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17 Aug 2026

Every contact that happens between care staff, no matter what role or level of responsibility, has the power to make an impact on someone’s life and their behaviour. It is vital that all staff have the knowledge and skills to make all these interactions count. This new framework encompasses and builds on the behaviour change development framework (BCDF) that is already in place and is adapted to encompass the realities of adult social care and change the direction to a more practical and person-centred approach.

The COM-B model

This model is backed by behavioural science and argues that for any behaviour (B) to occur, the individual must have the capability (C), opportunity (O) and motivation (M) to carry out that behaviour, regardless of if the behaviour positive or negative. Not only does the COM-B model show how the behaviour can be produced, it also shows how behaviour can be changed using the same model.

  1. Capability (C): it encompasses both an individual’s psychological and physical capabilities. Does the person have the knowledge and psychological strength for that behaviour change? It is also important for staff to evaluate this to see if they can make the change.
  2. Opportunity (O): it includes whether the person has the appropriate external factors for the behaviour to happen. For example, the location, time, equipment, access to services and other resources. Does the person’s situation allow the change to happen?
  3. Motivation (M): this element refers to the internal influence of the decision making for that behaviour. Ask yourself, does the person want to make the change? How do their past experiences and what truly matters to them shape their confidence and readiness to make the change?

All three of these are equally as important as the other. If one is missing, then the change may not be effective or happen at all as the change may feel unsafe for the person or too hard to achieve.

The four-level structures

This new framework retains the four-level structure, whilst making it more practical, person centred and focused on creating positive action. Each individual will be able to make a difference, and the four-level structure is designed to be fluid, so that staff can act on any level at any time.

  • Behaviour change awareness (BCA) — this level is about noticing opportunities and creating the conditions that are supportive and appropriate for the change to occur.
  • Behaviour change level 1 (BC1) — this is about encouraging change through the brief daily interactions that staff have with the people receiving care. Focus on the small conversations that are had daily, even the ones in passing — they could make the difference. The impact of the small daily conversations and interactions can build up slowly over time to make the change.
  • Behaviour change level 2 (BC2) — this level is where the staff would have more structured conversations with the person receiving care. They would have planned conversations where goals are created, and they focus on problem solving and ongoing change. Staff would also follow up from these conversations and check that goals are being worked towards.
  • Behaviour change level 3 (BC3) — this level is more for the higher-level staff support where there is more complex or therapeutic behaviour change being carried out. This is when the behaviour change is tougher and the individual requires highly tailored and co-ordinated support.

Leadership and management responsibilities

Within all areas of care and support, the leadership and management within the care setting are the ones who set the tone and culture. This new framework emphasises the point that the responsibility of driving the appropriate and positive culture lies with those in management positions and above. Management must be the ones who create the environments where people who receive care are encouraged to make healthy choices without the stigma, pressure or judgment. If this is encouraged and promoted, those receiving care are more likely to trust the staff within care to support them to make the positive changes to their behaviour.

It is also vital that the leadership and management ensure that the training received by staff, both induction and ongoing, encompass and reflect the behaviour change awareness (BCA) competencies. It is worth looking at the internal training and ensure that it is relevant and allows staff to gain in-depth understanding about the BCA framework

Key Takeaways

Every staff member, no matter what their role or responsibility within the organisation, could make a positive change to behaviour. Through the small daily interactions to more structured therapeutic change, the lives of the people who receive care could be improved if everyone played their part.

By having the knowledge to recognise when to encourage, support, plan, review, signpost or escalate, it can help to make positive changes to the lives of those receiving care and in turn help them to achieve their goals and impact their physical and psychological wellbeing. Behaviour change is not easy, nor is it straightforward and linear. However, with the right culture, attitude and staff at all levels playing their part, the new framework has the ability to make a big difference to the lives of those receiving care.

Further Reading

Source URL: https://app.croneri.co.uk/feature-articles/navigating-new-behaviour-change-competencies-framework-adult-social-care-force

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