Seven Steps Support Limited

We expect providers supporting people with a learning disability and autistic people to ensure people experience respect, equality, dignity, choice and independence, and have access to their local community. We assessed the service against the principles of ‘Right support, right care, right culture’. The provider consistently demonstrated these principles were fully embedded in practice. People experienced highly personalised care which promoted independence, inclusion and meaningful control over their lives.

Staff helped people stay safe while supporting them to remain independent and make choices about their lives. They understood risks to people and knew how to reduce them without placing unnecessary restrictions on people's freedom. Staff understood how to recognise and report abuse and followed safeguarding procedures to keep people safe.

The service followed safe recruitment processes and employed enough staff to meet people's needs. A consistent staff team helped people feel comfortable and supported.

Staff managed medicines safely and kept accurate records.

Staff received regular training and support to help them carry out their roles effectively. They understood people's needs well and received supervision, appraisals and competency checks to maintain good standards of care.

Staff supported people in line with the Mental Capacity Act. They respected people's rights and involved them in decisions wherever possible. Where people lacked capacity to make specific decisions, staff worked with others to ensure decisions were made in their best interests.

People received support to access healthcare services and attend appointments when needed. Staff worked closely with healthcare professionals to help people maintain their health and wellbeing.

Staff treated people with dignity and respect and took time to get to know them well. They listened to people, understood their preferences and supported them to make choices about their daily lives. Strong, trusting relationships had developed between people and staff.

Staff encouraged people to develop and maintain their independence. People were supported to make choices about meals, take part in shopping, manage aspects of their finances and develop practical life skills. Staff focused on people's strengths and supported them to achieve their goals.

Staff understood how people communicated and adapted their approach to meet individual needs. Information was available in accessible formats to help people understand and be involved in decisions about their care.

Staff valued people as individuals and celebrated their achievements. They spoke positively about people and showed genuine enthusiasm for supporting them to live meaningful and fulfilling lives. People were encouraged to maintain relationships, enjoy hobbies and interests, and take an active role in their communities.

There was a consistently strong and positive culture within the service. Without exception, people and relatives expressed a high level of confidence in the management team. They felt able to raise concerns and provide feedback openly and were confident managers would listen, respond promptly and take appropriate action. Managers were highly visible and accessible and were consistently described as approachable, supportive and responsive.

The registered manager demonstrated exceptional leadership and had successfully embedded a culture of openness, learning and continuous improvement. Staff understood and shared the provider's vision for delivering high-quality, person-centred care and support. They were motivated and empowered to reflect on practice, learn from people's experiences and work collaboratively to identify opportunities for improvement. This resulted in a staff team that was committed to continually developing the service and achieving high-quality outcomes for people.