Prosper Group Corporate Governance Manual

creating choice & opportunity Support people
Treat each to be part of
person their local
as an community
individual

In the same way and same place as everyone else

Encourage
people to make

their own
decisions and

choices

Being person centred in how we think and what we do

Listen to
what people

have to say

Respect each Supporting each individual to live a life as they choose
person’s adulthood
Support
and rights as people to
an adult develop their
skills and

interests

Three Year Development Plan

2016 – 2018

b Prosper Group Three Year Development Plan 2016-2018

Contents

Chairman’s Introduction 2
CEO’s Overview 3
Core Purpose, Values, Operational Principles 4
Board of Directors 5
Board Committees 5
Strategic Priorities 6
Scope of Current Provision 7
Key Statistics 8
National Policy Context 10
Strategic Priorities 11
11
1. Person-centred and Responsive Services 12
2. Partnership 12
3. Corporate Leadership and Governance 13
4. Working Smarter – Use of Information 14
5. Quality, Standards and Practices 15
6. Responsive Workforce 16
7. Finance and Assets 17
8. Safety and Risk

Prosper Group Three Year Development Plan 2016-2018 1

Chairman’s
Introduction

As Chairman of the Prosper Group, I am especially pleased to introduce this Three Year
Development Plan 2016-2018.
While the Group has a number of subsidiary companies, this Plan primarily concentrates on the two
HSE funded service provider companies, Prosper Fingal and Prosper Meath (formerly MIDWAY).
Back in 2011, initial exploratory discussions between Prosper Fingal and the MIDWAY Company in
County Meath regarding a potential ‘coming together’ or merger commenced. It was a very uncertain
time in Ireland, with the collapsed economy and its impact on publically funded services. As a result, the
potential benefits of mergers in our sector came into sharp focus. By the end of 2014, those discussions
came to a conclusion. This was made possible by the input of the HSE Social Care Division. Following
five years of intense and concentrated work, the new Prosper Group structure was formed with Prosper
Fingal and Prosper Meath being two of its subsidiary companies.
The timing of this Development Plan is ideal as it aligns with the first full operational year of the Prosper
Group, the introduction of new HSE Social Care structures, the increased governance and regulation
within the charity sector and, not to be underestimated, the increased confidence due to a rising
economy. I believe that all these factors together will propel the new organisation and its structures
forward. However, in saying that, it is my fervent wish that the values that built our organisation to date
are retained. Central to the well-being of any organisation is its culture and I believe the culture of both
Prosper Fingal and Prosper Meath were built on respect, responsiveness and caring. These values have to
be retained and should provide the impetus for this ambitious, client-centred and quality driven Plan.
Prosper Group herein sets out its priorities for the next three years. It does so mindful of the competing
pressures for additional services at all times and the resource potential and limitations. We look forward
to working with our primary funder the Health Service Executive (HSE), other government agencies and
bodies, local and national support groups and families to realising a more self-determined future for the
individuals we support.

Conor Sparks,
Chairman

2 Prosper Group Three Year Development Plan 2016-2018

CEO’s
Overview

The first full operational year of the new Prosper Group structure was 2016. As MIDWAY
(now Prosper Meath) signed off its 2014 Audited Accounts in September 2015, the MIDWAY
Board of Directors were still in place up to that point and duly resigned after the Audited
Accounts Annual Return date of the 30th September. Post the Audited Accounts sign-off,
concentration was then placed on the formal commencement of the new Prosper Group
structure.
The period of this Development Plan represents a unique time for both Prosper Fingal and Prosper
Meath as it aligns with the implementation of the newly formed Prosper Group and its subsidiary
companies. As a result, we have new Boards of Management and Board Committees, Executive
Management structures and services in place. It is also a period that coincides with the newly forming
HSE – Community Heathcare Organisations (CHO) structures and as a result the Prosper Group has
to operate over two distinct HSE regions as County Meath is in CHO Area 8 and Fingal is in the
CHO Area 9.
This Three Year Development Plan 2016-2018 aims to consolidate the agreements made between
Prosper Fingal, MIDWAY and the HSE to date. It also sets out to build a strong organisation that
provides services that are person-centred, responsive and comply with good practice. Those in crisis
come to the fore as we draw up this plan. Individuals in residential crisis or those who are presenting
with significant and changing needs in both Prosper Fingal and Prosper Meath need a coherent
response and strategy, in partnership with the HSE Social Care Division at national and local level.
Advancing alignment across Prosper Fingal and Prosper Meath in service provision, policies and
practices is also a critical target over the next three years. This is a significant and ongoing challenge.
The Plan aims to recognise the need for strong governance in all aspects of the organisation with value
for money being a core objective in how the Prosper Group develops and provides services on behalf of
the State.
This document sets out a strategic direction for the organisation that reflects the increasing pressure
for service expansion and the national disability policy framework it has to work within.

Pat Reen,
CEO

Prosper Group Three Year Development Plan 2016-2018 3

Core Purpose, Values,
Operational Principles

Prosper Group’s service provider companies, Prosper Fingal and Prosper
Meath, are community based non-statutory companies that provide a range
of services and supports to adults with an intellectual disability on behalf of
the Health Service Executive (HSE). The following sets out these companies
core purpose, values and operational principles:

Core Purpose

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

Core Values

• Treat each person as an individual
• Respect each person’s adulthood and rights as an adult
• Listen to what people have to say
• Encourage people to make their own decisions and choices
• Support people to be part of their local community
• Support people to develop their skills, talents and interests

Core Operational Principles

• Being person-centred in what we do
• Enabling active citizenship
• Involving families and carers
• Having the right staff
• Providing quality services

4 Prosper Group Three Year Development Plan 2016-2018

Prosper Group
Board of Directors

Board of Directors Board Committees

Position Name Committee Board Members Invited Members
Chairperson Conor Sparks Quality
and Risk Dr Mary Murphy Dr John O’Connell
Secretary Mary Dowling (Chair) Emer Dowling
Kitty O’Connor

Vice-Chair Noel Hickey Nominations Shay Smyth Paula Carey
(Chair) Michael Shanley
Board Member Dr Mary Murphy Conor Sparks

Board Member Kitty O’Connor Mary Dowling Aideen Quinn
(Chair) Paul Ledwidge
Remuneration John Delany
Shay Smyth
Board Member Mary Walsh

Board Member Shay Smyth Finance Noel Hickey Donal Delaney
and Assets (Chair) Eamon Bolger
Board Member John Delany Dr Mary Murphy

Executive Management Overview
Chief Executive Officer

Operations Executive Management Operations
Manager (Shared) Manager

Meath - Human Resources Fingal
- Finance
- Quality
- Clinical

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

Prosper Group Three Year Development Plan 2016-2018 5

Strategic
Priorities

1 Person-Centred and Responsive Services
2 Partnership
3 Corporate Leadership and Governance
4 Working Smarter – Use of Information
5 Quality, Standards and Practices
6 Responsive Workforce
7 Finance and Assets
8 Safety and Risk

6 Prosper Group Three Year Development Plan 2016-2018

Scope of
Current Provision

(As per HSE Service Arrangement 2016)

Prosper Fingal Prosper Meath Total

No. of Clients 279 184 463
165.19
No. of WTE Posts 107.58 57.61 22
11
No. of Locations 13 9(9 Day, 2 Residential, 2 Respite) (8 Day, 1 Residential)
12
No. in Residential Service 10 residents 1 resident
€10,392,475
No. of Respite Beds (i) 7 beds per night x 7 nights 0
(ii) 5 beds per night x 5 nights Total

Budget Allocation €7,268,435 €3,124,040 108
133
Support Level Prosper Fingal Prosper Meath 102
Level 1 – Minimum 1 : 10 82
Level 2 – Low 1 : 6 – 1 : 9 60 48 38
Level 3 – Moderate 1 : 4 – 1 : 5 92 41 463
Level 4 – High 1 : 2 – 1 : 3 68 34
Level 5 – Intensive 1 : 1 46 36
Total 13 25
279 184

Prosper Group Three Year Development Plan 2016-2018 7

Key
Statistics

Prosper Fingal Total Clients by Day Service 279

Skerries 14 Service users
Rush 48 Service users

Piercetown 18 Service users

Portmarnock 55 Service users
Balbriggan 15 Service users

Howth 10 Service users

Seatown Road 47 Service users

North Street 56 Service users

The Mall 16 Service users

• Residential – 2 Designated Centres
• Residential Respite – 1 Designated Centre (2 Houses)

Prosper Fingal Client Ages 2016 Prosper Fingal Client by Gender 2016

0-19 13 99 1Fe2ma6le 1M5al3e

20-29 98

30-39 Prosper Meath Client by Gender 2016

40-49 36

50-59 19

60+ 14 94Female M9a0le

20 40 60 80 100

8 Prosper Group Three Year Development Plan 2016-2018

Prosper Meath Total Clients by Day Service 184

Ashbourne 9 Service users
Kells: Climber Hall 30 Service users

Kells: Farrell Street 14 Service users
Navan: Beechmount 35 Service users

Navan: Canon Row 32 Service users

Navan: Leighsbrook 23 Service users
Navan: Kennedy Road 14 Service users

Trim: High Street 8 Service users
Trim: Maudlins 19 Service users

• Residential – 1 Designated Centre (1 house)

Prosper Meath Client Ages 2016 Prosper Group Locations

0-19 6 Kells x 2

20-29 52 Navan x 5

Trim x 2 Balrothery Balbriggan x 2

30-39 46 Skerries x 2

40-49 38 Ashbourne Rush x 3

Fingal

50-59 26 Swords x 2

Portmarnock
Howth

60+ 16

10 20 30 40 50 60

Prosper Group Three Year Development Plan 2016-2018 9

Three Year Development Plan
2016 – 2018
National Policy Context

Prosper Group developed this Three Year Plan within the context of key national policies and
legislation relevant to people with disabilities, their families and those that support them.
The breadth of these governing documents are far reaching and span an 11 year timeline since the
introduction of the National Disability Strategy in 2005. The current policy and legislative framework
governing health service provision and, in particular, disability service provision, is leading to
changes in how services are provided to people with disabilities on a scale not experienced since
deinstitutionalisation.

We have begun to witness a reform of disability services largely influenced by the National Disability Strategy
Implementation Plan 2013 - 2015 together with the health services reform framework set out in Future Health:
A Strategic Framework for Reform of the Health Service 2012-2015 and Transforming Lives, the Programme
to implement the recommendations of the Value for Money and Policy Review of Disability Services in Ireland
(2012). All are underpinned by the mainstreaming agenda and aim to transform services to a model of personally
chosen supports designed to enable the individual to live a normal life in society.

In Adult Day Services this change is underpinned by New Directions, Personal Support Services for Adults with
Disabilities (2012) and will be advanced by the implementation of the Interim Standards for New Directions
(2015). Service providers are expected to deliver services with a person-centred focus and to take practical steps
to support and actively engage people with disabilities in community settings. In Residential and Residential
Respite Services, the key driver for change is the National Standards for Residential Services for Children and
Adults with Disabilities (2013). The Health Act (2007) provides a legislative basis for the Health Information
and Quality Authority (HIQA) to monitor, inspect and register settings where Residential and Residential Respite
Services are delivered (called designated centres) against these Standards and two Statutory Instruments (S.I. 366
and S.I. 367). Compliance with the national standards is a requirement under the Service Arrangements between
the HSE and voluntary service providers. Prosper Fingal has three designated centres registered with HIQA and
Prosper Meath is in the process of registering one designated centre as this Plan goes to print.

Other significant policy documents taken into account during the development of this Plan include two
documents concerned with protection: Safeguarding Vulnerable Persons at Risk of Abuse (2014) which spans
both Older Persons Services and Disability Services and Children First – National Guidance for the Protection and
Welfare of Children (2011). This guidance document has a bearing on Prosper Group because our service users
interact with children in daily life and some service users are parents.

In addition, is the national implementation framework to support the Government’s National Housing Strategy
for People with a Disability 2011 – 2016, which reflects the recommendations of Time to Move on from
Congregated Settings – A Strategy for Community Inclusion (2011). This policy looks at establishing a framework
for the delivery of housing for people with disabilities through mainstream housing policy. There is also the
Comprehensive Employment Strategy for Persons with Disabilities 2015 – 2024 which envisages that “people
with disabilities can get a job and enjoy a rewarding career” (p. 12) and the Assisted Decision Making (Capacity)
Act 2015 which reforms Ireland’s Capacity legislation towards establishing a modern statutory framework to
support decision-making by adults who have difficulty in making decisions without help.

The reforms these policies have initiated has created a new era in disability services in Ireland. Disability services
as we know them are changing in terms of how services are funded, procured, delivered and regulated. The
future of service delivery to people with disabilities signposts a blurring of the boundaries between ‘special’ and
‘mainstream’ so that people can access support options and opportunities that best meet their needs - whether
they be provided by mainstream or specialist services.

10 Prosper Group Three Year Development Plan 2016-2018

Strategic
Priorities

1. PERSON-CENTRED AND RESPONSIVE SERVICES

Aim: To increase competence in the design, delivery and assessment
of individualised services and supports.
Objectives:

1. To develop an organisational client ‘Support Needs Assessment’ tool to inform support needs and resource
allocation for referrals and existing service users.

2. To implement a Prosper ‘Personal Planning’ system that ensures a person-centred, consistent and evidence
based approach. This includes the development and implementation of a:
a. Person-centred Planning process
b. Individual Support Planning process
c. Individual Outcomes Monitoring / Measurement process

3. To implement a ‘Client File’ system that ensures a consistent and considered approach to the data held on
each individual we support.

4. To introduce the Prosper client database across Prosper Fingal and Prosper Meath.
5. To enable the database to record, track and measure the individualisation of services / supports provided.
6. To review support levels of individuals supported by Prosper on an annual basis and make necessary

adjustments to internal and external recording accordingly.
7. To design and implement an organisational and local budget allocation system that reflects individual support

levels and prepares for an individualised funding methodology.
8. To review annually our models of service to minimise specialist and centre based dependency and maximise

natural and mainstream opportunities.
9. To advance localised service provision in accordance with national disability policy i.e. provide services that are

local to the person’s home to the greatest extent possible.
10. To review our Admissions Policy and methodology on an annual basis.
11. To track and record the changing needs of clients and families on an annual basis.
12. To seek resourcing from the HSE to respond to new referrals, changing needs and service gaps within our

provision.

Prosper Group Three Year Development Plan 2016-2018 11

Strategic
Priorities

2. PARTNERSHIP

Aim: To promote and invest in partnership working that is strategic
to the growth and development of the Prosper Group.
Objectives:

1. To build formal structures of engagement and consultation with the individuals we support.
2. To engage with parents, families and carers in an open and constructive way.
3. To build local partnerships at community level i.e. local networks and forums.
4. To build regional and national partnerships i.e. with statutory and non-statutory agencies.
5. To participate in strategic planning at local and regional level with the HSE, Local Authorities, Educational

Training Boards etc.

3. CORPORATE LEADERSHIP AND GOVERNANCE

Aim: To build a model of Corporate Leadership and Governance that
ensures good business practices, organisational accountability and
transparency.
Objectives:

1. To develop a governance manual to inform the Board of Directors in matters of leadership and accountability.
2. To comply with obligations as set out in the HSE Service Arrangements.
3. To prepare and publish a Group Annual Report and Consolidated Accounts.
4. To integrate the work of Board Committees with that of the Board of Directors’ priority setting and agenda.
5. To place the statutory Group Financial Audit out for tender.
6. To register Prosper Group on the “Register of Lobbying” as required and maintained by the standards in the

Public Office Commission.
7. To develop and report annually on the internal audit structures and activities within the Group.
8. To complete the necessary registration required for the Group.
9. To review the Group’s Core Purpose, Core Values and Core Operational Principles.
10. To develop the Group’s branding and image to communicate its new structures and service provision.

12 Prosper Group Three Year Development Plan 2016-2018

Strategic
Priorities

4. WORKING SMARTER – USE OF INFORMATION

Aim: To build systems of data, information and knowledge that informs
the direction, investment and effectiveness of the Companies and its
service provision.
Objectives:

1. To develop a strategy to maximise the IT potential and connectivity within the Group.
2. To build robust systems of IT management, maintenance and security.
3. To review policy and procedures in the use, management and maintenance of our IT systems and assets.
4. To continue to develop and implement the Prosper Group ‘shared client database’ in Prosper Fingal and

Prosper Meath.
5. To prepare and present strategic client and service-related reports exported from the database.
6. To agree a system of annual and ongoing review of the National Intellectual Disability Database that engages

and informs the key internal and external stakeholders.
7. To prepare a critical IT investment plan on an annual basis in order to make the necessary technology

infrastructure and resource investments.
8. To identify and implement IT solutions to reduce cost and increase efficiencies.
9. To ensure that appropriate IT business continuity processes are in place.
10. To identify IT training requirements and support implementation.

Prosper Group Three Year Development Plan 2016-2018 13

Strategic
Priorities

5. QUALITY, STANDARDS AND PRACTICES

Aim: To promote and pursue best practice and to meet quality assurance
requirements as applicable to the sector.
Objectives:

1. To implement the Safeguarding Vulnerable Persons at Risk of Abuse National Policy & Procedures.
2. To develop, monitor and review Prosper’s Residential and Residential Respite Services to ensure compliance

with HIQA’s National Standards for Residential Services for Children and Adults with Disabilities and the
associated regulations (Statutory Instrument No. 366 & 367).
3. To address any non-compliance actions arising from the registration-related HIQA inspections and any
additional inspections in order to fully meet the required standard or regulation.
4. To seek HIQA registration of the Prosper Meath designated centre.
5. To develop, monitor and review Prosper Day Services to ensure ongoing implementation of the HSE’s Interim
Standards for New Directions, Services and Supports for Adults with Disabilities.
6. To develop and implement an internal audit process to regularly review service provision in terms of meeting
statutory and regulatory governance requirements; to acknowledge good practice and to identify areas for
improvement.
7. To develop, implement and review Company policies and procedures in order to comply with legislation,
statutory and regulatory obligations and good practice within the sector.
8. To drive high quality and safe care for the individuals supported by Prosper by acknowledging and promoting
good practice.

14 Prosper Group Three Year Development Plan 2016-2018

Strategic
Priorities

6. RESPONSIVE WORKFORCE

Aim: To build a staff complement that has the required skills, knowledge
and attributes to ensure competent and responsive service provision.
Objectives:

1. On an annual basis, to agree the number and profile of staff required (including WTEs and skill mix) to provide
competent service provision.

2. To develop a considered recruitment and induction plan for each company position.
3. To develop and enhance staff skills and capacity to support additional specialist needs including intellectual

disability and mental health, intellectual disability and autism, aging and dementia, specific medical
conditions etc.
4. To provide staff with clear job descriptions and supervision which facilitates clarity of role and clarity of
purpose.
5. To measure staff performance at all levels of the organisation and provide performance improvement plans for
staff where necessary.
6. To record, track, measure and manage staff attendance with specific reference to sick leave so that staffing is
maximised for the benefit of the people we provide services to.
7. To review the following on an annual basis:
a. Skill Mix
b. Job Descriptions
c. Contracts of Employment
d. Performance Management Systems
e. Staff Recruitment and Retention
8. To review on an annual basis the capacity of the HR Department to support the HR needs of the Prosper
Group.
9. To nurture staff talent and ambition through further training and career advancement.

Prosper Group Three Year Development Plan 2016-2018 15

Strategic
Priorities

7. FINANCE AND ASSETS

Aim: To maximise the resources available to the Prosper Group and
build systems of oversight that ensure appropriate governance and
management.
Objectives:

1. To agree and sign off HSE Service Arrangements for Prosper Fingal and Prosper Meath for each year.
2. To comply with statutory reporting obligations.
3. To build a transparent and consistent budget allocation methodology for Prosper Fingal and Prosper Meath.
4. To set out a Capital Plan for 2016-2018 incorporating Fingal and County Meath.
5. To build internal audit methodology on finance.
6. To procure goods and services in line with good practice and value for money.
7. To review on an annual basis the capacity of the Finance Department to support the financial needs of the

Prosper Group.
8. To set out the functions, procedures and governance for fundraising income and activities.

16 Prosper Group Three Year Development Plan 2016-2018

Strategic
Priorities

8. SAFETY AND RISK

Aim: To provide a safe environment in compliance with regulatory,
statutory and sector standards.
Objectives:

1. To develop and review policies / procedures to comply with health and safety legislative requirements and
sector standards.

2. To develop a positive approach to risk that balances an individual’s rights with the duty of care to ensure
safety.

3. To ensure Prosper’s Safety Statement is fully implemented in all services and reviewed as needed.
4. To contribute to the development and maintenance of Prosper’s Risk Register.
5. To develop a standard premises assessment tool to help inform Capital Investment.
6. To implement a process for the annual review of health and safety at a service level.
7. To carry out internal audits to measure compliance with health and safety requirements.
8. To establish and maintain a system for analysis of accidents / incidents.
9 To identify areas of safety and risk that need considered and focused training for service users and / or staff.

Prosper Group Three Year Development Plan 2016-2018 17

Prosper Group
Strand Street, Skerries
Co. Dublin
K34 TD61

Tel: 01 8493600

Strategic Priorities

Person-Centred and Responsive Services (Continued)

9. To examine models of good practice (national and international) that help inform our
approach to designing services for a diverse and changing client population.

10. To develop and implement programmes aimed at improving access and participation in
community life for the individuals we support.

11. To implement a Statement of Purpose in each of our day services which clearly describe
the services and supports provided.

12. To review the Admissions criteria and process on an annual basis.
13. To formalise our system to identify, record and track the changing needs of clients and

families on an annual basis.
14. To seek resourcing from the HSE to respond to new referrals, changing needs and service

gaps within our provision.
15. To develop strategic partnerships at local, regional and national level to help advance the

provision of person centred and responsive services.
16. To implement a formal Customer Satisfaction Feedback process.
17. To review how our advocacy systems are supporting self-advocacy at local and

organisational level and to act upon the findings.
18. To develop an understanding and awareness of the Assisted Decision Making (Capacity)

Act 2015 and its application.

Prosper Group Five Year Development Plan 2019 – 2023 19

Strategic Priorities

2. Working in Partnership

Aim: To promote and invest in partnerships that are strategic
to the growth and development of the Prosper Group.
Objectives:

1. To build formal structures of engagement and consultation with the individuals we
support.

2. To engage with parents, families and carers in an open and constructive way including
meaningful engagement around areas of concern.

3. To build local partnerships at community level that can impact positively on the lives of
the people we support and their carers, i.e. local authorities, networks, forums and other
disability organisations.

4. To create local directories of opportunities to respond to the needs and wishes of the
individuals we support, e.g. employment, volunteering, education, leisure activities,
independent living, etc.

5. To provide targeted information and resources to parents / carers.
6. To provide targeted education and training to community leaders, strategic partners,

schools and the general community.
7. To participate in strategic planning at local and regional level with the HSE, local

authorities, educational bodies, etc.
8. To identify and participate in joint initiatives with external agencies / bodies that helps

progress the work of Prosper Group companies.

20 Prosper Group Five Year Development Plan 2019 – 2023

Strategic Priorities

3. Corporate Leadership and Governance

Aim: To provide Corporate Leadership and Governance that
ensures good business practices, organisational accountability
and transparency.
Objectives:

1. To appoint members to both the Boards of Directors of Prosper Group companies
and Board Committees who have the skill mix and competence to provide strong
leadership, governance and accountability.

2. To ensure the Boards of Directors and Board Committees have clear terms of reference
and support to carry out their functions effectively.

3. To ensure that there are proactive measures in place regarding succession planning for
vacancies arising within the Boards of Directors and its Board Committees.

4. To maintain a Governance Manual that informs the Boards of Directors in matters of
leadership and accountability.

5. To develop and work to a Strategic Plan.
6. To develop and implement an Annual Work Plan that reflects the priorities within our

Strategic Plan.
7. To maintain and review the Prosper Risk Register as required.
8. To comply with obligations as set out in the HSE Service Arrangements.
9. To prepare and publish a Group Annual Report and Consolidated Accounts.
10. To register Prosper Group companies on the ‘Register of Lobbying’ as required and

maintained by the standards set out by the Public Office Commission.
11. To develop and report annually on the corporate audit structures and activities within

Prosper Group.
12. To address matters raised in the HSE Internal Audit Report 2019.
13. To comply with the reporting obligations and registrations required for Prosper Group

and its subsidiary companies.
14. To maintain an executive management structure that is fit for purpose within the context

of the mission, vision and contractual obligations, as applicable.
15. To build and maintain a databank of critical operational and corporate information.
16. To ensure all personal information is respected and protected in accordance with General

Data Protection Regulations (GDPR) and regulatory requirements.
17. To review company archiving requirements and act upon its findings.
18. To celebrate the 40th Anniversary of Prosper Meath (formerly MIDWAY) in 2022.

Prosper Group Five Year Development Plan 2019 – 2023 21

Strategic Priorities

4. Working Smarter – Use of Information

Aim: To build systems of data, information and knowledge sharing
that informs the direction, investment and effectiveness of Prosper
Group and its service provision.
Objectives:

1. To identify measures to maximise the IT potential and connectivity within Prosper Group
and implement IT solutions to reduce cost and increase efficiencies.

2. To build robust systems of IT management, maintenance and security.
3. To develop / review policy and procedures in the use, management and maintenance of

our IT systems and assets.
4. To provide IT support in the development and implementation of the client information

management system.
5. To prepare for the introduction of the HSE National Ability Support System (NASS) and

thereafter ensure that the mandatory data returns are completed in an accurate and
timely manner.
6. To support the introduction of a new HR database that would provide data analytics on
time and attendance and general HR data.
7. To prepare an IT investment plan on an annual basis.
8. To ensure that appropriate IT business continuity processes are in place.
9. To identify IT training requirements and support implementation.
10. To develop our social media capacity to advance Prosper Group’s mission and values.
11. To utilise data to help inform the organisation’s decision making.

22 Prosper Group Five Year Development Plan 2019 – 2023

Strategic Priorities

5. Quality, Standards and Practices

Aim: To promote and pursue best practice and to meet
quality assurance requirements as applicable to the sector.
Objectives:

1. To research new and existing legislation, regulations, policy and service models /
developments within the sector.

2. To develop, approve and implement new company policies and procedures required to
comply with legislative and regulatory obligations and good practice within the sector.

3. To monitor the effectiveness of Prosper’s policies towards continuous quality
improvement.

4. To review Prosper’s policies and procedures at intervals not exceeding 3 years and,
where necessary, update them in response to organisational, legislative and regulatory
requirements.

5. To develop and implement an online policy sign-off process.
6. To continue the self-evaluation of day services against the HSE’s Interim Standards for

New Directions, Services and Supports for Adults with Disabilities and submit a National
Report, as required.
7. To secure HIQA registration for new designated centres and renew HIQA registration of
existing designated centres as required.
8. To monitor and review Residential and Residential Respite Services to ensure compliance
with HIQA’s National Standards for Residential Services for Children and Adults with
Disabilities and the associated regulations. This includes:
a. Completing a written report, including a plan to address any concerns arising,

following an unannounced visit to / audit of a designated centre.
b. Completing an annual report on the quality and safety of care and support in each

designated centre.
c. Introducing a system to track and monitor progress of actions arising from HIQA

inspections and internal visits / audits of designated centres.
9. To address any non-compliance actions arising from HIQA inspections in order to be

compliant with the required standard or regulation.
10. To review the internal audit process for Residential and Respite services in order to

improve the effectiveness and efficiency of the process.
11. To develop and implement an internal audit process for day services.

Prosper Group Five Year Development Plan 2019 – 2023 23

Strategic Priorities

6. Competent and Responsive Workforce

Aim: To develop a work force that has the required skills, knowledge
and attributes to deliver on Prosper Group’s mission and corporate
obligations.
Objectives:

1. On an annual basis, to agree on the number and profile of staff required, including
whole time equivalents (WTE) and skill mix, to support the organisation’s service
provision and oversight.

2. To develop an annual workforce plan to identify recruitment needs for current service
delivery, proposed developments and operational changes.

3. “To review and amend as required our model of remuneration within the context of our
Section 39 funding status.”

4. To review and make recommendations regarding our Residential and Respite Services
rostering models, and implement as required.

5. To develop and implement a performance management framework for all staff, including
the practice of regular supervision.

6. To automate the recording, tracking, measurement and management of staff
attendance.

7. To design and implement a talent management strategy 2019 – 2023.
8. To facilitate continuous professional development for employees.
9. To undertake a training needs analysis in order to develop a staff training plan for

implementation on an annual basis, to include mandatory and role specific training. This
needs analysis should also be informed by the performance management review process.
10. To progress compliance towards the European Working Time Act.
11. To support employee wellbeing and employee engagement.
12. To develop a succession plan for critical roles that will become vacant over the next five
years.
13. To develop and implement a Manager and Lead Development Programme.
14. To ensure policies and procedures are developed and reviewed in line with HR legislative
requirements and sector standards.

24 Prosper Group Five Year Development Plan 2019 – 2023

Strategic Priorities

7. Finance and Managing Resources

Aim: To maximise the resources available to Prosper Group
and build systems of oversight that ensure appropriate financial
governance, management and value for money.
Objectives:

1. To agree and sign off the annual HSE Service Arrangements.
2. To make business cases to the HSE in response to new admissions, the changing needs

of clients, pay and non-pay pressures.
3. To operate Prosper Group companies within their allocated budget.
4. To comply with statutory and contractual obligations.
5. To address the recommendations raised in the HSE Internal Audit Report.
6. To maintain a transparent and consistent annual budget allocation methodology.
7. To develop staff awareness of Prosper Fingal and Prosper Meath’s budget income and

allocation methodology.
8. To develop a reserves policy.
9. To fully apply Professional Services Withholding Tax.
10. To seek new and alternative capital funding streams.
11. To identify and explore alternative revenue funding streams.
12. To proactively identify and manage financial risk.
13. To advance the financial internal audit system.
14. To develop and implement a system to meet public procurement obligations.
15. To set out the procedures and governance for donations / fundraising income.
16. To review and propose an alternative pay strategy for both Prosper Fingal and Prosper

Meath as HSE Section 39-funded agencies.
17. To review, on an ongoing basis, the qualifying eligibility, application and performance of

the Prosper Fingal and Prosper Meath employee pension plans.
18. To review, on an ongoing basis, the insurance arrangements that are in place within the

Group.

Prosper Group Five Year Development Plan 2019 – 2023 25

Strategic Priorities

8. Safety and Risk

Aim: To provide a safe environment in compliance
with regulatory, statutory and sector standards.
Objectives:

1. To ensure policies and procedures are developed, reviewed and implemented to maintain
compliance with health and safety legislative requirements, sector standards and relevant
insurance requirements.

2. To develop and implement a positive approach to risk that balances an individual’s rights
with the duty of care to ensure safety.

3. To develop plans to maintain business continuity in the event of an emergency situation.
4. To ensure the Prosper Safety Statement is fully implemented in all services and reviewed

as needed.
5. To maintain the Prosper Risk Register and ensure it is reviewed annually, at a minimum.
6. To annually review the appropriateness of our premises using a standard premises

assessment tool.
7. To ensure annual reviews of health and safety at a service level are completed.
8. To carry out internal audits to measure compliance with health and safety requirements.
9. To analyse and manage accidents / incidents to ensure learning, improvement and

compliance with the ‘HSE Incident Management Framework’ (2018).
10. To identify areas of safety and risk that need considered and focused training for service

users and / or staff.

26 Prosper Group Five Year Development Plan 2019 – 2023

Strategic Priorities

9. Estates and Assets

Aim: To manage and maintain Prosper Group companies’ estates
and assets, and forward plan accordingly.
Objectives:

1. To develop and maintain an assets register.
2. To develop and maintain a register of property leases.
3. To develop and maintain a register of property mortgages.
4. To develop a proactive and considered facilities management and maintenance system.
5. To develop a Capital Plan for the period 2019 – 2023.
6. To identify and respond to funding opportunities to support our capital plan.
7. To explore partnership / shared options in relation to our capital needs.
8. To resolve the position surrounding HSE and bank-related charges over Prosper Group

company properties.

Prosper Group Five Year Development Plan 2019 – 2023 27

28 Prosper Group Five Year Development Plan 2019 – 2023

“ Supporting each individual
to live the life they choose,
in the same way and same
places as everybody else

Prosper Group Five Year Development Plan 2019 – 2023 29

Prosper Group
Strand Street, Skerries
Co. Dublin
K34 TD61

Tel: 01 8493600

17.2 Annual Budgets
Annual income and expenditure budgets are prepared for each service within Prosper.
Budgets are informed by Prosper’s Annual Work Plan, service requirements, service user
numbers and funding levels available. Income and expenditure is continuously monitored
to ensure that Prosper remains within budget.

17.3 Reporting to the Board
There is a system of reporting to the Board which supports good financial planning,
budgetary control and risk management.

The Audit Committee assists the Board to oversee financial governance. The following
reports are prepared for the committee to review:

 Detailed quarterly management accounts showing all income and expenditure
analysed by type.

 Analysis of any variances from budget.
 Detailed analysis of key or critical areas of income or expenditure.
 Exceptional income or expenditure items.
 Capital expenditure analysis.
 Any item that might have a financial impact e.g. potential changes to funding, changes

to service user numbers, changes to staff numbers, potential changes to salary
structures, new investment proposals.

17.4 Policies, Procedures and Guidelines
There are financial policies, procedures and guidelines in place to ensure good financial
management and control and also to maintain compliance with obligations as set out in
the following:

 Annual Compliance Statement by the Members of Section 39 Providers (HSE).
 The annual HSE Service Arrangement.
 The Code of Practice for the Governance of State Bodies and/or The Governance

Code - A Code of Practice for Community, Voluntary and Charitable Organisations in
Ireland.
 Department of Public Expenditure and Reform circulars.

V.1.2 March 2020 Page 32 of 46

Financial policies are implemented following review by the Audit Committee and signed
off by the Board. The committee continuously reviews financial policies for updates.

17.5 Preparation of Annual Financial Statements
Annual financial statements are prepared under financial reporting standard (FRS) 102
and the Charities Statement of Recommended Practice (SORP) which are considered
best practice. This includes the declaration of salaries of the CEO and senior
management.

As per HSE requirements the signed audited Annual Financial Statements must be
submitted to the HSE by 31st May each year and published on the Prosper websites.

17.6 Annual Financial Monitoring Return
In accordance with obligations set out by the Department of Public Expenditure and
Reform the Annual Financial Monitoring Return (AMFR) is prepared as an addendum to
the audited financial statements. This return reconciles the HSE funding provided under
the annual Service Arrangement with the figures reported in the Annual Financial
Statements and also contains an assurance statement on specific financial governance
items.

This is signed by the CEO and Financial Controller and returned to the HSE with the
annual financial statements.

17.7 Internal Audit
The Audit Committee is made aware of internal audit findings where relevant.

17.8 External Audit
The Board reviews the external auditor’s management letter presented as part of the
annual audit.

The Board ensures that the external audit function is put out to tender every three years.
The Board will ensure that the HSE are informed of any change of auditor.

V.1.2 March 2020 Page 33 of 46

APPENDIX 1

CODE OF CONDUCT

_______________________

V.1.2 March 2020 Page 34 of 46

Code of Conduct for Board of Directors

This Code of Conduct details what each individual must commit to in their role as Board
Director - and in all areas relating to their interaction with, and on behalf of, the Prosper
Group and its subsidiary companies (hereafter called Prosper). Prosper asks all its Board
Directors to sign and return this document, and these signed copies are kept on record.

Framework
The intent of this Code of Conduct is to set a standard for governance within Prosper.
The objectives of having this code are to set out an agreed set of principles, the promotion
and maintenance of confidence and trust and the prevention of development or
acceptance of unethical practices.

Individual Commitment
As a Director of Prosper, I have a legal responsibility to act in the best interests of the
organisation. Abiding by this Code of Conduct and the Governance Code for non-profit
organisations describes how I will do that. If any of these commitments cause me to come
in conflict with my legal obligations then these latter will take precedence.

Organisational Values
As a Board Director of Prosper I promise to abide by the fundamental values that underpin
all the activities of our organisation.

Accountability
Everything Prosper does should be able to stand the test of scrutiny by members of the
public, the media, members, beneficiaries, stakeholders and the regulatory authorities.

Integrity and Honesty
These will be the hallmarks of all conduct within Prosper, particularly when dealing with
colleagues (Board and staff) and external individuals and agencies.

Transparency
Prosper will strive to promote an atmosphere of openness throughout the organisation in
order to promote confidence to members of the public, staff, beneficiaries and regulators
and also to promote strategic and operational effectiveness.

V.1.2 March 2020 Page 35 of 46

Procedure
Board Directors should direct all queries and observations regarding company business
to the Company Secretary who will send them to the Chairman at the earliest opportunity.
All such queries and observations received will be formally raised at the following Board
meeting if deemed necessary by the Chairman.

Governance Code
I will support Prosper’s adoption of, and compliance with, the Governance Code for
Community, Voluntary and Charitable organisations and its associated implementation
actions.

In addition to the above, I agree to the following:

Law, Mission, Policies
 In my role as Board Director I will not break the law or act against any regulation in

force.
 I will support the organisation's mission and actively promote it.
 I will abide by organisational policy and procedure.
 I will seek to maintain and promote integrity, good governance, effectiveness and

efficiency for the delivery of the organisation's mission.
 If I find evidence of any non-compliance with statutory obligations that apply to

Prosper, I will bring this to the attention of fellow Board Directors with a view to having
the matter rectified.
 I understand I can seek independent legal advice, at a reasonable cost to the
Association, as set out in the relevant procedure

Conflicts of Interest
 I will always act in the best interests of the organisation.
 I will do my work in accordance with Prosper's "Conflict of Interest" position and declare

any conflict of interest or any such circumstance as may be viewed by others as
conflicting as soon as it arises.
 I will submit to the judgement of the Board and do as it requires regarding potential
conflicts of interest.
 Where a conflict of interest arises, I agree to absent myself from any discussion or
vote taken on that particular matter by the other Directors.

V.1.2 March 2020 Page 36 of 46

Person to Person
 I will act in regard of organisational policies in my relationships with fellow Board

members, staff, volunteers, beneficiaries or anyone I come into contact with in my role
as Board Director.

Guardian of the Organisation's Reputation
 I will not speak as a Board Director to the media or any public forum without the prior

knowledge and approval of the Chair or CEO.
 When I am asked to represent the organisation, any comments I make will reflect

current policy even if I do not agree with them.
 When speaking as a private citizen I will aim to uphold the reputation of the

organisation and those who work and volunteer for it.
 I will respect organisational, Board and individual confidentiality.
 I will take an active interest in the organisation's public image.

Personal Gain
 I will not personally gain from my role as a Board Director nor will I permit others to do

so as a result of my actions or negligence.
 I will document expenses and seek reimbursement according to agreed procedure.
 I will not accept gifts or hospitality without the consent of the Chair.
 I will use organisational resources responsibly, when authorised in accordance with

procedure.

At Board Level
 I will embody the principles of good governance in all my actions and live up to the

trust placed in me by Prosper.
 I will abide by the Board governance procedures and practice.
 I will commit to attend all Board meetings, and in the event of unavoidable inability to

attend, will observe the Board attendance guidelines.
 I will strive to be familiar with all agenda items sent to me in good time and be prepared

to contribute my opinions during meetings.
 I will honor the authority of the Chair.
 I will maintain a respectful attitude to the opinions of others.
 I understand that decisions will ideally be made by consensus, but may be by vote. I

will consider any majority vote as a corporate decision and will accept and support it.

V.1.2 March 2020 Page 37 of 46

 I will maintain confidentiality unless authorised to speak on matters outside Board
meetings.

Enhancing Governance
 I commit to supporting Prosper's compliance with the Governance Code for

Community, Voluntary and Charitable Organisations.
 I will participate in appropriate induction, training and development of Board activities.
 I will support the CEO in his/her executive role and the Chair in his/her leadership role.
 I will visit services, in conjunction with the relevant managers, to meet with people

using services, their families and staff, to ensure an effective connection between my
governance role and the people using and providing services and supports.

Leaving the Board
 I understand that any substantial breach of this code may result in my removal from

the Board. [1]
 Should I wish to resign, I will inform the Chair in writing, stating my reasons for

resigning from the Board.
 I will participate in an exit interview if requested.
 I understand that on termination of my appointment, I agree to return all Board papers,

documents, memos, notes and any other material of a confidential nature (without
retaining any copies) to the Company Secretary within an agreed period of time. I also
agree to delete any Company data held in soft copy.

Signed: ___________________________ Date: ________________
Director of Prosper

[1] The process for dealing with breaches of this Code of Conduct is that any such
breaches will be reviewed by the Board of Directors for consideration and decision.

V.1.2 March 2020 Page 38 of 46

APPENDIX 2

CONFLICT OF INTEREST DECLARATION FORM

______________________________________

V.1.2 March 2020 Page 39 of 46

CONFLICT OF INTEREST DECLARATION FORM

I, , as Board Member of Prosper Group, have set out below my interests
in accordance with the organisation’s Conflict of Interest Policy, which is outlined in

Section 4.9 of the Corporate Governance Manual entitled, Managing Conflicts of Interest.

Category Details of interest and whether it
applies to yourself or, where
Current employment and any previous appropriate, a member of your
employment in which you continue to immediate family or some other
have an interest/financial interest close personal connection
Appointments (voluntary or otherwise)
e.g. trusteeships, directorships, local
authority membership, tribunals, etc.
Membership of any professional bodies,
special interest groups or mutual
support organisations
Investments in unlisted companies,
partnerships and other forms of
business, major shareholdings and
beneficial interests that may conflict with
Prosper Group operations
Gifts or hospitality offered by external
bodies in the last 12 months

Related to a Service User

Related to a Staff Member

Any other conflicts that are not covered
by the above

To the best of my knowledge, the above information is complete and correct. I undertake
to update as necessary the information provided, and to review the accuracy of the
information on an annual basis. I give my consent for it to be used for the purposes
described in the Conflict of Interest Policy and for no other purpose.

Signed: Date:

V.1.2 March 2020 Page 40 of 46

APPENDIX 3

BOARD OF DIRECTORS CHAIRMAN / OFFICER
NOMINATION FORM

______________________________________

V.1.2 March 2020 Page 41 of 46

BOARD OF DIRECTORS CHAIRMAN / OFFICER POSITION
NOMINATION FORM

Instructions for Directors: Directors may set out a personal expression of interest, or a
Director may nominate a fellow director for an upcoming position. Please fill out the
following form and submit to the Secretary of the Board of Directors.

On behalf of Prosper Group Board of Directors,

I nominate: Current Position:
Director’s Name:

For the following position (s). Please tick the position (s) nominated for:

( ) Chairman. Current Chairman:
( ) Vice-Chairman. Current Vice-Chairman:

( ) Secretary Current Secretary:

Nominated by: Self / Other (Please circle)

Signed: Name (Print):

TO BE COMPLETED BY THE NOMINEE:

Nomination Accepted by: Name (Print):
Signed: Date:

V.1.2 March 2020 Page 42 of 46

APPENDIX 4

DEFINITION OF SECTION 39 OF
THE HEALTH ACT 2004

______________________________________

V.1.2 March 2020 Page 43 of 46

Section 39 of the Health Act 2004 reads:
Assistance for certain bodies:

1. The Executive may, subject to any directions given by the Minister under section 10
and on such terms and conditions as it sees fit to impose, give assistance to any
person or body that provides or proposes to provide a service similar or ancillary to a
service that the Executive may provide.

2. Assistance many be provided under this section in any of the following ways:
a. By contributing to the expenses incurred by the person or body.
b. By permitting the use by the person or body of premises maintained by the
Executive and, where requisite, executing alterations and repairs to and
supplying furniture and fittings for such premises.
c. By providing premises (with all requisite furniture and fittings) for use by the
person or body.

3. Assistance may be provided to a person under this section whether or not the person
is a service provider.

Distinction between Section 38 and Section 39 agencies
The HSE funds a range of services providers under either Section 38 or Section 39 of the
Health Act 2004. The HSE (the Executive) is required by statute to manage and deliver,
or arrange to be delivered on its behalf, health and personal social services. The Health
Acts, 1947 to 2013, empower the Executive to enter into an arrangement with the Provider
to provide health and personal social services.

Annually, the Executive provides funding of approximately €3bn to almost 3,000 agencies
for the delivery of a range of services. The bulk of this funding, €2.44bn, goes to some
44 agencies (known as Section 38 agencies) primarily in the acute hospital and disability
sectors.

Section 38 arrangements involve organisations that are funded to provide a defined level
of service on behalf of the HSE, while under Section 39, the HSE grant-aids a wide range
of organisations, to a greater or lesser extent.

The employees of agencies that are funded under Section 38 of the Health Act 2004 are
classified as public servants. They are subject to the standard salary scales for the health
sector as well as having access, in the main, to a public service pension scheme. The

V.1.2 March 2020 Page 44 of 46

employees are included in public service employment numbers. In Dublin North, a
number of Section 38 agencies operate, including St. Michael’s House, Daughters of
Charity and the Central Remedial Clinic.

The employees of agencies that receive grant-aid from the HSE under Section 39 are not
public servants and are not specifically subject to the pay-scales approved for public
servants. The employees of such organisations are not included in public service
employment numbers. Prosper Fingal and Prosper Meath are Section 39 Agencies.

V.1.2 March 2020 Page 45 of 46