Esk Moors Caring Ltd

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question good. At this assessment, the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred 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 had a shared vision, strategy and culture based on transparency, equity, inclusion and understanding the needs of people and their communities. Team meeting records showed leaders consistently reinforced organisational values, expectations, and safe practice, including discussions on safeguarding concerns, health and safety, and service improvements. Staff described the service as well managed and said things ‘ran very smoothly,’ reflecting confidence in the leadership’s approach and commitment to consistent high-quality care.

Leaders promoted openness and continuous improvement through regular audits, oversight of care documentation, and clear communication processes that ensured staff were informed and supported in their roles. This fostered a positive, consistent culture where people and staff felt listened to and the service remained focused on delivering person-centred care.

Leaders at all levels demonstrated the skills, knowledge and credibility needed to run the service effectively. Records showed the registered manager maintained thorough oversight of care documentation, including care plans, daily notes, and risk assessments, ensuring these remained current and aligned with people’s needs. Staff described the service as ‘very well managed’ and said leaders were ‘professional, supportive and consistently available when needed.’

Leadership was compassionate and inclusive, with staff reporting that they felt listened to, valued and able to raise concerns. Team meetings provided a regular forum for sharing learning, discussing safeguarding matters and reinforcing organisational expectations, helping leaders maintain a positive and open culture.

The provider fostered a positive culture where people and staff felt able to speak up and were confident their voice would be heard. Team meeting records showed staff were encouraged to raise concerns, discuss safeguarding matters and share learning, helping to maintain an open and transparent environment. People also told us that any concerns they raised were addressed promptly and appropriately, describing issues as ‘instantly resolved,’ which reinforced their confidence in the service’s responsiveness to feedback.

This approach supported a culture of openness, accountability, and continuous improvement, where staff and people using the service felt safe to speak up without hesitation.

The provider valued diversity within the workforce and promoted an inclusive and fair culture. Staff records and policy documents showed the organisation had up-to-date equality, diversity and antiharassment policies, including clear expectations around treating colleagues fairly and supporting a respectful workplace. The employee handbook also included relevant updates covering equality, diversity, and valuing diversity in the workplace.

Staff were supported through fair recruitment, induction, and supervision processes, with evidence that oversight was consistent across personnel files. Checks relating to immigration status were completed where required. These measures helped ensure all staff were treated equitably and that the provider maintained a workforce culture grounded in fairness and inclusion.

The provider had clear responsibilities, roles and systems of accountability that supported the delivery of good quality, sustainable care. Governance processes were well established: care plans, daily notes and risk assessments were routinely reviewed, and managers ensured records remained current and aligned with people’s needs. Formal oversight extended to audits of medication records, staff files, and daily documentation, with actions identified and followed up to ensure safe and consistent practice.

Policies were comprehensive and up to date, including safeguarding, medicines management, equality and diversity, infection prevention and control, health and safety and data protection. The service also maintained robust business continuity arrangements, with a current continuity plan in place to ensure essential care could continue safely in the event of disruption. These systems supported safe, effective operations and ensured the provider acted on the best available information about risk, performance, and outcomes.

The provider understood their duty to collaborate and work in partnership, ensuring services worked seamlessly for people. The registered manager was an active member of the Whitby Alliance, a local partnership of care providers working together to support care calls and improve service coordination across the community. The organisation also contributed to wider community cohesion by offering accessible activities, such as armchair exercise sessions and seasonal events, helping reduce social isolation and promote inclusion for people in the area.

People benefited from these community links, with the service also supporting access to transport through a community vehicle scheme with wheelchair access, enabling attendance at appointments and social outings. Leaders shared information and learning with partners and collaborated to improve the quality and continuity of care.

The provider focused on continuous learning, innovation and improvement across the organisation and local systems. Leaders encouraged creative ways of delivering high quality care and improving people’s experiences. Team meetings showed a strong emphasis on reflective practice, including discussions on safeguarding issues, feedback, and areas where processes could be strengthened.

Quality assurance systems were well developed, with regular audits of daily notes, medication records and staff files ensuring issues were identified and addressed promptly. The provider also used learning from quality questionnaires to evaluate feedback and identify themes for improvement.

The service demonstrated a commitment to improvement through participation in wider community initiatives, contributing to shared learning with other providers and supporting innovations such as accessible activities and local partnership working. This approach ensured the provider continually sought to enhance outcomes and embed best practice.