Prosperity Care and Wellbeing

Not everyone who used the service received personal care. CQC only inspects where people receive personal care. This is help with tasks related to personal hygiene and eating. Where they do, we also consider any wider social care provided.

Staff supported people to make decisions following best practice in decision-making. Staff communicated with people in ways that met their needs.

Staff supported people with their medicines in a way that promoted their independence and achieved the best possible health outcome. People were encouraged to play an active role in maintaining their own health and wellbeing.

Right Care People's lives had been enriched and had greatly improved due to the consistent and personalised care that they received from staff. People's care, treatment and support plans reflected their range of needs and this promoted their wellbeing and enjoyment of life.

People were supported by staff who were caring and compassionate. There was enough appropriately skilled staff to meet people's needs and keep them safe. Staff understood people's cultural needs and promoted equality and diversity in their support for people.

Managers and staff had worked collaboratively with people, their relatives and other stakeholders to improve people's lives and to promote effective outcomes for people.

People, relatives and other stakeholders spoke highly of the service and the staff who supported them. People had flourished since being supported by Prosperity Care and Wellbeing Ltd.

Staff had supported people to overcome personal barriers, sustain their interests and try out new opportunities. These achievements had improved people's confidence, skills and wellbeing.

Right culture The provider's values and passion about supporting people to personally grow and reach their goals and aspirations were reflected in staff practices.

There was a genuine commitment throughout the whole of the organisation to provide bespoke care and to ensure people were empowered to live a life of their choice. The principles of good 'wellbeing' was at the heart of the service.

People received high quality care, support and treatment because trained staff and specialists could meet their needs and wishes. Staff turnover was very low, which supported people to receive consistent care from staff who knew them well. Staff overwhelmingly praised the support and passion of the registered manager and management team.

There was an open and honest culture and passion to drive improvement. Incidents and concerns were investigated and acted on. People, relatives and staff felt confident to raise concerns and were assured their concerns would be acted on. The service was shaped and influenced by the people who used it. The provider used feedback to improve the quality of people's lives.

We have made a recommendation that the provider considers current guidance on how to demonstrate outstanding responsive care.