Specialist assessment, practical training, handling-plan reviews and a defined route for complex cases. You are paid to deliver care; we help you deliver it with confidence, whether the plan needs one carer, two, or a different arrangement.
An agency paid by the carer-hour and a care home managing occupancy, agency spend and inspections have different problems. Neither is well served by an offer that starts from staffing numbers.
Clinical capacity you cannot easily build in-house: complex-client assessments, moving and handling plans for difficult transfers, equipment familiarisation, new-client assessments and reviews after a change in need.
Mobility and transfer assessments, equipment reviews, rehabilitation input, staff training, handling-plan reviews and support after a fall or a decline in function, without assuming every resident should move to a lower level of assistance.
Thrive is paid for professional judgement and service quality, not for reaching a staffing outcome. An assessment that confirms two carers are still required is as valuable as one that supports a safe change.
A recurring service agreement for homecare agencies and residential providers. Six components; take the ones your service needs.
Support with new referrals, difficult transfers, changing mobility and equipment selection, in the setting where care is delivered.
Practical training on your own equipment and real handling plans, observed practice and documented competency reviews.
Plans updated when a person's abilities, environment, equipment or care needs change, with the reasoning recorded.
A defined response service for urgent, non-emergency mobility and handling concerns, with response bands agreed in the contract.
Help deciding whether you have the equipment, skills and staffing arrangements to accept a referral safely, before you commit.
Audits, incident learning, action plans and evidence of staff development, in the form your regulator and commissioners expect.
An agency receives a referral for a person with complex mobility needs and is unsure about the transfers, the equipment, or whether its workforce can deliver the proposed care safely. Thrive assesses the situation, recommends a suitable plan, trains the staff and reviews implementation. The agency gains a service that supports its existing business rather than a threat to its billable hours.
The Local Government Association's Optimal Handed Care framework describes a collaborative approach: assessment, training, appropriate equipment, implementation and ongoing review. Its Kirklees case study records provider hesitation around safety and staff confidence, and how training and engagement addressed it. That is the model this partnership is built on.
Fees are set in the proposal and never depend on whether an assessment recommends one carer or two.
What you are paid for shapes what you need. We start the conversation there.
| Provider situation | Thrive's proposition |
|---|---|
| Paid per carer-hour | Training, complex-case support, staff retention, fewer avoidable disruptions, and help accepting appropriate referrals. |
| Paid a fixed package rate | A clear view of delivery costs, staffing requirements, equipment needs and operational risk for each package. |
| Struggling to recruit | Staff capability, deployment confidence and safe handling arrangements that do not depend on one experienced carer. |
| Wanting to accept complex clients | Specialist assessment and a defined clinical support pathway, subject to competence and capacity. |
| Concerned about a proposed single-handed package | An independent assessment, staff training, implementation support and a documented review process, with a clear statement if two carers remain necessary. |
A reduction in staffing does not guarantee a better margin for an agency, and keeping two carers where they are not needed is not sustainable for the wider system. The commercial opportunity is managing that trade-off responsibly, with the evidence to show it.
Consistent with CQC's guidance on safe care and treatment: risk assessment, competent staff, appropriate equipment and collaboration where responsibility for care is shared.
A defined scope: a small number of assessments, a training session, follow-up reviews and agreed measures. Then a recurring partnership where the value is shown.
