creating choice & opportunity Support people
Treat each to be part of
person their local
as an community
In the same way and same place as everyone else
people to make
Being person centred in how we think and what we do
have to say
Respect each Supporting each individual to live a life as they choose
and rights as people to
an adult develop their
Three Year Development Plan
2016 – 2018
b Prosper Group Three Year Development Plan 2016-2018
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
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
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.
2 Prosper Group Three Year Development Plan 2016-2018
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
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
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.
Prosper Group Three Year Development Plan 2016-2018 3
Core Purpose, Values,
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:
To support each individual to live the life they choose, in the same way and same
places as everybody else.
• 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
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
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
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
Other Shared Services
- Health & Safety
Prosper Group Three Year Development Plan 2016-2018 5
1 Person-Centred and Responsive Services
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
(As per HSE Service Arrangement 2016)
Prosper Fingal Prosper Meath Total
No. of Clients 279 184 463
No. of WTE Posts 107.58 57.61 22
No. of Locations 13 9(9 Day, 2 Residential, 2 Respite) (8 Day, 1 Residential)
No. in Residential Service 10 residents 1 resident
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
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
Prosper Group Three Year Development Plan 2016-2018 7
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
30-39 Prosper Meath Client by Gender 2016
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
50-59 26 Swords x 2
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
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
1. PERSON-CENTRED AND RESPONSIVE SERVICES
Aim: To increase competence in the design, delivery and assessment
of individualised services and supports.
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
Prosper Group Three Year Development Plan 2016-2018 11
Aim: To promote and invest in partnership working that is strategic
to the growth and development of the Prosper Group.
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
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
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
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
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
5. QUALITY, STANDARDS AND PRACTICES
Aim: To promote and pursue best practice and to meet quality assurance
requirements as applicable to the sector.
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
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
14 Prosper Group Three Year Development Plan 2016-2018
6. RESPONSIVE WORKFORCE
Aim: To build a staff complement that has the required skills, knowledge
and attributes to ensure competent and responsive service provision.
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
4. To provide staff with clear job descriptions and supervision which facilitates clarity of role and clarity of
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
9. To nurture staff talent and ambition through further training and career advancement.
Prosper Group Three Year Development Plan 2016-2018 15
7. FINANCE AND ASSETS
Aim: To maximise the resources available to the Prosper Group and
build systems of oversight that ensure appropriate governance and
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
8. To set out the functions, procedures and governance for fundraising income and activities.
16 Prosper Group Three Year Development Plan 2016-2018
8. SAFETY AND RISK
Aim: To provide a safe environment in compliance with regulatory,
statutory and sector standards.
1. To develop and review policies / procedures to comply with health and safety legislative requirements and
2. To develop a positive approach to risk that balances an individual’s rights with the duty of care to ensure
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
Strand Street, Skerries
Tel: 01 8493600
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
2. Working in Partnership
Aim: To promote and invest in partnerships that are strategic
to the growth and development of the Prosper Group.
1. To build formal structures of engagement and consultation with the individuals we
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
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
3. Corporate Leadership and Governance
Aim: To provide Corporate Leadership and Governance that
ensures good business practices, organisational accountability
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
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
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
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.
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
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
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
5. Quality, Standards and Practices
Aim: To promote and pursue best practice and to meet
quality assurance requirements as applicable to the sector.
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
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
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
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
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
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
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
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
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.
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
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
Prosper Group Five Year Development Plan 2019 – 2023 25
8. Safety and Risk
Aim: To provide a safe environment in compliance
with regulatory, statutory and sector standards.
1. To ensure policies and procedures are developed, reviewed and implemented to maintain
compliance with health and safety legislative requirements, sector standards and relevant
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
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
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
9. Estates and Assets
Aim: To manage and maintain Prosper Group companies’ estates
and assets, and forward plan accordingly.
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
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
Strand Street, Skerries
Tel: 01 8493600