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. This is the first assessment for this service. This key question has been rated 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 95 (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 was exceptional at treating people with kindness, empathy and compassion. Staff consistently respected people's privacy and dignity and treated colleagues and professionals from other organisations with kindness and respect.

People and family members consistently described staff as exceptionally kind and caring. One relative said, “I think they are all really good. I can't thank them enough. They all seem to be there because they like their job, not because it is a job. They also have common interests with [Person].” Another relative said, “I am extremely pleased with the care that he gets. I am confident leaving him in supported living. They are knowledgeable. They feedback anything and everything. They are supportive of myself as well.”

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 said, “[Person] never complains about them [staff]. They know what [person] likes doing and accommodate. [Person] seems thoroughly happy with 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.

Staff demonstrated a strong understanding of the emotional impact of bereavement and ill health on people and those important to them. They recognised when additional emotional support was needed and adapted their approach to each person’s individual circumstances. This meant people experienced compassionate, responsive and consistent support during particularly difficult periods, helping them feel understood, valued and reassured and supporting their emotional wellbeing. 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. One professional said, “[Person] and the staff team are wonderful, they are so caring and the residents they support are like family to them. [Person’s] 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. They also provided support in ways that promoted independence while ensuring people remained engaged and included.

The provider treated people as individuals and demonstrated an exceptional commitment to ensuring support reflected people’s unique needs, preferences, strengths and aspirations. Staff invested time in understanding people’s life histories, personalities, cultures, beliefs, identities and protected characteristics. This detailed knowledge was consistently translated into highly personalised support based on what mattered most to each person.

People were enabled to maintain the relationships, faith, interests and community connections that were important to their identity and wellbeing. Staff recognised that these were not simply activities or preferences, but important aspects of people’s lives that provided belonging, purpose and continuity.

One person held a valued role within their local church. Staff recognised this was not simply a weekly activity but an important part of the person's faith, identity, sense of purpose and contribution to their community. They consistently supported the person to attend church each Sunday and continue in this meaningful role.

Staff showed the same individualised approach when two other people moved away from their family homes. They recognised the importance of the church and established relationships within their faith community and supported them to reconnect. Both people were able to resume meaningful religious participation, rebuild valued relationships and experienced increased happiness and wellbeing.

This demonstrated that staff saw people as unique individuals rather than defining them by their disability or support needs. They understood what gave people identity, belonging and purpose and tailored support to ensure these important aspects of people's lives were maintained following significant life changes. Support was adapted as people’s circumstances, preferences and aspirations changed, enabling them to maintain skills, pursue interests and access meaningful opportunities. The impact was that people remained connected to the people, places and experiences that mattered to them, strengthening their confidence, sense of identity, emotional wellbeing and quality of life.

Staff also demonstrated an in-depth understanding of how each person communicated. This was particularly important for people who used limited verbal communication. Staff recognised individual ways of expressing choice, emotion and wellbeing, including subtle changes in mood and presentation, and adapted their approach in response. This meant people’s communication needs did not present a barrier to being heard. People were able to express their preferences and influence their support, giving them greater choice and control over their lives.

Relatives consistently told us staff knew people extremely well and understood what was important to them. This knowledge enabled staff to recognise changes, respond to individual circumstances and provide support in ways that were meaningful to each person. People therefore experienced continuity and support that reflected who they were rather than a standardised approach to care.

This highly personalised approach had a demonstrable impact on people’s lives. People increased their confidence and independence, maintained important relationships and aspects of their identity, participated in activities and communities that were meaningful to them and pursued individual goals and aspirations. Staff’s detailed knowledge of people enabled them to maximise opportunities and respond as people’s needs changed. As a result, people were not simply supported to have their care needs met; they were enabled to live lives that reflected their individual identity, strengths, choices and aspirations.

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.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.

Staff took time to understand what mattered to each person and provided support that reflected individual preferences, interests, goals and life history. People were engaged in a wide range of activities and events which enhanced their wellbeing.

One person had moved into supported living following a difficult life event. Since moving into their own home, with support from staff the person had developed significantly in confidence, independence and social skills. Staff then sensitively supported the person to reconnect with a family member, ensuring the person remined in throughout the process. Initial contact was supported by a trusted staff member and developed into a positive, meaningful relationship. This demonstrated that staff understood what mattered to the person and found a proportionate way of balancing their right to maintain family relationships with privacy and safety. The service continued to support the relationship in accordance with the person's wishes.

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. One person told us,” Since I have lived here, I am more independent and I don’t have to rely on other people to do things.” 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 they 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.”

People’s nutrition and hydrations needs were met. People were given choices each day of what they would like to eat for their meals. They had the opportunity to develop their skills within the kitchen. Staff monitored people’s wellbeing and encouraged healthy choices. People we spoke with told us they enjoyed the food provided at the home. One person said, "The food is lovely."

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.

During the assessment, we observed many positive interactions between people and staff. For example, staff took time to engage meaningfully with people before a social activity. We also saw staff provide reassurance and support when people became distressed and offer sensitive assistance when people needed support with their personal care.

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

The management team demonstrated a 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 provider 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.