Prosper Care

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence. This is the first assessment for this service. This key question has been rated good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider did not always make sure people’s care and treatment were effective because they did not always ensure care plans had enough information to inform staff about specific health conditions.

People at the service had specific health conditions including diabetes and mental health conditions. However, there was not enough detailed information or guidance in their care plans to help staff recognise changes and symptoms. For example, if they had a relapse in their mental health or they became unwell due to their diabetes or other health related conditions.

This was discussed with the registered manager who said they would review and ensure all relevant information was added to care plans to ensure staff had the guidance and information needed.

Some personal information relating to people’s past lives and trauma were not present in their care plans. Although this risk was mitigated by staff who knew people well, there was a risk that should regular staff be unavailable new or agency staff would not understand people’s needs or anxiety responses. For example, there were people at the service who were supported with health anxiety and this was not reflected in their care records.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with them including what mattered to them.

Staff knew people well and had worked with them to ensure they were delivering care that met their needs. Staff made sure to listen to people and use communication techniques that suited the person they were supporting. Staff spoke of being patient and allowing people the time they needed to complete tasks themselves with support rather than doing things for them.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Staff told us they worked well together and described the staff team as a family. They said they held regular team meetings and handovers where they discussed and advised each other of any changes to needs of the people they supported. Staff told us they shared information on a secure WhatsApp group which helped them stay informed even if they were not at work. People at the service said that staff shared information well which meant they did not need to repeat themselves to other staff members.

The provider always supported people to manage their health and wellbeing to fully maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

People told us they felt empowered by staff to maintain their independence. They said staff helped them explore ways to maintain healthy lifestyles whilst ensuring they were at the centre of any decisions. For example, one person was supported on a weight loss journey. The person was pleased that they had been able to effectively lose weight. They were not restricted and if they wanted to have snacks they were allowed to do so. The person was also supported to go swimming which they were initially unsure they would like and now really enjoyed.

The provider monitored people’s care and treatment to improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

The registered manager told us, and we were able to corroborate with care records, that they regularly reviewed people’s goals with them to make sure they were personal to the person, achievable, relevant and offered positive outcomes.

Staff acted as key workers and would discuss with people what goals they would like to achieve. People were able to set short, medium and long termgoals. These included health related goals, and those relating to learning and day to day achievements.

People told us they were happy with the way staff supported them to achieve their goals. This had led to more positive outcomes in their lives such as meeting new people, losing weight and independent travel to visit family.

The provider always carefully explained to people what their rights around consent were, made sure they fully understood them and always fully respected these when delivering person-centred care and treatment.

People at the service had the capacity to make their own decisions. We observed and reviewed records that showed they were respected and supported to have their care delivered as they wanted it to be delivered.

Staff told us that people’s views and wishes were paramount to planning and delivering their care. The registered manager told us how they had planned and managed staffing hours with the people at the service. For example, staff were not present at the service 24 hours a day. People were funded for a specific number of care hours. The provider had discussed with people when they wanted staff to be available at the service. This meant people’s care was given at times that had been pre-arranged with them. People told us that staff explained things to them and they were supported in the way they had asked to be supported.