, ensuring people continued to receive safe and appropriate support. One relative said, “[Persons] health is complicated so they need staff that know them inside out to read them. There is a team that have been with them a long time. They listen to my updates in the morning and take everything on board.”

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services. Through regular communication, shared care planning and a culture of mutual respect, staff worked collaboratively across teams and organisations to provide person-centred care. Information was shared effectively between staff and partner agencies, helping to ensure people received consistent support and did not need to repeat their experiences. Transitions, including hospital discharges and changes in support arrangements, were managed safely and smoothly.

Staff used care plans, risk assessments, health passports, hospital passports and communication profiles to coordinate support and share important information. They maintained positive relationships with families, keeping them informed and involving them in decision-making where appropriate. Staff also worked closely with GPs, the community learning disability team, occupational therapists, physiotherapists and counselling services to help ensure people received timely and coordinated healthcare support.

Effective systems were in place to enable staff to share information about people's care, supporting consistency and continuity of support. The service made referrals when people required additional support and worked with families and healthcare professionals to arrange and coordinate medical appointments. A multidisciplinary approach was used to help ensure people received the support they needed.

Staff spoke positively about the support they received from the management team. One staff member said, “I like the feel of this company. It’s close-knit. I like that we are a small, person-centred service.”

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

The provider always supported people to manage their health and wellbeing to fully maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

People experienced coordinated healthcare support, timely access to professionals, improved emotional wellbeing and positive health outcomes. People remained connected to healthcare services and received support that promoted both physical and mental wellbeing.

People were supported to maintain and improve their physical, mental and emotional wellbeing through effective partnership working with healthcare professionals and specialist services.

Staff worked closely with GPs, the Community Learning Disability Team (CLDT), Occupational Therapists, Physiotherapists and other health professionals to ensure people received timely and appropriate healthcare support. Referrals were made promptly when concerns were identified, with staff sharing relevant information and supporting people to attend face-to-face appointments.

Each person had a Health Passport and Hospital Passport to support effective communication with healthcare providers.

People were also supported to develop personalised coping strategies for managing anxiety. Staff introduced mindfulness techniques, guided breathing exercises and relaxation sessions using calming music to help people recognise triggers and manage emotional wellbeing more effectively.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Staff told us people had regular reviews of their care and support needs. These included ongoing discussions with people and their families to review their wellbeing, discuss any concerns and identify opportunities to improve outcomes. People and their relatives confirmed these reviews took place and said they were in regular contact with the provider.

One relative said, “[Person] tells them when they don’t want to do something. They are aware of what they like. They accommodate what they like. They also try to broaden their horizons and encourage them to try new activities.”

Another relative said, “They take [Person] to different group settings with like-minded individuals. They do lots of different activities. It does depend on [Person's] health and the weather. They plan with me each week.”

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

People made their own choices and decisions on a day-to-day basis about what they did, what they ate and how they filled their time. The service was skilled in how it obtained people's consent for care and treatment, adapting their approach to suit individuals needs and involving them in related decisions and assessing capacity when needed. People had tailored communication plans in place for staff to follow to make sure people were in control of their own lives. Staff communicated with people about their choices using objects of reference, pictures, sign language, and electronic aids. This enabled people who did not use verbal communication, to tell staff how they wanted to spend their day. Records included information about people’s capacity and how, either through verbal or non-verbal means, they were able to refuse or give consent for specific decisions.