Working at Esmer House

There was a transparent and open culture that encouraged creative thinking regarding people's safety. Staff had excellent knowledge on how to keep people safe and their responsibilities for ensuring safeguarding procedures were followed.

Staff told us, 'Management are exceptional, the best I've ever worked with.' The registered manager promoted an open and honest relationship between staff and management supporting an open culture.

There were always enough competent staff on duty. Staff had the right mix of skills to make sure that practices were safe, and they could respond to unforeseen events.

The service was supported by the provider who developed a Prader-Willi syndrome professionals' group. Staff attended the forum, shared best practices and received feedback on outcomes and staff receive specialised training.

They described an exceptional leadership team with a 'can do attitude' that put people first. There was exceptional organisational commitment ensuring there was equality and inclusion across the workforce, which was demonstrated through staff retention and internal progression.

Creative ways of balancing nutritional need against the characteristics of Prader-Willi syndrome had seen a reduction in weight for all people living in the home. This led to increased mobility and reduction in prescribed medicines.