Prosper Annual Report 2016

Annual Report 2016

2|Prosper Group Annual Report 2016

Contents

Page

Introduction 4

Prosper Corporate Structure 5

Chairperson’s Address 7

Chief Executive’s Statement 8

Prosper Overview 10

Scope of Service Provision 12

Prosper Fingal Overview 15

Prosper Meath Overview 23

Prosper Fingal Housing Association CLG 29

Financial Summary 31

Prosper Group Annual Report 2016|3

Introduction

Prosper Group’s service provider companies, Prosper Fingal and Prosper Meath, are community based
non-statutory companies, funded under Section 39 of the Health Act 2004, that provide a range of
services and supports to adults with an intellectual disability on behalf of the Health Service Executive
(HSE).

Prosper’s commitment to the people it supports is set out in the Core Operational Principles
organisation’s Core Purpose, Core Values and Core Operational
Principles, which underpin how the organisation conducts its > Being person-centred in what we do
business. > Enabling active citizenship
> Involving families and carers
Core Purpose > Having the right staff

To support each individual to live the life they choose, in the
same way and same places as everybody else.

Core Values > Providing quality services

> Treat each person as an individual Head Office is based in
> Respect each person’s adulthood and rights as an adult Strand Street,
> Listen to what people have to say Skerries,
> Encourage people to make their own decisions and Co. Dublin,
K34 TD61
choices
Tel. 01 8493600
> Support people to be part of their local community

> Support people to develop their skills, talents and
interests

4|Prosper Group Annual Report 2016

Prosper Corporate Structure

Board of Directors

Dr. Mary Murphy Conor Sparks
Chairman Retired Chairman -
27th September 2016
Noel Hickey
Vice Chair Mary Dowling
Secretary

Seamus Smyth Kitty O’Connor

John Delany Mary Walsh

Prosper Group Annual Report 2016|5

Prosper Corporate Structure

Board Committees

Committee Board Members Invited Members
Quality
and Risk Dr Mary Murphy Dr John O’Connell
(Chair) Emer Dowling
Kitty O’Connor

Nominations Shay Smyth Paula Carey
(Chair) Michael Shanley
Conor Sparks
up to 27.09.16

Remuneration Mary Dowling Aideen Quinn
(Chair) Paul Ledwidge
John Delany
Shay Smyth

Finance Noel Hickey Donal Delaney
and Assets (Chair) Eamon Bolger
Dr Mary Murphy

Operations Executive Management Overview Operations
Manager Manager
Chief Executive Officer
Meath Fingal
Executive Management
(Shared)

- Human Resources
- Finance
- Quality
- Clinical

Other Shared Services
- I.T.
- Health & Safety

6|Prosper Group Annual Report 2016

Chairperson’s Address

Dr. Mary Murphy While we have moved forward in so many areas, there are
Chairman inherent risks in Prosper Group at this time. Those risks
particularly centre on staff retention and recruitment, the
In September 2016, I was given the privilege of taking changing needs of the individuals we support as they get older,
over the Chair of Prosper Group and its subsidiary the increasing demand for services, applications for services
companies. My predecessor, Conor Sparks, was from individuals with more complex needs and the greater
instrumental in preparing the groundwork for Prosper’s expectations of those applying for services. In addition, there
expansion into Meath, and realised that this ambitious are capital and estate pressures as we seek to provide better
move would take considerable time and effort from the and more suitable premises for service delivery and a genuine
Board of Management and staff to ensure that service concern as to how we can source suitable candidates to serve
provision in Meath was comparable in standard to that as future Board and Board Committee members. Within my
provided in Fingal. term of office, I hope to work with my fellow Board members
on all these issues, using our strategic plan for guidance.
There has been considerable progress towards this end in
2016, with the strengthening of the Clinical team in Meath, Prosper Group is in good financial health as evidenced by the
the implementation of policies covering work practices and the annual accounts for 2016. There is consensus within the Board
acquisition of two properties, one in Navan and one in Trim, that, not alone should we strive to financially break-even on
which will be developed as day centres. There is still some way an annual basis, but we should be aiming to have a surplus
to go but, the signs for further progress are encouraging. in our service provider companies. This is in order to ensure
we have a buffer against unexpected pressures and to help in
During 2016 a Three Year Development Plan 2016-2018 was negotiations with financial institutions to facilitate our capital
published. This document provides critical information about plans into the future. The Board has committed to applying
the organisation today, and sets out eight strategic priorities for FRS102 and the Charities SORP to our audited Financial
the three years ahead. These priorities are guided by the needs Statements 2016. This commitment reflects our desire to be as
we encounter in our services every day, by national disability transparent as possible to our funder, the HSE, and all relevant
policy and by our commitment to develop the organisation in stakeholders.
line with its founding purpose and values.
I would like to thank the Board of Directors, Board Committees
Over 2016, we have continued to work to improve our and the management and staff of Prosper Group for their
service provision and the governance of our organisation. efforts over 2016. On behalf of the Board, I would like to
A number of quality measures were introduced, in particular express our appreciation to the HSE CHO 8 and CHO 9 for their
I make reference to the work done on the individualisation financial support and to acknowledge the various Government
of our services and the safeguarding of our vulnerable adults. Departments and agencies, local authorities and community
The Board of Management, and its Committees, looked at groups for their support and assistance throughout the year.
key areas throughout the year with particular reference to
governance, transparency and oversight, in line with the This Annual Report sets out the scale and complexity of service
Health Service Executive (HSE) Annual Compliance obligations. provision in 2016 and the advances made in our model of
This work in ongoing across all areas of our activities. service and its oversight during the year.

Dr. Mary Murphy
Chairman

Prosper Group Annual Report 2016|7

Chief Executive’s Statement

Pat Reen, The increased engagement with the Board of Management
Chief Executive Officer and Board Committees has created new conversations and
understanding. As a result, issues of a critical nature are being
In 2016, we significantly advanced our understanding prioritised at Board level. One such matter is the challenge
and implementation of Prosper Group and its structures. to have and retain the appropriate number of qualified and
With a deeper understanding of its potential, we also competent staff. Without that critical resource the Group and
recognised the associated risks of merging two provider its future is exposed. This shows the heightened involvement
companies. between the Board and the Executive Management. As part of
this focused engagement, the Board is also examining matters
Our stated commitment in 2016 was to work diligently towards of finance, procurement, reporting and the CEO’s performance.
greater cohesion between Prosper Fingal and Prosper Meath. This is all necessary work in advance of our HSE Annual
We recognised that this was a complex undertaking, mindful Compliance Statement returns for 2016.
of the significant number of legacy issues in County Meath.
Therefore, our objective of stepped-alignment actions proved We grew our service provision over the year and in Fingal
difficult to deliver on. The engagement, drafting and sign- completed the development of a new location in The Lodge,
off of our Three Year Development Plan 2016-2018 gave the Balbriggan by year end. In Meath, we purchased a superb
Group a clear direction on how to maximise the next three development site in Emmet Street, Trim to replace The
years. This considered body of work recognises the service Maudlins Day Service. We also secured planning permission
delivery pressures of today, incorporating national disability for Watergate Street, Navan by year end. With these
policy, governance obligations in the voluntary and charity developments, 2017 will prove to be a busy year in both
sector, HSE contractual obligations and known risks in our counties. Capital funding will be a challenge and we have
operational environment. put significant investment into this issue in Meath with the
HSE, the local authority, elected representatives, parents
We have made progress over the last 12 months in that we and friends.
have a clearer understanding of where we should prioritise
our main efforts to the benefit of both provider companies. A highlight for 2016 was the commencement of the Prosper
The investment we have made in our admissions process, Meath Parent/Family Forum. While it is only at the introductory
person centred planning and individualised services, client stage, it will prove an excellent vehicle to build trust and
safeguarding, policy development, capital planning, parent and communication with families and carers.
carer engagement, internal auditing and health and safety will
each and together move the quality of our services forward. The advancements made over the past 12 months would
We now recognise that the pace of progress will differ in each not have happened without the expertise, effort and
county but the underlying principles and objectives will be the cooperation of so many committed staff. The reputation of
same. our organisation is built on our workforce and their individual
values, beliefs and experience.

I would like to acknowledge the Board and its Committees
for the guidance and direction provided in 2016, despite the
challenges faced. I look forward to building on our working
relationship for the betterment of services to the individuals
and families we support.

8|Prosper Group Annual Report 2016

To the people we support and their families, I thank you for “A highlight for 2016 was
your continued encouragement and questioning. The Prosper the commencement of the
Parent/Family Forums in Fingal and Meath are the avenues to Prosper Meath Parent/Family
strengthen our relationship through shared learning and honest Forum. While it is only
debate. at the introductory stage,
it will prove an excellent
We thank the HSE, Government Agencies, Fingal County vehicle to build trust and
Council, Meath County Council, National Federation of communication with families
Voluntary Bodies, other service providers and the community, and carers.”
for their guidance and support over the year.

Finally, I would like to particularly acknowledge our outgoing
Chairman, Conor Sparks, whom I have worked with since
1990. He was an inspirational leader for Prosper Fingal and
subsequently the Prosper Group.

This Annual Report presents Prosper’s service provision across
Fingal and Meath in 2016.

Pat Reen,
Chief Executive Officer

Prosper Group Annual Report 2016|9

Prosper – Overview

PROSPER – CORPORATE STRUCTURE NATIONAL SAFEGUARDING POLICY

Formation of the new “Prosper Group” continued in 2016. Prosper upholds the HSE National Policy on Safeguarding
Companies in Prosper Group continue to work with Deloitte Vulnerable Adults published in 2014. The Policy demands a
Ireland with a view to finalising the “Company Constitution” culture of ‘No Tolerance’ of abuse. All staff who required it
(Memorandum and Articles of Association) in respect of received Safeguarding Awareness Training in 2016.
each company within the Group. Deloitte Ireland also
assisted in the ongoing application to Revenue for charitable Information on the National Policy was distributed to
status for companies within Prosper Group. families/carers via our Parent/Family Forums and The
Prosper Times newsletter. Through these mediums, families
PROSPER GROUP THREE YEAR and carers were also advised about the HSE Pathways
DEVELOPMENT PLAN 2016-2018 document on Safeguarding as it pertains to them.

The most significant body of work completed in 2016 was The online Safeguarding training module, developed by the
the drawing up of a new Three Year Plan. This document National Federation of Voluntary Bodies, St. Michaels House
gives direction and guidance to the Group for the next and the Open Training College and approved by the HSE
three years. It outlines eight strategic priorities each with National Safeguarding Office, was brought to the attention
definitive aims and objectives. They are: of all staff.

> Person-Centred and Responsive Services This year, 16 Preliminary Screenings were sent to the Local
Safeguarding Offices (HSE CHO areas 8 and 9) and advice
> Partnership and recommendations received were acted on by the Social
Workers in the organisation. Interim Safeguarding Plans
> Corporate Leadership and Governance were developed for 14 of these 16 screenings and all the
plans were accepted without reservation.
> Working Smarter – Use of Information

> Quality, Standards and Practices

> Responsive Workforce

> Finance and Assets

> Safety and Risk

10|Prosper Group Annual Report 2016

COMMUNICATIONS ACKNOWLEDGEMENT

Information Technology Conor Sparks stepped down as both Chairman and Director
in September 2016. His contribution to the Prosper
The purpose of our IT and Communication system is to organisation has been immense. He gave of his time and
support the organisation to deliver the highest standard expertise freely for almost 30 years. His commitment to
of service to our clients. To this end, we are continually advancing the lives of people with disabilities and their
reviewing and updating our IT resources to ensure we carers is well recognised in this region and beyond. Prosper
are working with a safe, secure and reliable infrastructure Group acknowledges his contribution and we thank him for
and introducing cost effective solutions where practicable. all he has done.
New technologies that add value and efficiencies to the
organisation are implemented wherever possible. Dr. Mary Murphy was voted in as successor to Conor in
September 2016.
In 2016, we switched our emails service to Microsoft Office
365 from Microsoft Exchange to avail of long-term cost
savings, improve reliability and accessibility and to enhance
our communications network.

We use professional and reliable online backup services to
ensure the integrity of our data.

Shared Client Database

Further development of the Shared Database continued in
2016. These developments included:

> A new communication tool which will be the primary
source for corresponding with families/carers.

> A resource planning tool is being developed for release
in 2017 which will enable the clients’ weekly timetable to
be automatically generated from the Shared Database.

> The Person Centred Planning (PCP) section of the
Shared Database was developed and tested and
introduced to a number of services on a trial basis.
Rollout to all services will continue in 2017.

Prosper Group Annual Report 2016|11

Scope of Service Provision

The following provides key statistics relating to service provision in Prosper Fingal and Prosper Meath:

Prosper Fingal Prosper Meath Total

No. of Clients 286 189 475
168.94
111.35No. of WTE Posts 57.59 23
11
No. of Locations 14 9(10 Day, 2 Residential, 2 Respite) (8 Day, 1 Residential)
12
No. in Residential 10 residents 1 resident
Service

No. of Respite Beds 7(i) beds per night x 7 nights 0
5(ii) beds per night x 5 nights

Support Level Prosper Fingal Prosper Meath Total
Level 1 – Minimum 1 : 10
Level 2 – Low 1 : 6 – 1 : 9 54 50 104
Level 3 – Moderate 1 : 4 – 1 : 5 95 40 135
Level 4 – High 1 : 2 – 1 : 3 74 38 112
Level 5 – Intensive 1 : 1 41 35 76
Total 22 26 48
286 189 475

12|Prosper Group Annual Report 2016

Pr0o-s19per Fingal Client Ages 2016 13 Prosper Fingal
200--2199
2300--2399 11300 Client by Gender 2016
4300--4399 110010
4500--4599 1F1Fee2m2maa66llee 11MM66aall00ee
506-059+
31071
60+
3271
Prosper Meath Client Ages 2016
0-19 1241

200--2199 Prosper Meath
2300--2399 14 Client by Gender 2016
4300--4399 9988FFeemmaallee MM99aa11llee
4500--4599
506-059+ 7

60+ 753
5436
4460
2470
1267

16

Prosper Group Annual Report 2016|13

Kells x 2

Navan x 5 Balbriggan x 2
Trim
Balrothery
Skerries x 2

Ashbourne Rush x 3

Balbriggan F10ingal

Howth Sw12ords x 3

Piercetown Po18rtmarnock

PortmarnDockonnycarney How4t4h

Donnycarney 13

CityRush 48
Skerries
14

Seatown Road 46
The Mall
Prosper Fingal 17
Client by Day Service 2016

10 North Street 64
12
Balbriggan Prosper Meath
Howth Client by Day Service 2016

Piercetown 18 Ashbourne 11

Portmarnock 44 Beechmount 35

Donnycarney 13 Canon Row 32

48 14Rush
Kennedy Rd

Skerries 14 Leighsbrook 23

Seatown Road 46 Kells 30
The Mall Climber Hall 15
17
North Street Kells 29
64 Farrell Street

Trim

Ashbourne 11

Beechmount 35

14|Prosper Group Annual Report 2016
32
Canon Row

Prosper Fingal Overview

Complementing these 1.0 SERVICE PROVISION
developments were
the measures taken in 1.1 Day Services
safeguarding awareness
and practices, policy In 2016 Prosper Fingal closed the year with 10 Day Service
development, staff locations supporting 286 individuals. This represents a
training, admissions diverse population in age, gender and profile of disability.
and client review and Over the year, it advanced its provision in line with the
assessment. HSE policy New Directions. This progression was shown
in the advancement of Personal Planning throughout the
company and in the delivery of two new service locations,
namely The Mall in Swords and Le Chéile in Donnycarney.
Both locations enabled a more personalised and local
service model for the individuals being supported in line
with our Three Year Development Plan 2016-2018; Strategic
Priority No. 1 ‘Person Centred and Responsive Services’.
Complementing these developments were the measures
taken in safeguarding awareness and practices, policy
development, staff training, admissions and client review
and assessment.

1.2 Residential Service

Prosper Fingal provides residential services from a HIQA
registered designated centre to 10 residents. This centre
has two locations, Seal Cove House in Rush and Knock Cross
House in Balrothery. The service operates 52 weeks a year,
seven days a week.

1.3 Residential Respite Service

Residential Respite is provided from two HIQA registered
designated centres, Cherrygarth House in Balbriggan, which
has seven beds and Lambay House in Rush, which has five
beds. Cherrygarth House is a nurse-led service for those
with high support needs, while Lambay House provides
residential respite for those with lower support needs and
works to foster independent living skills. The demand for
Residential Respite is high and the total provision over 2016
was as follows:

House No. of Bed Nights No. of Clients

Cherrygarth 2223 83
Lambay 1100 73
Total 3323 156

Prosper Group Annual Report 2016|15

Prosper Fingal Overview, Continued

The following is a breakdown of the number of service users
who individually availed of clinical supports in 2016:

Clinical Support No. of individuals supported

1.4 Clinical Services Social Work 148
Speech and Language 150
The Clinical team of Prosper Fingal comprised of Social Occupational Therapy 77
Workers, Speech and Language Therapists, Principal Psychiatry 50
Psychologist (part-time) and an Occupational Therapist. Psychology 35
Each discipline provides direct support, guidance and Physiotherapy 17
training to service users, families/carers and staff within Ophthalmology 129
their area of expertise. Chiropody 64
Dentistry 73
The Clinical Services, particularly the Social Workers,
coordinate admissions to Prosper Fingal. 2.0 CLIENT COMMENTS, COMPLIMENTS
& COMPLAINTS
We continued to contract in the expertise of Psychology,
Physiotherapy, Ophthalmology and Chiropody. We arranged Prosper Fingal’s complaints process enables
dietetics support as required, (including support for groups service users and/or their advocates to make a
of service users), and the specialist dental team of the HSE complaint verbally or in writing. This can be
offered an annual check up to all our service users. done in person, by telephone, letter or email.
All complaints are dealt with in accordance with
For mental health supports we continued to draw on the company policy, which has been endorsed by the
expertise of St Joseph’s Intellectual Disability Service. HSE. The Company’s Complaints Officer returns
a summary of the comments, compliments and
Every service user is eligible to receive support from the complaints received to the HSE Consumer Affairs
Clinical team. Division on a bi-annual basis.

In 2016, 15 complaints were received across Prosper Fingal.
Of these, one was withdrawn, eight were dealt with and
resolved informally at the point of contact within 30 days;
five formal written complaints were also resolved informally
within 30 days; and one formal written complaint took
longer than 30 days to resolve.

There were 108 positive feedback comments recorded
about Prosper Fingal in 2016.

16|Prosper Group Annual Report 2016

Prosper Fingal Overview, Continued

3.0 QUALITY & STANDARDS > Supporting IT with preparing the Shared Database to
capture Personal Planning data.
The Quality & Standards (Q&S) function supports the
quality assurance and improvement process across > Implementing a new standardised ‘Personal File’ for every
the organisation. This ranges from leading specific service user in Day Services and commissioning the
projects to involvement on various working groups and remaining ID photographs of service users and staff for
in the preparation, presentation and review of reports, use on Prosper databases and documentation.
documents, applications, programmes and systems.
> Enhancing the Internal Audit process with the introduction
Work carried out in 2016 included: of a ‘Medication Audit’ in Respite Services and formal
unannounced audits by the CEO of each HIQA designated
> Implementing revised versions of three existing policies centre.
and two new policies across the organisation. Reviewing
and re-drafting five existing policies and commencing > Reviewing and updating the ‘Driver and Escort Handbook’
two new policies with lead drafters. Providing increased including related documentation for Company vehicles.
support frontline with policy implementation including
planning, presentations, briefings and training leaflets. > Reviewing, updating and dissemination of the ‘Prosper
Branding Guidelines’.
> Supporting the continuing development, implementation
and review of the Company’s Person Centred Planning > Carrying out initial research on Data Protection
(PCP) process with the Operations Manager. This obligations.
included the delivery of initial PCP training and PCP
refresher training; facilitating workshops with Managers, 4.0 HSE SERVICE ARRANGEMENT
carrying out a PCP audit (66 PCPs), enhancing the
PCP process and presenting to the HSE PCP National The 2016 HSE Service Arrangement was signed off on
Subgroup. 3rd March 2016. This service arrangement between
Prosper Fingal and the HSE provides a level of certainty
> Enhancing the individual support planning process by in relation to our obligations in service provision and
introducing a ‘Record of Support’ template for each our relationship with the HSE.
individual and commencing a review of existing support
plan templates within the organisation.

Prosper Group Annual Report 2016|17

Prosper Fingal Overview, Continued

Voluntary contributions in respect of the Residential Respite
Service have decreased from just over €41,000 in 2015 to
approximately €39,000 in 2016. This income has remained
in line with expectations.

6.0 CAPITAL INVESTMENT

5.0 FINANCE 6.1 The Lodge, Balbriggan

Prosper Fingal has been successful in generating a surplus Construction was completed in late 2016 and the
on ordinary activities for the year ended 31st December refurbished building was handed over to Prosper Fingal
2016. on 12th December 2016. The original target date for
completion in June 2016 was not met as a result of an arson
attack on the building which necessitated major restoration.
It is now expected that the new service location will
commence in early January 2017.

In 2016, Prosper Fingal received an increase in Section 39
funding, totalling €393,000 full year effect, to accommodate
19 clients who ceased short-term Rehabilitative Training
(RT) funding and three new clients. In a departure from
the existing funding model, the HSE also facilitated the
conversion of some RT places to finance three high
support placements on a long-term basis, with effect from
September 2016.

As was the case in 2015, the HSE has continued to allocate
funding to school/RT leavers on an individualised basis in
accordance with the HSE Resource Allocation Model (which
is based on client support levels and available budget) rather
than at a fixed rate per place.

A recurring allocation for the funding of leased premises has 6.2 Seatown Road, Swords
been incorporated into the base budget, the full-year effect
of which was €40,000. Two “once-off” allocations of funding A number of repair works were completed in 2016, the most
were secured in 2016: just under €24,000 to fund additional significant of which included the replacement of the roof
costs related to staff “sleepovers” together with a general on the link building. The programme of repair works will
allocation of €60,000 for Day Service premises fit out. continue in 2017.

In relation to funding for HSE RT in 2016, there has been 6.3 The Obelisk, Skerries
no change in either the annual rate per place of €13,430
or in the weekly rate of the Training Bonus, €31.80, when Initial design options are being considered for this town-
compared with 2015. centred site. In 2016 we engaged with Fingal County Council
on the potential of the site and our desire to accommodate

18|Prosper Group Annual Report 2016

Prosper Fingal Overview, Continued

both a Day Service and a Residential facility. In respect to
the latter, we were approved, through Fingal County Council,
for a Department of the Environment Capital Assistance
Scheme (CAS) funding for the development of this site. This
grant is subject to planning permission and HSE Revenue
funding.

6.4 Capital Pressures The total cost of staff training was €181,685 (€39,485 on
courses and €142,200 on salaries). This equates to 3.54%
Prosper Fingal has a genuine concern regarding how it can of our overall budget.
respond to both the changing needs within the company
and the growing number of referrals. National disability
policy directs the organisation towards the development
of local centres or hubs. While we support this direction,
it requires substantial and ongoing capital investment in a
region where there is a shortage of property and, if available,
is extremely expensive. Prosper Fingal has made this
concern known to the HSE as a current and future risk to
the provision of disability services.

7.0 HUMAN RESOURCES (HR) Training for 2016 Staff Numbers

The HR function continues to play an important part in Subject 33
acquiring, training and keeping a highly skilled, professional 52
and motivated workforce. Communications 53
Health & Safety Training 89
7.1 Recruitment and Retention First Aid 46
Fire Warden/Manual/Patient Handling 101
In an extremely competitive market the HR function Medication Related 58
experienced many difficulties in recruiting and retaining a Safe & Social/Safeguarding 66
skilled and professional workforce in 2016. The challenges Food Safety/Food Related/FEDS 27
faced in recruiting high calibre, competent staff has been PCP Related 36
acknowledged at Board of Management level. The North Positive Behaviour 34
Dublin region is particularly competitive, with the HSE, Driving 74
Section 38 and Section 39 agencies struggling to recruit Diabetes Training/Awareness
sufficient staff. This issue is being assisted by the Board Other
Remuneration Committee which is reviewing terms and
conditions for employees and has made recommendations 7.3 Sick Leave
to the Board. Some recommendations have been
implemented and this has helped with staff retention, There was a slight decrease on previous sick leave levels.
however, recruitment is still a challenge. In our view, there The average sick leave level at year end was 2.82%.
is an insufficient number of qualified staff seeking positions
at this time proportional to service demands.

7.2 Staff Training

A total of 144 staff took part in 711 days training. The
average number of days training per staff member was 4.93.

Prosper Group Annual Report 2016|19

8.0 HEALTH AND SAFETY (H&S) 9.0 PARENT/FAMILY FORUM

There were 707 accident reports received in 2016. Prosper Fingal continues to engage in a positive way with
Of these, 76% were related to behaviours that challenge. families through regular meetings of the Prosper Fingal
The high numbers of incidents associated with behaviours Parent/Family Forum. Three family members – two parents
that challenge relate directly to inappropriate placements, and a sibling as agreed by the Forum – direct the meetings
changing needs and over-crowding. The details are: and agendas which are structured around parents/family
members’ priorities and national disability issues. As this
Category Number of Incidents is an open forum, families are encouraged to contact the
Behaviours that Challenge 536 representatives directly to have their concerns put on the
Slips Trips & Falls 56 agenda.
Medication Incidents/Errors 46
Cuts / Lacerations 5 The Prosper Fingal Parent/Family Forum has many
Burns & Scalds 9 purposes, namely:
Other 55
> To seek and share information

> To create a platform that enables the voice of the carer to
be heard

> To build appreciation and understanding on policy,
organisational needs and issues

> To create a network of support and advocacy

> To build a strong working relationship with the
management and staff

> To contribute to the well-being of the organisation

In 2016, three meetings of the Forum were held in February,
July and November.

20|Prosper Group Annual Report 2016

Prosper Group Annual Report 2016|21

Need photo for here

22|Prosper Group Annual Report 2016

Prosper Meath Overview

Over the year, the 1.0 SERVICE PROVISION
company concentrated
on key areas including 1.1 Day Services
facilities, staff skill mix,
leadership, admissions, In 2016 Prosper Meath closed the year with eight Day
policy and procedures. Service locations supporting 189 individuals. This represents
a diverse population in age, gender and profile of disability.
Over the year, the company concentrated on key areas
including facilities, staff skill mix, leadership, admissions,
policy and procedures. Individually and together these
informed the priority actions in the Three Year Development
Plan 2016-2018. We also examined the supporting
documentation to Day Service provision and in particular
how client information was recorded and reviewed.

Progress was made on the model of service we want to
provide through increased dialogue and engagement
between management and staff. Over the coming years
we look forward to establishing a strong foundation from
which we can build.

1.2 Residential Service

Prosper Meath has one residential place which operates out
of Navan, Co. Meath.

The residential service had its first announced HIQA
registration inspection on 6th April 2016. In preparation,
following HIQA’s two weeks’ notice, the Manager and
Residential staff were supported extensively by Quality and
Standards (Q&S), Health and Safety, Human Resources,
Finance and Clinical.

One HIQA inspector met with the resident, staff member
on duty, the Person in Charge (PIC) and the Q&S Manager
over one day, inspecting the designated centre on 18
outcomes. The Inspector raised a number of issues but also
commented on the good quality of care the resident was
receiving at that time.

In summary, Prosper Meath was found to be compliant in 11
outcomes, substantially compliant in two and non-compliant
in five. An action plan was developed and agreed to address
any non-compliances and we received our certificate of
registration on 1st October 2016.

Prosper Group Annual Report 2016|23

Prosper Meath Overview, Continued

2.0 CLIENT COMMENTS, COMPLIMENTS
& COMPLAINTS

Prosper Meath’s complaints process enables service users
and/or their advocates to make a complaint verbally or in
writing. This can be done in person, by telephone, letter
or email. All complaints are dealt with in accordance with
company policy, which has been endorsed by the HSE.
The Company’s Complaints Officer returns a summary of
the comments, compliments and complaints received to
the HSE Consumer Affairs Division on a bi-annual basis.

There were five complaints received in Meath in 2016, all
were dealt with and resolved informally. There were 25
compliments received throughout the year.

1.3 Clinical Services

The clinical team of Prosper Meath compromises of a Social
Worker (part-time), a Speech and Language Therapist, a
Principal Psychologist (part-time) and an Occupational
Therapist. Each discipline provides direct support, guidance
and training to service users, families/carers and staff within
their area of expertise.

Every service user is eligible to receive support from the
Clinical team.

The following is a breakdown of the number of service users
who individually availed of clinical supports in 2016:

Specialist Support No. of individuals supported 3.0 QUALITY & STANDARDS

Social Work 43 The Quality & Standards (Q&S) function supports the
Speech and Language 62 quality assurance and improvement process across
Occupational Therapy 67 the organisation. This ranges from leading specific
Psychology 41 projects to involvement on various working groups and
in the preparation, presentation and review of reports,
1.4 Transport Service documents, applications, programmes and systems.

The transport requirement for those attending Prosper Work carried out in 2016 included:
Meath Day Services is under review in partnership with the
HSE Meath. This is a major piece of work that will continue > Implementing revised versions of three existing policies
into 2017. and two new policies across the organisation. Reviewing
and drafting of seven further policies with lead drafters.
Providing support frontline with policy implementation

24|Prosper Group Annual Report 2016

Prosper Meath Overview, Continued

including planning, presentations, briefings and training 4.0 HSE SERVICE ARRANGEMENT
leaflets.
The 2016 HSE Service Arrangement was signed off on 29th
> Carrying out a review of the existing person centred February 2016. This service arrangement between Prosper
planning process in Meath, including visiting seven of the Meath and the HSE provides a level of certainty in relation
services to view documentation and the process in use. to our obligations in service provision and our relationship
Following this, delivering an ‘Introduction to Personal with the HSE.
Planning’ briefing to most of the Meath staff.
5.0 FINANCE
> Implementing a new standardised ‘Personal File’ for
every service user in Day Services and commissioning Prosper Meath has been successful in generating a
the remaining ID photographs of service users and staff small surplus on ordinary activities for the year ended
for use on Prosper databases and documentation. An 31st December 2016.
information session with service representatives was held
prior to implementation. When compared with 2015, there has been an increase in
Section 39 funding, principally on account of the allocation
> Reviewing, updating and re-issuing of a current ‘Person of six day places with effect from September 2016.
Overview Form’ for each service user.

> Preparing the resident, staff and Manager for an
announced registration inspection by HIQA in April.
This included liaising with HIQA, facilitating the inspection
and developing an action plan with staff to address non-
compliances and enhance service delivery.

> Carrying out the role of ‘Person in Charge’ of the
Residential Service on an interim basis, following the
resignation of the Residential Service Manager in
September. This involved being responsible for the
management of the service on a daily basis until year end.

> Reviewing, updating and dissemination of the ‘Prosper
Branding Guidelines’.

> Carrying out initial research on Data Protection
obligations.

As was the case in 2015, the HSE has continued to allocate
funding to school/Rehabilitative Training (RT) leavers on an
individualised basis in accordance with the HSE Resource
Allocation Model (which is based on client support levels
and available budget) rather than at a fixed rate per place.

A recurring allocation towards the cost of a new service has
been included in the base budget, the full-year effect of
which is €13,000. A “once-off” payment of approximately
€32,000 for the cost of fitting out premises has also been
secured.

In relation to funding for HSE RT in 2016, which is included
in the overall Section 39 allocation, there has been no

Prosper Group Annual Report 2016|25

Prosper Meath Overview, Continued

change in the total made available of just under €121,000. 6.2 Watergate Street, Navan
The future of the RT programme in Prosper Meath is under
review with the HSE. Expressions of interests were sought from architects in
March 2016 and McKevitt Architects in Drogheda were
The revenue grant received from the Department of successful in securing the design contract. Following
Education has decreased, when compared to the funding a detailed design process, a planning application was
received in 2015. submitted to Meath County Council in September 2016,
with permission being granted on 30th November 2016.

6.3 The Maudlins, Trim

The Maudlins building in Trim had to be vacated in February
2016 due to serious health and safety concerns. The future
viability of this facility (which is on a long-term lease) is
now under consideration in consultation with the HSE.
In the interim, services are being provided from a leased
premises in High Street and rented facilities in the Trim GAA
Clubhouse.

7.0 HUMAN RESOURCES (HR)

6.0 CAPITAL INVESTMENT The HR function continues to play an important part in
acquiring, training and retaining a highly skilled, professional,
6.1 Emmet Street, Trim motivated and enthusiastic workforce.

Prosper Meath purchased this property in May 2016. 7.1 Recruitment and Retention
It comprises two adjoining, unoccupied and partially
completed retail units situated in the centre of the town The market shortage of competent candidates, alongside
of Trim. our inability to match the terms and conditions of the HSE
and Section 38 agencies, has made it difficult to attract the
In order to proceed with the refurbishment of these highest calibre of staff. This issue and that of staff retention
premises as a modern Day Service location, a competitive is being assisted by the Board Remuneration Committee
tendering process for professional architectural services was who are reviewing terms and conditions for employees
arranged in the latter part of 2016. and have made recommendations to the Board. Some
recommendations have been implemented and this has
helped with staff retention, however, recruitment is still
an ongoing challenge.

The contract for architectural services was awarded to There is a disproportionate percentage of unqualified staff in
Cooney Architects, Dublin and Bailieborough. Prosper Meath and this is a matter of priority going forward.

7.2 Staff Training

A total of 64 staff took part in 361 days training. The average
number of days training per staff member was 5.64.

The total cost of staff training was €106,344 (€34,144 on
courses and €72,200 on salaries). This equates to 4.34 %
of our overall budget.

26|Prosper Group Annual Report 2016

Prosper Meath Overview, Continued

Training for 2016 Staff Numbers

Subject 64
27
Health & Safety 50
First Aid 86
Fire Warden/Manual/Patient Handling 70
Medication Related 89
Safeguarding (Safe & Social) 33
Food Safety/Food Related/FEDS 8
PCP Related 31
Positive Behaviour 11
Driving 19
Diabetes Training/Awareness
Other

7.3 Sick Leave 8.0 HEALTH AND SAFETY (H&S)

There was a slight decrease on previous sick leave levels. There were 349 accident reports received in 2016. Of these,
The average sick leave level at year end was 3.16%. 73% were related to behaviours that challenge. There has
been a substantial increase in the number of incidents of
behaviours that challenge in 2016. The analysis of these
incidents show the majority of them relate to individuals
with Autism. Many individuals struggle with being in a
generic intellectual disability Day Service due to the client
numbers, client profile and staff ratios within the service and
community environment. This is a matter of concern for the
company and it will need to be reviewed in 2017 with the
HSE.

Category Number of Incidents
Behaviours that Challenge 255
Slips Trips & Falls 39
Medication Incidents/Errors 2
Cuts / Lacerations 7
Burns & Scalds 6
Other 40

Prosper Group Annual Report 2016|27

28|Prosper Group Annual Report 2016

Prosper Fingal Housing Association CLG

Ballustree, Skerries Road, Rush
The property at Ballustree was purchased in December 2016 with the financial assistance of a Department of the
Environment, Community & Local Government Capital Assistance Scheme (CAS) Grant administered through the
Fingal County Council.
After refurbishment, this property will be used to provide the residential service that is currently delivered from a
leased premises in Knock Cross House, Balrothery, Balbriggan.
Advancing this project will be a priority in 2017, requiring Department of the Environment and HSE engagement.

Prosper Group Annual Report 2016|29

Financial Summary

Prosper Group (Prosper Social Care Services CLG)
Consolidated Income and Expenditure Account

For the year ended 31 December 2016 2016 2015


€ €

Income 11,001,382 10,552,861

Expenditure (10,803,234) (10,419,960)

Interest receivable - 51

Interest payable (6,374) (6,526)

Surplus for the year 191,774 126,326

30|Prosper Group Annual Report 2016

Financial Summary

Prosper Group (Prosper Social Care Services CLG)
Consolidated Balance Sheet

For the year ended 31 December 2016 2016 2015


€ €

Fixed assets 12,883,574 12,147,530
Tangible assets

Current assets
Debtors 237,155 222,050
Cash at bank 434,806 773,363

671,961 995,413

Creditors (due within one year)

Creditors and accruals (750,651) (765,981)

Bank overdrafts (5,955) (6,582)

Bank loans (133,684) (130,932)

Taxation (163,288) (196,387)

Leasing and hire purchase contracts (39,333) (22,578)

(1,092,911) (1,122,460)

Net current liabilities (420,950) (127,047)

Total assets less current liabilities 12,462,624 12,020,483

Creditors (due after more than one year) (39,680) (178,371)
Bank loans (78,499) (20,172)
Leasing and hire purchase contracts

(118,179) (198,543)

Capital grants (5,418,378) (5,087,647)

Net assets 6,926,067 6,734,293

Reserves

Capital reserves and funds 1,549,248 1,549,248

Income and expenditure account 5,376,819 5,185,045

Members’ funds 6,926,067 6,734,293

Prosper Group Annual Report 2016|31

32|Prosper Group Annual Report 2016