Esk Moors Caring Ltd

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 remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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 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 consistently described staff as kind, patient and compassionate. One relative explained that carers were ‘so lovely’ during visits and treated her family member with genuine care. People told us staff took time to get to know them and interacted warmly, with one person noting carers ‘waited patiently’ when she struggled to find her words.

Staff showed respect for people’s privacy and dignity by giving them space where appropriate; for example, staff waited outside the bathroom but stayed close by to maintain safety and reassurance. Relatives also highlighted how staff were aware of individuals’ emotional and mental health needs, offering a ‘watchful eye’ and responding sensitively to vulnerabilities.

The provider treated people as individuals and made sure people’s care, support and treatment met their needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People told us staff treated them as individuals and understood what mattered to them. Relatives described how carers supported people appropriately without taking over, finding ‘a really good balance’ that protected independence while meeting personal needs. Staff were aware of people’s emotional and mental health needs, offering sensitive, tailored support when needed.

People said carers took time to get to know them, chatted with them during visits, and adapted their approach based on each person’s preferences. For example, where people preferred to carry out tasks themselves, such as preparing snacks or managing certain parts of their routine. This approach ensured care remained personal, respectful and centred on each person’s strengths and choices.

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

People told us staff promoted their independence so they could exercise choice and control over their care. One person explained that staff supported them safely during showers while still enabling them to wash themselves, helping them retain independence in personal care. Another person said staff encouraged them to continue preparing their own meals where possible, respecting their preferences and ability to do things for themselves.

Relatives also described how staff understood people’s abilities and vulnerabilities, providing the right level of support without taking over. One relative noted that, ‘carers motivated [name] to complete daily tasks independently’, demonstrating a balance of encouragement and appropriate oversight. This approach ensured people-maintained control over their routines while receiving care that was personalised and empowering.

Staff listened to and understood people’s needs, views and wishes, responding in the moment to minimise any discomfort or distress. People described carers as attentive and responsive, including staying close by to ensure safety while providing reassurance when individuals felt unsteady or vulnerable. Relatives said staff were aware of people’s emotional and mental health needs, adjusting their approach sensitively when people were less engaged or needed additional encouragement.

People also told us staff adapted to changing circumstances, such as varying visit times or offering additional support when someone's needs increased, ensuring that care remained timely, flexible, and centred on what mattered to them.

The provider cared about and promoted the wellbeing of their staff and supported and enabled them to deliver person‑centred care. Staff were supported through regular supervision, appraisals, and competency checks, with records showing structured reviews of personal development, training, and workplace wellbeing. The service also held regular team meetings where staff could raise concerns, share learning and receive updates, contributing to a positive, supportive working culture.

Staff wellbeing was further supported through recognition and retention initiatives, including Christmas bonuses, ‘recommend a friend’ rewards, and opportunities for development such as NVQ progression. These measures helped maintain a stable and motivated workforce, ensuring people continued to receive consistent, person‑centred care.