Prosper Group Annual Report 2017

Annual Report

2017

2|Prosper Group Annual Report 2017

Contents

Page

Introduction 4

Prosper Corporate Structure 5

Chairman’s Address 7

Chief Executive’s Statement 8

Prosper Overview 11

Scope of Service Provision 12

Prosper Fingal Overview 15

Prosper Meath Overview 21

Prosper Fingal Housing Association CLG 27

Financial Summary 28

Prosper Group Annual Report 2017|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 > Being person-centred in what we do
Principles, which underpin how the organisation conducts its > Enabling active citizenship
business. > Involving families and carers
> Having the right staff
Core Purpose

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 2017

Prosper Corporate Structure

Board of Directors Noel Hickey
Vice Chair
Dr. Mary Murphy
Chairman

Mary Dowling Paula Carey
Secretary

Seamus Smyth Kitty O’Connor

John Delany Mary Walsh

Prosper Group Annual Report 2017|5

Prosper Corporate Structure

Board Committees

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

Nominations Shay Smyth (Chair) Michael Shanley
Paula Carey
Dr. Mary Murphy

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

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

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

6|Prosper Group Annual Report 2017

Chairman’s Address

Looking back over 2017 it is difficult to places in the service, many from applicants with more complex
believe the volume of work that has been needs. Our existing service users and their parents and carers
accomplished in a twelve-month period. are getting older and this will challenge our ability to meet
Capital projects in Prosper Meath – the needs and expectations of service users and their families
Watergate Street, Navan and Emmet Street, into the future. While every effort is being made to satisfy
Trim – received planning permission and the administrative and service demands, much will depend on
are expected to be completed in late 2018 being able to secure adequate funding for capital projects and
service delivery, and on the ability of the Company to balance
or early 2019, subject to the funding being governance obligations with the delivery of services, which is
available. In Fingal, plans for Ballustree House our core purpose.
and The Obelisk are well advanced. The highlight of the
year was, however, the opening of the Day Service in There has been significant improvement in the delivery of
The Lodge, Balbriggan, a project made possible through services within Prosper Meath and the new management
the extraordinary generosity of the Reilly family. structure there is working well. There is an ongoing transfer
of skills from Prosper Fingal to Prosper Meath and the signs
On the information technology front, the Fingal website of a real partnership between the two divisions are becoming
was updated and a website for Meath was developed, both evident.
of which will be launched early in 2018. Skype has been
introduced and the development of a client shared database The recruitment of new Board Directors is also of concern as
has been advanced. many prospective members are deterred from acting because
of the responsibilities implied in accepting a nomination for
With an ever-increasing emphasis on governance and Board membership.
accountability, the Board agreed and adopted the
‘Recommended Practice for Financial Reporting by Charities’ The current financial status of the Company is sound as
(SORP) and this was implemented in the Annual Accounts for evidenced by the 2016 annual accounts, but the creation
2016 and will be the basis used for future financial reports. of a reserve fund to provide a buffer against unexpected
or exceptional expenses, and to assist in negotiations with
A procurement policy was adopted for capital projects and financial institutions, must now receive urgent consideration.
maintenance and a further procurement policy relating to
goods and services will be addressed in the coming year. Despite the many challenges that face the organisation, we
Board Committees covering Nominations, Remuneration, are determined not to lose sight of the values of our founding
Quality and Risk and Audit are all operational in accordance members as we enter the 40th anniversary year of the
with HSE requirements and are providing assistance to the founding of Prosper Fingal by the Fingal Association of the
Board in the management of the Company. Handicapped.

Staff recruitment and retention remains a difficult challenge I would like to take this opportunity to thank my fellow
for the Company as there is an acknowledged nationwide Board members, the members of the Board Committees
shortage of suitable candidates in this sector. In an effort to and especially the management and staff for their continued
appeal to prospective employees, a review of the Company’s commitment and endeavours throughout the year.
capacity to increase the number of employees with a pension
entitlement was carried out during 2017 and, following this On behalf of the Board of Management, I would like to thank
review, 64 employees were offered admission to the scheme. the HSE CHO8 and CHO9 for their financial support and
acknowledge the co-operation and assistance the Company
It has always been a guiding principle of the Prosper Group has received from government departments and agencies,
to provide a quality service to those we support, but more from local authority and community groups during 2017.
demands are being placed on the Company – from increased
statutory and contractual obligations in the areas of client Dr. Mary Murphy
safeguarding, health and safety, incidence reporting, Chairman
procurement, governance, accountability, transparency, and
risk management, to additional administrative requirements in
the form of the treatment of withholding tax on invoices from
suppliers of goods and services being imposed in the near
future. At the same time there is an increased demand for

Prosper Group Annual Report 2017|7

Chief Executive’s Statement

Pat Reen, In 2017 we employed a number of corporate measures
Chief Executive Officer to provide effective and efficient services and a strong
work performance across the Prosper Group. We did
We also examined so by realising strategic priorities, set out in a detailed
in more detail the programme of work for 2017, that aligned with the
challenges of delivering Prosper Group Three Year Development Plan 2016-
services in South Fingal 2018. This schedule of work engaged the Board of
and across County Management, its various Committees and the Executive
Meath. These exercises Management in a very focused and ambitious way.
led to more informed
decision making and in- Our service delivery was advanced on many fronts. The
depth representations to number of clients increased across both companies, as did
the quality of services provided. At entry point into the
the HSE. organisation, we reviewed our Policy on Admission, Transfer
and Exit, which was implemented over the year. We also
8|Prosper Group Annual Report 2017 examined in more detail the challenges of delivering services in
South Fingal and across County Meath. These exercises led to
more informed decision making and in-depth representations
to the HSE.

With each year, our concentration on the individualisation
of services increases. In Fingal, we continued to embed the
Personal Planning (PP) process; Meath developed a stronger
awareness of the core principles and values that underpin this
critical element of service provision. To advance the Personal
Planning process across the Prosper Group, we have further
resourced the Quality & Standards Department. This targeted
investment, working with our very skilled clinical and frontline
staff, will yield dividends in person-centred service provision.

The quality of our Residential Services continued to operate
at a high level as set out in the Health Information and Quality
Authority (HIQA) inspection results (February and September
2017) for Proper Fingal.

It is worth noting that no complaint formally came to my office
over the year. This is testament to the very committed staff and
improved processes we have in place.

While the services are growing in quality and quantity, we
delivered the output of work within the allocated HSE budget
as presented in the consolidated annual accounts for the
Group. This is a very encouraging financial performance but

not without challenges. We continue to be compromised by Over 2017, we examined how we communicated outwards
the lack of State capital investment in the sector which places to our different stakeholders. As a result, we have finalised
increased pressure on our revenue funds through property a new design for our websites; one that is more accessible
rent/lease demands. Notwithstanding this fact, we are still and informative for all. We also reviewed our Intranet site in
ambitious to provide secure and long-term facilities in both Fingal and developed a new user-friendlier version for both
Fingal and Meath. In this regard, we have moved forward on provider companies. Information Technology (IT) connectivity
a new residential house and Day Service for Fingal and our across the group was invested in over 2017 so as to improve
concentration in Meath is on two new Day Services in Navan communication and instruction.
and Trim.
I would like to acknowledge the Board of Management and its
As mentioned, we have a very talented and dedicated Committees for the guidance and direction provided in 2017,
workforce that is committed to the Prosper culture and ethos. despite the challenges faced. I look forward to building on
We face difficulties in our retention and recruitment of staff our working relationship for the betterment of services to the
due to the genuine staff shortage in the social care sector. individuals and families we support.
Working with the Board and Board Committees, we have
somewhat reduced this challenge in 2017 with a number To the people we support and their families, I thank you
of strategic retention measures including a position on staff for your openness and trust in Prosper to do the right thing.
increments and pensions. The Prosper Parent / Family Forums in Fingal and Meath are
the avenues to strengthen our relationship through shared
Our engagement with the HSE is very positive at an operational learning and honest debate.
level. We value HSE support and guidance to our provider
companies as applied in the Interim Management Review (IMR) We thank the HSE, Government Agencies, Fingal County
meetings. This new process of engagement adds greatly to our Council, Meath County Council, National Federation of
relationship as it provides another forum to discuss the needs, Voluntary Bodies, other service providers and the community
opportunities and challenges for both Prosper Fingal and for their guidance and support over the year.
Prosper Meath.
This Annual Report presents Prosper’s service provision across
We have invested heavily in corporate governance measures Fingal and Meath.
with incremental improvements made over the year. We
returned our 2016 Annual Compliance Statement (ACS) for
Prosper Fingal and Prosper Meath in July 2017 with a number
of actions committed to. In particular are the development of a
Corporate Risk Register, improved Procurement Procedures and
a Governance Manual for the Board of Management. Each of
these have been advanced to be further progressed in 2018.

We developed a new management structure and team for Pat Reen,
Prosper Meath and reviewed the workforce and skill mix within Chief Executive Officer
that Company. The Operations Manager held detailed one-
to-one meetings with each staff member. This process further
informed the Company on how to respond to the outstanding
legacy issues in County Meath.

Prosper Group Annual Report 2017|9

10|Prosper Group Annual Report 2017

Prosper – Overview

PROSPER – CORPORATE STRUCTURE COMMUNICATIONS

Prosper Group is now firmly established, having produced Information Technology
its first set of consolidated financial statements in 2016.
Prosper Group consolidated financial statements have been The purpose of our IT and Communication systems are to
prepared for the year ended 31st December 2017. support the organisation to deliver the highest standard of
service to our service users. To this end, we are continually
The process of applying to the Companies Registration reviewing and updating our IT resources to ensure we
Office for voluntary strike-off in respect of subsidiary are working with a safe, secure and reliable infrastructure
companies Prosper Fingal Estates CLG, Prosper Meath and introducing cost effective solutions where practicable.
Estates CLG and Friends of Prosper Foundation CLG, New technologies that add value and efficiencies to the
commenced in late 2017. None of these companies has organisation are implemented wherever possible.
ever traded. The three remaining subsidiary companies in
Prosper Group - Prosper Fingal CLG, Prosper Meath CLG Internet / Intranet Project
and Prosper Fingal Housing Association CLG - continue to
trade successfully. In 2017, we developed a new website for Prosper Meath and
updated the Prosper Fingal website. The two websites reflect
Each company in Prosper Group continues, with the good governance, contain information on the Company and
assistance of Deloitte Ireland, to work towards updating relevant disability policy, have accessible information for
its “Company Constitution” (Memorandum and Articles of service users and their families / carers, provide information
Association). These projects are ongoing. on applying for a service and include a recruitment tool.
Development of the websites was concluded in 2017 for
PROSPER GROUP THREE YEAR release in the first quarter of 2018.
DEVELOPMENT PLAN 2016-2018
Work commenced on a new Intranet site for Prosper Meath
The Prosper Group Three Year Development Plan 2016- and a replacement Intranet for Prosper Fingal which will
2018 continues to inform the service provision and be made available to staff in 2018. These sites will provide
governance of both Prosper Fingal and Prosper Meath. a range of resources to staff including Company Policies,
To enable its implementation, we draw up an annual forms for download and information relating to National
programme of work. In 2017, this programme was set out Policy.
in a document titled ‘Organisational Priorities 2017’ which
was signed-off by the Board of Management. Shared Client Database

Further development of the Prosper Fingal Shared Database
continued in 2017. A review is planned for early 2018 in
advance of introducing the system to Prosper Meath.

Skype for Business / Video Conferencing

During 2017, we implemented Skype for Business, part
of the Office 365 Solution. This enabled simple and
efficient video conferencing with the aim of improving
communication between locations in Fingal and Meath
and reducing the need for meeting in person.

Prosper Group Annual Report 2017|11

Scope of Service Provision

The following provides key statistics relating to service provision in Prosper Fingal
and Prosper Meath as at 31st December 2017:

No. of Prosper Fingal Prosper Meath Total Prosper Fingal
Clients Client by Gender 2017
290 187 477
No. of 113.52 60.45 173.97 1Fe3ma0le 1M6al0e
WTE Posts 14 10 Day 9 8 Day 23
11 1Fe3ma0le 1M6al0e
No. of 2 Residential 1 Residential
Locations 2 Respite 12

No. in 10 1
Residential
Service 7(i) beds per 0

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

night x 5 nights

Support Level Prosper Fingal Prosper Meath Total CPFe9rlmioe8asnlpetebryMGeeanM8tdha9eler 2017

Level 1 – 48 47 95 98Female M8a9le
Minimum 1 : 10 90 42 132
73 36 109
Level 2 – 50 39 89
Low 1 : 6 – 1 : 9 29 23 52
290 187 477
Level 3 –
Moderate 1 : 4 – 1 : 5

Level 4 –
High 1 : 2 – 1 : 3

Level 5 –
Intensive 1 : 1

Total

12|Prosper Group Annual Report 2017
12|Prosper Group Annual Report 2017

FemaFleemale
FemFaelme ale

Prosper Fingal Client Prosper Meath Client by
by Day Service 2017 Day Service 2017

BalbrBigaglbarniggan 19 19 AshbAoushrnbeourne 12 12

BalHbBroaigwlbgtHrahiongwgathn 13 1193 19 BeeAcshBhmebAeooschuuhbrnmnoteouurnnet 12 12 34 34

PiercePHtieoorwwcHenttohowwtnh 13 2103 20 BCeaencBohCenmaeRncoohouwmnnotRuonwt 28 2384 34

PorPtimePraocPreintetmorccwaekrtnnoowcnk 20 20 44 44
44 44
DPoonrntDPymoocaarntrrnmnnyoeacycarknrnoecky 13 13 KeCnannKeoCednanynRnoRoendwdRyoRwd 14 14 28 28
42 42
DonDnoycnRanurynscheayRrnueshy 13 13 42 42 LeKiegnhLKnsebeirdgnoyhnoseRkbddryoRodk 14 14 24 24
SkerRrSiueksehRrruisehs 14 14 50 50
50 50 Kells K- eClLlliesmi-gbCLheelsiribmgHrhboaseolblrkrHooalkl 24 2294 29
59 59
SeatoSweanStkoReworSarnkideeRsroriaeds 14 14 59 59 KeKlelsllK-sKeF-elallCslrslri-em-FlClablSreitrmrreebHlleeaStrltlrHeaeltl 14 14 29 29

SeatSoTewhaetnoMRwTohanaelldRMoadll 16 16 93 93
9310973 107
NorthTNhSoetrrtTMehheaeStltlMreaeltl 16 16 107 107 KellsK-elFlas r-rFeallrSrTetrrlilemSetTrreiemt 14 14 32 32

NortNhoSrtrheSetreet TrimTrim 32 32

Prosper Fingal Client Prosper Meath Client
Ages 2017 Ages 2017

0-19 0-129 12 0-19 0-197 7

200-2-19290-21192 12 200-2-19290-219 7 7 57 57
57 57
3200-3-293290-239 3200-3-293290-329 42 42

4300-4-3934900--4399 43 43 4300-4-3943900--4399 36 3462 42

5400-5-4954900--459919 19 43 43 5400-5-4954900--5499 29 2396 36

5600-+55906-05+91619 1169 5600-+55906-05+9 16 16 29 29

60+60+16 16 60+ 60+ 16 16

Prosper Group Annual Report 2017|13
Prosper Group Annual Report 2017|13

Kells x 2

Navan x 5 Balbriggan x 2
Trim
Balrothery
Skerries x 2

Ashbourne Rush x 3

Fingal

Swords x 3

Portmarnock
Donnycarney Howth

City

14|Prosper Group Annual Report 2017
14|Prosper Group Annual Report 2017

Prosper Fingal Overview

1.0 SERVICE PROVISION 1.4 Clinical Services

1.1 Day Services The Prosper Fingal Clinical Team comprised of Social
Workers, Speech and Language Therapists, Principal
In 2017, Prosper Fingal closed the year with 10 Day Service Psychologist (part-time) and an Occupational Therapist in
locations supporting 290 individuals. This represents a 2017. Each discipline provides direct support, guidance and
diverse population in age, gender and profile of disability. training to service users, families/carers and staff within their
Over the year, it advanced its provision in line with the HSE area of expertise. The Social Workers also act as Admission
policy New Directions. This progress was shown in the Co-ordinators within Prosper Fingal.
continuation of Personal Planning throughout the company.
Prosper Fingal welcomed new people to their local In 2017, we continued to contract in additional expertise
centres, giving them support to access their local facilities. with respect to Psychology, Physiotherapy, Ophthalmology
Complementing these developments were the measures and Chiropody. The specialist Dental Team of the HSE again
taken in positive behaviour supports, policy development, offered an annual check up to all our service users. For
staff training, admissions and service user review and Mental Health support we are very fortunate to be able to
assessment. avail of the services and expertise of St. Joseph’s Intellectual
Disability Service.
A significant milestone during the year was the official
opening of The Lodge Day Service in Balbriggan on 25th May Each service user of Prosper Fingal is eligible to request
2017. However, two areas of concern that presented clinical support as required within available resources.
in 2017 were our limited physical capacity to expand and The following is a breakdown of the number of service users
the genuine staff shortage within the sector. who availed of Clinical Supports over 2017:

1.2 Residential Service Clinical Support No. of individuals supported

Prosper Fingal provides Residential Services from a HIQA Social Work 175
registered designated centre to 10 residents. This centre Speech and Language 157
has two locations, Seal Cove House in Rush and Knock Cross Occupational Therapy 52
House in Balrothery. The service operates 52 weeks a year, Psychology 46
seven days per week. Physiotherapy 17
Psychiatry 36
1.3 Residential Respite Service Ophthalmology 126
Chiropody 64
Residential Respite is provided from two HIQA registered Dentistry 87
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 remains high. In 2017, Cherrygarth
House was closed for six weeks while essential maintenance
work was carried out and Lambay House closed for four
weeks due to staff shortages.

The total provision over 2017 was as follows:

House No. of Bed Nights No. of Clients

Cherrygarth 1965 85
Lambay 979 80
Total 2944 165

Prosper Group Annual Report 2017|15

Prosper Fingal Overview, Continued

2.0 CLIENT COMMENTS, COMPLIMENTS 4.0 QUALITY & STANDARDS
& COMPLAINTS
The Quality & Standards (Q&S) function supports the
Prosper Fingal’s complaints process enables service users quality assurance and improvement process across the
and/or their advocates to make a complaint verbally or in organisation. This ranges from leading specific projects
writing. This can be done in person, by telephone, letter to involvement on various working groups and in the
or email. All complaints are dealt with in accordance with preparation, presentation and review of reports, documents,
company policy, which has been endorsed by the HSE. applications, programmes and systems. Work carried out in
The Company’s Complaints Officer returns a summary of 2017 included:
the comments, compliments and complaints received to
the HSE Consumer Affairs Division on a bi-annual basis. > Implementing revised versions of seven existing policies,
In 2017, six complaints were received across Prosper Fingal. reviewing and redrafting three existing policies and
Of these, four were dealt with and resolved informally at commencing one new policy with lead drafters.
the point of contact within 30 days and two formal written
complaints were also resolved informally within 30 days. > Implementing three new Operational Guidelines and
There were 81 compliments and 20 comments received. related paperwork and continuing to provide support with
policy implementation including presentations, briefings
3.0 NATIONAL SAFEGUARDING POLICY and training leaflets and resources.

Prosper upholds the HSE National Policy on Safeguarding > Supporting the development and implementation of the
Vulnerable Persons at Risk of Abuse published in 2014. Company’s Personal Planning process. This included
The policy demands a culture of “No Tolerance” to abuse. liaising with IT regarding PCP records on the Database,
All staff who required training received Safeguarding facilitating a Support Planning Workshop for Managers and
Awareness training in 2017. key personnel and the recruitment of a ‘Personal Planning
In 2017, 10 Preliminary Screenings were sent to the Co-ordinator’ to support this project in 2018.
Local Safeguarding Office (HSE CHO 9) by Prosper Fingal.
Safeguarding plans were developed by the Company in > Supporting HIQA Designated Centres including preparation
respect of all 10 Preliminary Screenings and all the plans of annual review and unannounced visit reports.
were accepted by the Safeguarding Office.
> Maintaining the Internal Audit process in Respite and
Residential Services.

> Reviewing, updating and re-issuing of a current ‘Person
Overview Form’ for each service user, including developing
a template on the Company Database.

> Supporting the Company Safety Officer with researching
and agreeing a draft ‘Prosper Risk Register’ template; a
requirement of the Annual Compliance Statement (ACS).

> Reviewing and implementing the revised ‘Driver and Escort
Handbook’, including providing new Vehicle Administration
Folders and related documentation for all Company
vehicles.

> Supporting IT with the re-design and layout of the revised
Company Intranet and text proofing of the revised
Company Website.

16|Prosper Group Annual Report 2017

In relation to funding for HSE Rehabilitative Training in 2017,
there has been no change in either the annual rate per
place of €13,430 or in the weekly rate of Training Bonus,
€31.80, when compared with 2016.

Voluntary contributions in respect of the Residential Respite
Service have decreased from just over €39,000 in 2016 to
approximately €35,000 in 2017. This income has remained
in line with expectations.

7.0 CAPITAL INVESTMENT

5.0 HSE SERVICE ARRANGEMENT 7.1 The Lodge, Balbriggan

The 2017 HSE Service Arrangement was signed off on After reinstatement following the fire in 2016, and having
20th February 2017. This service arrangement between taken possession of the building later that year, Prosper
Prosper Fingal and the HSE provides a level of certainty Fingal formally commenced the delivery of a Day Service in
in relation to our obligations in service provision and our The Lodge in January 2017. The building was officially jointly
relationship with the HSE. opened by Mr. Finian McGrath T.D., Minister of State for
Disability Issues, and Mr. John Reilly, a long-standing Prosper
6.0 FINANCE Fingal service user, on 25th May 2017. The premises is now
well-established as a location for Day Service provision in
Summary Balbriggan.

Prosper Fingal has been successful in generating a 7.2 The Obelisk, Skerries
modest surplus on ordinary activities for the year ended
31st December 2017. Having studied the various design options, and having
consulted with both Fingal County Council and the relevant
There has been a substantial year-on-year increase in construction professionals, it was decided not to seek to
Section 39 funding when compared with 2016. The increase place both a Day and Residential facility on this site. In
is accounted for by a number of factors, the main one being consultation with the project architect, an application for
the allocation of €125,000 to address “cost pressures”. planning permission for a Day Service was lodged with Fingal
An allocation of just over €71,000 was received in respect County Council in December 2017. It is anticipated that
of 6 new day places, effective from September 2017. In funding for this project will be sought from the commercial
recognition of the absence of capital funding for a number banks.
of years, Prosper Fingal received a recurring allocation of
€65,000 to its base budget which will be directed towards
the cost of premises leases, rents and mortgages. A small
“once-off” allocation of just over €9,000 in relation to the
funding of staff “sleepovers” was also received.

As was the case in previous years, the HSE has continued to
allocate funding to service users on an individualised basis
in accordance with the assessment of need rather than at a
fixed rate per place.

Prosper Group Annual Report 2017|17

Prosper Fingal Overview, Continued

7.3 Seaview House, Rush continues to assist with expert advice on how to deal with
this challenge with recommendations being brought to the
In order to raise funds for future capital projects, it was Board for consideration. Nevertheless, recruiting the most
proposed that this property be sold. However, in view of the competent staff is still difficult due to increased numbers of
long-standing relationship between Prosper Fingal and the vacancies and shortage of suitable candidates.
HSE, the decision was made to offer “first refusal” to the HSE
prior to placing the property for sale on the open market. 8.2 Staff Training
The HSE agreed to purchase Seaview House in late 2017 for
€300,000, which figure is net of amounts due to the HSE A total of 121 staff took part in 676 days training. The
in respect of legal charges over properties. It is anticipated average number of days training per staff members was 5.6.
that the sale will be completed in early 2018. The total cost of staff training was €222,870 (€87,670 on
courses and €135,200 on salaries). Training for 2017 was as
7.4 Capital Pressures follows:

The situation that pertained in 2016 continues. There
remains a shortage of suitable properties in the Fingal
region to either lease or to purchase outright. This presents
a significant challenge to the Company, particularly in
the context of an ever-growing number of new referrals.
Although the HSE has made a funding allocation in respect
of leases, rents and mortgages in 2017, in the absence
of capital grants this may not be sufficient to meet future
needs.

8.0 HUMAN RESOURCES (HR) Training for 2016 Staff Numbers

The HR function continues to play an important part in Subject 54
acquiring, training and keeping a highly skilled, professional 95
and motivated workforce. Patient / Manual Handling 139
Food Safety / FEDS 111
8.1 Recruitment and Retention PMAV 57
The labour market in our sector continues to be highly Medication related 102
competitive. We have, in the main, successfully met the First aid 75
challenge to recruit and retain high quality staff in 2017. Fire Warden 24
The Board of Management Remuneration Committee Safeguarding Awareness 59
Safe & Social
Other

8.3 Sick Leave

The percentage sick leave in Fingal was 3.00%, marginally
higher than in 2016 (2.82%).

18|Prosper Group Annual Report 2017

9.0 HEALTH AND SAFETY (H&S) The Prosper Fingal Parent / Family Forum has many
purposes, namely:
There were 696 accident / incident reports received in 2017.
Of these, 74% were related to behaviours of concern. > To seek and share information
The high numbers of incidents associated with behaviours
of concern often relate to inappropriate placements, > To create a platform that enables the voice of the carer
changing needs and over-crowding. to be heard

The details are as follows: > To build appreciation and understanding on policy,
organisational needs & 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 2017, two very engaging meetings of the Forum were
held. In March, Mary Walshe, Head of Social Care HSE CHO9
addressed the meeting and gave a frank presentation on the
current status of services and service demands in the Dublin
North region. In September, Dr. John McEvoy presented on
the challenges faced by parents and carers and what coping
strategies can be used in this regard.

Category Number of Incidents
Behaviour of Concern 516
Slips Trips & Falls 51
Medication Incident / Error 42
Cuts / Lacerations 9
Burns & Scalds 7
Other 71

10.0 PARENT/FAMILY FORUM

Prosper Fingal continues to engage in a positive way with
families through regular meetings of the Prosper Fingal
Parent / Family Forum. Three family members – two parents
and a sibling as agreed by the Forum – direct the meetings
and agendas which are structured around parent / family
members’ priorities and national disability issues. As this
is an open forum, families are encouraged to contact the
representatives directly to have their concerns put on the
agenda.

Prosper Group Annual Report 2017|19

20|Prosper Group Annual Report 2017

Prosper Meath Overview

1.0 SERVICE PROVISION One of the key tasks performed in 2017 was to determine
the capacity of Prosper Meath based on its structure and
1.1 Day Services resources. This involved assessing the capacity of every
service location. The support needs of each individual, the
At the end of 2017, 187 individuals were being supported in staffing allocation and the physical space available was taken
eight locations across the county. This represents a diverse into consideration. Changing support needs of service
population in age, gender and profile of disability. users were identified and assessed by the Clinical Team
in collaboration with key staff. Subsequently, increased
Prosper Meath focused its attention on developing a support needs of a significant number of service users were
stronger management structure. A new Operations discussed with the local HSE Disability Service. Although the
Manager was appointed in January 2017. The complement HSE acknowledged these increased support needs, due to
of Service Managers increased from four to five in October budgetary constraints, no additional funding was provided
2017 to more effectively manage and develop day-to-day to address this serious issue of concern.
service provision.
1.2 Residential Service
Throughout the year, a number of individuals were
successfully transitioned to their local Day Service. Careful Prosper Meath continued to provide a residential service
consideration was given to their support needs, staff to one resident from it’s HIQA registered designated centre
competence and skill mix and the physical capacity within in Navan, Co. Meath. As Prosper Meath intend to focus it’s
the local centre. There were many other service users who primary attention on Day Service provision going forward,
wished to transfer to their local service, however, this was it is reviewing the future provision of it’s singular residential
not possible due to lack of capacity. In consultation with designated centre and resident.
the HSE, three individuals were exited from Day Services as
their need for a specialist Autism Service was identified and 1.3 Clinical Services
acknowledged.
The Clinical Team in Prosper Meath compromised of a
By agreement with HSE Occupational Guidance, Prosper Speech and Language Therapist, a Social Worker (part-time)
Meath discontinued its Rehabilitative Training (RT) and a Principal Psychologist (part-time) in 2017. There was
programme in September 2017. The small number of a vacancy for an Occupational Therapist which we were
RT participants affected were offered and accepted long- unable to fill during 2017.
term and secure Day Service placements and there was a
seamless transfer for all involved. 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
request support from the Clinical Team.

The following is a breakdown of the number of service users
who availed of clinical supports (excluding group sessions)
in 2017:

Specialist Support No. of Clients

SLT 76
Social Worker 51
Psychology 58
Occupational Therapy 18 (OT post vacant since
February 2017)

Prosper Group Annual Report 2017|21

Prosper Meath Overview, Continued

1.4 Transport Service In 2017, 41 compliments, 31 comments and 12 verbal
complaints were received by Prosper Meath. All complaints
Two internal transport reviews were carried out in 2017. were dealt with and resolved informally to the satisfaction
The first review established that 72% of individuals travelled of the complainants. Changes to improve service provision
by bus and 28% independently by foot, car, public transport or administrative processes have been implemented arising
or taxi. The second review focused on the fleet of nine from such feedback.
vehicles owned by Prosper Meath which are primarily used
to transport individuals to activities and outings in the 3.0 NATIONAL SAFEGUARDING POLICY
community as part of their Day Service provision. Most of
the fleet of vehicles are old and ideally should be replaced. Prosper upholds the HSE National Policy on Safeguarding
Vulnerable Persons from Abuse published in 2014. The
A National Lottery Application submitted to the HSE in policy demands a “No Tolerance” approach to abuse.
May 2017 to seek funding towards the purchase of a new All staff who required training received Safeguarding
wheelchair accessible vehicle was unsuccessful. Awareness training in 2017.

Management within Prosper Meath has developed a In 2017, six Preliminary Screenings were sent to the
positive, collaborative relationship with the local HSE Prosper Meath Local Safeguarding Office (HSE CHO 8) from
Transport Office. Both parties were in regular contact Prosper Meath. Safeguarding plans were developed by the
throughout the year to discuss and try to resolve transport Company in respect of all six Preliminary Screenings. All of
issues that affect service users. The transport challenge in the plans were accepted by the Safeguarding Office.
Meath will be reduced when individuals are supported from
their local Day Service location.

2.0 CLIENT COMMENTS, COMPLIMENTS 4.0 QUALITY & STANDARDS
& COMPLAINTS
The Quality & Standards (Q&S) function supports the
Prosper Meath’s complaints process enables service users quality assurance and improvement process across the
and/or their advocates to make a complaint verbally or in organisation. This ranges from leading specific projects
writing. This can be done in person, by telephone, letter to involvement on various working groups and in the
or email. All complaints are dealt with in accordance with preparation, presentation and review of reports, documents,
company policy, which has been endorsed by the HSE. applications, programmes and systems. Work carried out in
The Company’s Complaints Officer returns a summary of 2017 included:
the comments, compliments and complaints received to the
HSE Consumer Affairs Office on a quarterly basis. > Implementing revised versions of two existing policies
and five newly drafted policies across the organisation.
22|Prosper Group Annual Report 2017 Reviewing and redrafting three other policies and

commencing one new policy with lead drafters. 6.0 FINANCE
Implementing three new Operational Guidelines and
related paperwork and continuing to provide support with Summary
policy implementation including presentations, briefings
and training leaflets and resources. Prosper Meath has been successful in generating a surplus
on ordinary activities for the year ended 31st December
> Supporting the introduction of the Company’s Personal 2017.
Planning process. This included liaising with IT regarding
PCP records on the Database, facilitating a Support Section 39 funding continues to increase year-on-year.
Planning Workshop for Managers and key personnel and A net allocation of almost €30,000 was received in respect
the recruitment of a ‘Personal Planning Co-ordinator’ to of six new day places, effective from September 2017.
support this project in 2018.
As was the case in previous years, the HSE has continued to
> Maintaining the Internal Audit process in the Residential allocate funding to service users on an individualised basis
Service. in accordance with the assessment of need rather than at a
fixed rate per place.
> Reviewing, updating and re-issuing of a current ‘Person
Overview Form’ for each service user, including developing The funding in respect of HSE Rehabilitative Training (RT) has
a template on the Company Database. been reclassified and included within the overall Section 39
allocation. This change provides the security of long-term
> Supporting the Company Safety Officer with researching funding to those participating in the RT programme in 2017.
and agreeing a draft ‘Prosper Risk Register’ template, a
requirement of the Annual Compliance Statement (ACS). A significant funding initiative in 2017 was the recurring
allocation of €80,000 to the company’s base budget in
> Developing and implementing a ‘Driver and Escort respect of its property at Watergate Street, Navan, Co.
Handbook’, including the preparation of new Vehicle Meath. This allocation was approved at National level
Administration Folders and related documentation for all within the HSE and will greatly assist in securing the bank
Company vehicles. Delivering a one day transport training borrowings required to develop this property
session to all frontline staff.
Arising from an increase in the rate of funding agreed by the
> Supporting IT with the design and layout of a Company Department of Education and Skills, there was an increase in
Intranet and text proofing of a new Company Website. the revenue grant received when compared with 2016.

5.0 SERVICE ARRANGEMENT

The 2017 HSE Service Arrangement was signed off on 20th
February 2017. This service arrangement between Prosper
Meath and the HSE provides a level of certainty in relation
to our obligations in service provision and our relationship
with the HSE.

Prosper Group Annual Report 2017|23

Prosper Meath Overview, Continued

7.4 Beechmount, Navan

Initial ideas on refurbishing and upgrading this property,
on a phased basis, were proposed in late 2017. McKevitt
Architects have been asked to submit a quotation for the
provision of preliminary design plans.

8.0 HUMAN RESOURCES (HR)

The HR function continues to play an important part in
acquiring, training and retaining a highly skilled, professional,
motivated and enthusiastic workforce.

7.0 CAPITAL INVESTMENT 8.1 Recruitment and Retention

7.1 Emmet Street, Trim The labour market in our sector continues to be highly
competitive. We have, in the main, successfully met the
Having agreed the final design of this new Day Service challenge to recruit and retain high quality staff in 2017.
location with the assistance of Cooney Architects, an The Board of Management Remuneration Committee
application for planning permission was made to Meath continues to assist with expert advice on how to deal with
County Council. Planning permission was granted in this challenge with recommendations being brought to the
October 2017 and the tender process for the selection of Board for consideration.
a building contractor commenced immediately thereafter.
An application for funding in respect of this project was 8.2 Staff Training
made to AIB in the latter part of the year. A total of 64 staff took part in 380 days training. The average
number of days training per staff members was 5.9. The
7.2 Watergate Street, Navan total cost of staff training was €114,277 (€38,277 on
courses and €76,000 on salaries).
Planning permission for the construction of a Day Service
location was secured from Meath County Council in late Training for 2017
2016. Tender drawings and cost estimates were prepared
by McKevitt Architects at mid-year. A tender process was Subject Staff Numbers
conducted in accordance with the Prosper Group Multi-
Party Framework (Capital Works) and after rigorous review of Patient / Manual Handling 68
the tenders received, the contract was awarded to CF Hoey Food Safety / FEDS 29
Construction, Navan, Co. Meath. The application for funding Positive Behaviour Support 55
was made to AIB jointly with the application in respect of the Medication related 26
project at Emmet Street, Trim. First aid 25
Fire Warden 10
7.3 The Maudlins, Trim Safeguarding Awareness 19
Communication 34
Permission to dispose of these premises was secured from Transport related 52
the Head of Social Care, Midlands Louth Meath CHO in Other 62
September 2017. The property was placed on the market
shortly thereafter and Sherry Fitzgerald Royal, Trim, 8.3 Sick Leave
Co. Meath, was appointed sole selling agent. The initial
asking price was agreed at €150,000. While there was some The percentage sick leave in Meath was 2.13%, significantly
interest in the property immediately prior to year-end, lower than in 2016 (3.16%).
no offers have yet emerged.

24|Prosper Group Annual Report 2017

9.0 HEALTH AND SAFETY (H&S) 10.0 PARENT / FAMILY FORUM

There were 292 accidents / incidents reports received in The purpose of the Prosper Meath Parent / Family Forum is:
2017. Of these, 72% were related to behaviours of concern.
The high numbers of incidents associated with behaviours of > To seek and share information
concern often relate to inappropriate placements, changing
needs and over-crowding. The details are as follows: > 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

Two meetings of the Prosper Meath Parent / Family Forum
were held in 2017, in June and November. Both were
well attended and provided families with the opportunity
to discuss issues of concern in relation to future service
provision.

Category Number of Incidents
Behaviour of Concern 213
Slips Trips & Falls 39
Medication Incident / Error 4
Cuts / Lacerations 5
Burns & Scalds 6
Other 25

Prosper Group Annual Report 2017|25

26|Prosper Group Annual Report 2017

Prosper Fingal Housing Association CLG

Ballustree, Skerries Road, Rush
Having completed the acquisition of this property in December 2016, various redesign and refurbishment options
have been considered and agreed with the Company’s construction professionals.
Delays were encountered during the year in relation to the appointment of a building contractor as the tender process
must meet strict criteria imposed by the Department of Housing, Planning and Local Government. Approval for
funding under the Capital Assistance Scheme (CAS), through Fingal County Council, is contingent on satisfying these
criteria. This process was ongoing at year-end.
The property will replace the leased premises in Balrothery, Balbriggan, which is one location from which the
Residential Service is currently delivered.
Prosper Fingal Housing Association subscribes to the principles of the Charter for Approved Housing Bodies.

Prosper Group Annual Report 2017|27

Financial Summary

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

For the year ended 31 December 2017 2017 2016


€ €

Income 11,591,853 11,001,382
Expenditure (11,317,354) (10,803,234)

Surplus before interest 274,499 198,148

Interest payable and similar expenses (13,836) (6,374)

Surplus for the year 260,663 191,774

28|Prosper Group Annual Report 2017

Financial Summary

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

as at 31 December 2017 2017 2016


€ €

Fixed assets 12,647,240 12,883,574
Tangible assets

Current assets
Debtors 281,254 237,155
Cash and cash equivalents 1,042,117 434,806

1,323,371 671,961

Creditors (amounts falling due within one year)

Amounts owed to credit institutions (70,141) (139,639)

Finance leases and hire purchase contracts (46,026) (39,333)

Trade creditors (314,641) (237,292)

Taxation (181,654) (163,288)

Other creditors (69,329) -

Accruals (520,099) (513,359)

(1,201,890) (1,092,911)

Net current assets/(liabilities) 121,481 (420,950)

Total assets less current liabilities 12,768,721 12,462,624

Creditors (amounts falling due after more than one year) (277,538) (39,680)
Bank loans (40,698) (78,499)
Finance leases and hire purchase contracts

(318,236) (118,179)

Government grants (5,263,868) (5,418,378)

Net assets 7,186,617 6,926,067

Reserves

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

Income and expenditure account 5,637,369 5,376,819

Members’ funds 7,186,617 6,926,067

Prosper Group Annual Report 2017|29

30|Prosper Group Annual Report 2017

Prosper Group Annual Report 2017|31

32|Prosper Group Annual Report 2017