ANNUAL REPORT
Annual Report 2019-2020
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Contents 4 A View from the Chairman 6 Delivering Our Services to Meet Customer Expectations 12 Demonstrating Quality 16 Being an Employer of Choice 20 Recognising Our People 22 Making Technology Work 24 Being Financially Strong 26 Investing in Our Local Communities 27 Fundraising Activities 28 Caring for the environment 30 From the Governors 32 Volunteering with Provide 38 Looking Forward
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A View from the Chairman As I reflect on what we achieved in 2019-20 I am struck by how tough the year has been for all of us in Provide and within the communities we serve. As I write this supporting statement we are in the middle of one of the most serious pandemics in living memory which we became aware of in the early part of 2020. This was preceded for us in Provide by a localised outbreak of an infection called invasive Group A Streptococcus, known as iGAS for short. We were extremely saddened that 15 people lost their lives as a consequence of this infection and for the many more deaths caused by COVID-19. Our thoughts are always with those families who have lost their loved ones.
WELCOME...
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The challenges that the outbreaks of iGAS and COVID-19 brought us in this year were immense. We have learned from both experiences and continue to do so. Despite these traumatic events we have continued to provide extremely high-quality care but are not complacent and know we can always do better which we will strive to do. We welcome feedback from our patients, stakeholders, regulators and staff. Our learning is never complete and this annual report highlights some of our significant achievements. I have always stressed that ensuring we provide the best customer experience, in addition to positive clinical outcome, is at the heart of what we are about and as our Friends and Family Test scores demonstrate we do this in the overwhelming majority of cases. The testimonies from patients and the Friends and Family Scores of over 98% are evidence of this and of course the Care Quality Commission also undertook a comprehensive inspection of our services in 2019, rating us as ‘outstanding’ when they published their report in May 2019. Much more of the detail about how we performed can be seen within our Quality Accounts.
Derrick Louis, Chairman
We have never stood still as an organisation and indeed why would we? So, let us just reflect on a few of our achievements in 2019-20. For instance, we redesigned children’s services as part of a partnership arrangement with the opening of Stapleford House in Chelmsford; we responded to the requests of our patients for remote/ technology based care delivery by developing our website for remote patient interactions and progressed our technology for Artificial Intelligence triaging; we led the programme for a new primary care partnership model for care delivery at Crouch Vale Surgery in South Woodham Ferrers; we implemented a programme of
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recruitment events across the region to promote the work of Provide as a prospective employer for people and we applied fair pay scales across all temporary staffing bands to promote recruitment and encourage retention. We have invested in our staff through the Mary Gober International (526 staff completed the customer care training), the Care Certificate, through apprenticeships (17 staff successfully completed their programmes), the New Managers Survival Programme, the BSc Specialist Practitioner District Nursing (four staff graduated in December 2019 and a further four commenced the programme in January 2020), University Masters Programmes, 22 Provide nurses attended the Sustainability and Transformation Partnership (STP) / Local Workforce Action Boards (LWAB) funded Nurse Conferences – Engaging Minds, Empowering Success and Valuing Individuals and through the continued development of our managers through the Mary Seacole Leadership programme and the Stepping Up managers programme for black, Asian and minority ethnic (BAME) staff. In addition to all the above we continued to ensure that we provided the best possible estates for our staff and customers, increased the benefits packages and offers to staff and continued to get monthly feedback through mini staff surveys as well as deliver our financial targets. We also welcomed the staff and residents of our newly purchased businesses of Braintree Healthcare Limited and Cypress Gardens Braintree Limited to our family. So once again, in spite of our many challenges, we had a very successful year and I would like to thank more than ever our magnificent staff for everything they keep doing to ensure that we stay strong and weather some extremely difficult storms. Thank you.
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Delivering Our Services to Meet Customer Expectations Provide continues to work together with our service users, families and carers to actively promote engagement at every level of the organisation, putting patient care at the forefront of everything we do.
Complaints Our organisation values all feedback from our service users and if there is a concern about the care provided, it is important that the service user, family, or carer have every opportunity to bring this to our attention. The way a complaint is managed is a reflection of the values held by the organisation and our ability to manage complaints in an appropriate manner is evidenced by the feedback we receive from our service users.
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Thank you for your letter and the comprehensiveness of it. From reading it, coupled with the attentiveness following our complaint, it’s clear that the service we initially received was an anomaly and not indicative of the quality level of service usually given. Thanks for answering our questions in our letter, and we of course accept your apologies and glad to learn that some of the learning issues encountered during (child’s name) initial care will be mitigated in the future. June 2019
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The number of complaints received for the period of this report in proportion to the number of contacts with our service users has decreased from the previous year.
Year-end totals for complaints divided into level of complaint Concerns Moderate complaints Severe complaints Total
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Environment Access to services
Communication continues to produce the highest number of complaints and, whilst figures for 2019-20 show that proportionally the number of complaints received about our communication have also reduced, the organisation will continue its focus to ensure the information we provide is clear and informative.
Waiting time for appointment Attitude of staff Care Communication Consent to treatment
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Discharge arrangements Equipment Continuing Healthcare Process
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Medical records Service delivery Other
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Complaints 1 April 2019 - 31 March 2020
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Compliments The compliments sent to our organisation about the care provided to loved ones continue to be uplifting and reflect the ability of our staff to make a difference. >>>
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Urgent Care
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Primary Care Services
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Children and Family Services
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Public Health
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Transformation and Supported Living
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I am writing to say thank you to the staff who treated me while I was in hospital. The staff were extremely kind, considerate and helpful. This was much appreciated and thank you again. Halstead Ward, February 2020
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I just wanted to say a heartfelt thank you for all your support, care, kindness and sensitivity when coming to care for [patient’s name]. Your compassion and gentle manner with him as well as my mum and me were really appreciated. You were all amazing and we can’t thank you enough. Maldon ICT, August 2019
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I have used the Essex Lifestyles programme and I would like to say that my experience was excellent. I was seen by [staff member] over these weeks and she was brilliant at all times. She always went above and beyond to help me to achieve my goals and to keep a positive mind at the same time. Essex Lifestyle Service – Lifestyle Support, October 2019
Just wanted to thank you for your help at the clinic. Thank you for your time and care. It means so much. Lymphoedema Service, October 2019
I am just writing to say a huge thank you for everything that you have done as my nurse. Without you, I wouldn’t have been able to go on a really cool Scout camp a few weeks ago. It was a Hunger Games camp in Twinstead and in the morning we had to hike nine miles back to Earls Colne Scout Hut. My feet hurt so much by the time I reached the end that I just flopped on my rucksack. I’m on a mission to drink 1.5 litres of water a day now, as mum has just bought me a new water bottle. I have completed it every day since Saturday. I have even got two of my friends to do it with me. Thanks again for all of your help. Children’s Continence Service, May 2019
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FRIENDS & FAMILY TEST
9,910 people took the opportunity to provide feedback using the Friends & Family Test (FFT) during 2019-20, with an average satisfaction rating of 98%. This means that 98% of people that responded to the Friends & Family Test would recommend our organisation to their friends and family.
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Demonstrating Quality Our approach to quality Our focus is to ensure our services are safe, effective, caring, responsive and well-led. To achieve this the Board has ensured that there are well-defined governance systems and processes in place to enable the delivery of safe, effective, caring, responsive and well-led services where our customers and staff are at the heart of everything we do.
Provide quality assurance process Our Board check and assure quality standards by monitoring, reviewing and evaluating a wide range of quality data and information such as: Bi-monthly quality and safety reports Well-defined processes for risk assessment shared bi-monthly Specialist reports from all support services in relation to medicines management, safeguarding, infection prevention, information governance, learning and development, health and safety, service delivery issues, and patient experience. The Board are aware of all serious incidents which occur during the year. They see reports and action plans from incidents and complaints and are able to be assured that appropriate measures are in place to deal with issues when things go wrong.
Stephanie Dawe, Executive Clinical & Operations Director
This robust governance framework provides assurance for the Chief Executive, the Chairman and the Board of Directors, the Care Quality Commission (CQC) Registered Manager, and the senior managers and clinicians that the essential standards of quality as set out by the Care Quality Commission (CQC) are being met in every part of the organisation. Between January and March 2019 we underwent a comprehensive inspection by the CQC and the outcome of this was that our organisation was rated as outstanding overall and we achieved good or outstanding ratings against all domains on quality and safety inspected by the CQC.
Our Current CQC Rating
The Board encourage openness and transparency in all we do and have backed the implementation of our statutory Duty of Candour. The Board regularly visit different areas across the organisation to see first-hand the quality of the services being delivered and to speak with staff and our customers face-to-face. The breadth of assurance provided to the Board allows structured discussions at Board meetings and provides detailed insight into the quality of the care being delivered as the norm across services, while recognising the need to improve where things go wrong in an open and transparent manner.
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To view our current CQC reports visit the Care Quality Commission website: www.cqc.org.uk/provider/1-168055209
D E M O N S T R A T I N G
The CQC report highlighted that during inspection they rated us outstanding because: Community health inpatient services understood how to protect patients from abuse, worked well with other agencies and local NHS trusts. Had a clear admission criteria. Delivered people’s care and treatment based on current evidence-based guidance, standards and best practice and cared for patients with compassion.
We listen to staff and customers - We take action to learn from incidents, complaints, and freedom to speak up concerns and ensure systems and services are improved and made safer as a result. Incident reporting - Staff report incidents and near misses if they see one. The majority of incidents reported result in no harm or low harm. Policies and guidance We have robust policies in place to ensure we deliver the right care in the correct way based on best practice guidance and to ensure we support our staff in the right way. This includes robust clinical infection prevention, safeguarding and health and safety policies and procedures, training, audit and specialist advice is in place to enable staff to achieve high standards. Risk management - We have a robust risk management process in place to identify, manage and maintain oversight of risks. Safe equipment - We have appropriate equipment in place to keep staff, visitors and service users safe and all equipment is regularly maintained and repaired.
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Community health adult services used infection control measures to prevent the spread of infection. Staff showed themselves to be caring and responsive and understood how and when to assess patient’s capacity to make decisions about their care. Staff often exceeded patients’ expectations by going the extra mile to provide excellent care and displayed a proactive approach to understanding needs and preferences of different groups of people.
Safe premises - We have clean and well-maintained clinical environments and we ensure they are compliant with good health and safety and infection prevention practices. Consent - We have robust safeguarding policies and procedures and training in place and our staff know how to obtain and document valid consent before undertaking any care or procedures. Competent staff - Our staff are appropriately trained and experienced. We maintain high compliance with mandatory training and ensure robust safer recruitment processes are in place. Regular checks are made to ensure staff maintain their professional registration with the professional bodies. Visible leadership - Senior management and the Board visit service areas to observe care delivery first-hand which enables them to speak directly to staff and service users. Staffing levels - meet the needs of service users and patients. We report staffing levels to the Board where the data is looked at in relation to incidents to ensure we are able to care safely across all areas.
Safety alerts and NICE guidance - We ensure all relevant NICE guidance and safety alerts are distributed to teams who take action to implement the recommendations in the guidance and alerts. Business continuity and major incident preparation - We have robust plans in place in the case of a major incident or severe weather that can disrupt service delivery to make sure that service users still receive the care they require. Never events - We have had no never events reported in any of our services. Never events are incidents which should never happen as they are preventable with the correct policy and procedures in place. Partnership working - We work closely with colleagues across health and social care to improve the quality of services we deliver by actively reviewing incidents and issues that arise when people move between our services. We also have key staff working in the acute hospital to provide support for the safe and effective discharge and transfer of people back into the community after attending or being admitted to hospital.
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Our 2019-20 priorities - what we achieved In 2018-19 we reached year three of our threeyear clinical strategy. Building on our success and core values we reviewed this clinical strategy and further extended it by a year to 2020. This has helped us to continue to look forward and develop our clinical services, not only to keep us relevant and fit for purpose but to ensure that the quality of the services we deliver is continually improving. Our clinical strategy priorities were aligned to our organisational vision and values.
Care and Compassion – To ensure we have a committed workforce which delivers patient-centred care through relationships based on empathy, respect and dignity. Nurture and Empower - To nurture a structure that promotes empowerment, fosters a belief in people’s ability to be empowered, and acknowledges there is power in the relationships and care provided. Innovation and Competence – To ensure we have an organisational culture that drives innovation, which balances cost and healthcare quality and ensures staff are equipped with the skills, knowledge, attitudes, values and abilities for effective, competent practice. Below is a summary of what we achieved in our Clinical Strategy.
Care and compassion
Nurture and empower
Our goal was: To ensure we responded to the physical and mental needs of our patients through working in partnership across the wider health and social care economy.
Our goal was: To improve our workforce capacity and performance by ensuring our staffing levels did not compromise patient safety and that staff had the required skills to deliver care.
What we did: Redesigned children’s services as part of a partnership arrangement with the opening of Stapleford House in Chelmsford.
What we did: Implemented a programme of recruitment events across the region to promote the work of Provide as a prospective employer for people.
Responded to the requests of our patients for remote/technology-based care delivery and interactions by exploring the development of technology and artificial intelligence care delivery.
Targeted areas to encourage career pathways in care such as high schools and universities.
Participated in a primary care partnership model for care delivery at Crouch Vale Surgery.
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Our key priorities were:
Applied fair pay scales across all temporary staffing bands to promote recruitment and encourage retention. Invested in our staff through a process of talent management and skills mapping.
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Innovation and Competence Our goal was: To continue to build on the range and format of quality data available to the Board to measure performance and monitor quality. What we did: Participated in the NHS Benchmarking Learning Disability audit. Continued participation in the following national audits:
// National Safety Thermometer.
// SSNAP – Sentinel Stroke National Audit Programme.
// PASCOM Audit Podiatric Surgery.
// National Diabetic Foot Care Audit. Implemented a mortality review process, including LEDER reporting within the organisation.
Included benchmarking measures in the Board quality assurance reports. including:
// Pressure ulcer data
// Falls per 1,000 bed days
// Friends and Family Test ratings. Improved our approach to dissemination and embedding of learning from serious incident investigation with the appointment of a designated investigator. Continued to build on the benefits of quality data obtained from the annual clinical audit programme by reviewing outcomes and actions and ensuring strategic oversight of these.
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BEING AN EMPLOYER OF CHOICE Our commitment to invest in learning and development for our entire workforce has continued to be a priority during 2019-2020. We offer a range of learning opportunities to enable our staff to consistently deliver high quality people-centred care. . This year, staff completed 96% of all their mandatory training requirements and we consistently exceeded our contractual performance target of 90% for the whole year. 100% of our new starters completed their corporate induction programme and xx new employees completed their Care Certificate within their first 12 weeks of employment. The Care Certificate builds on the Common Induction Standards and aims to ensure a consistent approach to induction and support the development of a competent, caring and compassionate workforce. We made effective use of monies allocated from Health Education England for staff development. This included advancing clinical skills in diabetes, minor illness, leadership development and supporting progression of our workforce as part of our Grow Our Own Talent strategy. This also enabled four staff to undertake non-medical prescribing courses to advance their practice, develop confidence and support clinical decision making. Provide has supported the Continued Professional Development (CPD) of its workforce. Over £28,000 of employee training was funded throughout the year with applications for training being assessed and supported through the L&D Strategy Group. The CPD activity included attendance at external learning events and clinical conferences, enhancing clinical practice and leadership development. Importantly this funding supported four employees to undertake the full time District Nurse PGDip programmes commencing in January
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2020 and six Advanced Care Practitioner (ACP) MSc delivered by Anglia Ruskin University. Provide continued to maximise the use of the Apprenticeship Levy to support both clinical and non-clinical career pathways for new starters and also developing existing staff. At the end of the year 18 staff commenced on a Levy-supported apprenticeship with 17 successfully completing their programme of study. Following successful completion of the Foundation Degree in Nursing, two Provide staff started their Registered Nurse Higher Apprenticeship (Top up) at Anglia Ruskin University in May 2020. This training will support our commitment to deliver responsive high-quality healthcare to people in their own homes and communities by highly qualified and experienced community nurses. Provide teams continue to support students placed with us in practice from Anglia Ruskin University (ARU) and University of Essex (UoE) across a number of professions such as nursing, speech and language therapy, paramedics, physiotherapist and occupational therapists. Throughout the year Provide supported 228 weeks of high-quality student placements. Provide teams continue to receive great feedback from students who are keen to acknowledge the support they have received whilst on placement. Students working in our Integrated Care teams shared their feedback:
‘I was welcomed every morning like a member of the team and encouraged to speak freely about any thoughts or concerns I had.’ ‘I have a much better understanding of rehabilitation and long-term conditions following my placement. It was very interesting.’
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Throughout the year over 60% of our staff were trained in the principles of excellent customer service through the Mary Gober International programme. This programme was delivered in-house to strengthen our teams’ capability to build strong positive relationships with our customers, patients and service users by giving them confidence that they can always provide a way forward to meet their needs. As one of the partners in the Mid and South Essex STP, now known as the Health and Care Partnership (HCP), our staff have had the opportunity to be part of a number of training programmes, including development programmes for nonregistered staff in Bands 1-4, leadership programmes such as the Essex Mary Seacole and specific programmes for black, Asian and minority ethnic (BAME) staff and Quality Improvement training, as well as access to mentors and coaching. Provide has been actively involved in the design and roll out of the new High Potential Scheme across organisations in the HCP. Although delayed due to COVID-19, plans are underway for this to recommence in the latter end of 2020. Fourteen staff undertook our in-house development programme called the New Managers’ Survival Programme. The programmes consists of a focus on leadership, service development (using project management methodologies), and practical workshops on all aspects of people management. Delegates also undertake the IOSH qualification whilst on the course. The HR and OD team designed new training on unconscious bias to support our equality and inclusion action plan and all participants undertook this training as part of the programme. This year’s conference theme was Resilience - Improving your health, wellbeing and energy. The event boasted an audience of over 210 delegates, special guests, and exhibitors. The three speakers were outstanding and the general
consensus was that it was the best conference to date. During the presentation from Matt King OBE the delegates were mesmerised by his journey and inspired by his strength and praise of the nurses that helped him through the difficult times. Steve Head’s unique style had the audience guffawing while he imparted his knowledge and experience in a highly engaging way. The speakers and workshops were very well received and feedback throughout the day was exceptional. Delegates danced in their seats, hula hooped and were treated to some delicious afternoon cakes and desserts.
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Recruitment Nationally and locally it is recognised that the scale of the workforce challenges now facing the health service poses a threat to the delivery and quality of care over the next 10 years. In response to this challenge we have continued to strengthen our recruitment practices, developed enhanced career pathways, redesigned roles and services to support greater staff engagement and job satisfaction. In the light of these challenges we have generally been able to recruit to key roles and to maintain turnover through voluntary resignations at around 14%. We have extended our use of social media to promote our organisation as an ‘employer of choice’ and to highlight roles. We have reviewed the information on our internet page ‘Working for Us’ to make it easier for people to navigate, increased the utilisation of other recruitment technologies such as LinkedIn, and continued to develop our onboarding intranet site. We are implementing Trac, a new applicant tracking recruitment software which will further streamline our recruitment processes and enable enhanced reporting to ensure that our recruitment service is efficient for both prospective employees and the managers we support. Feedback on our recruitment process by applicants using NHS Jobs consistently places us above the national average. In the last 12 months we have continued to develop our own staff bank arrangements through Provide Workforce Solutions and through targeted recruitment and open days at some of our workplaces we have significantly increased the number of workers engaged through the service and the number of hours worked. Some bank staff have moved into substantive roles within the organisation, which is encouraging and supports one of the fundamental objectives of this project in creating a natural pipeline for development and progression and supporting recruitment. The project also aims to reduce further the reliance on agency staffing. We have continued to build on the portfolio of benefits we offer to staff and in December 2019 launched a recognition package, which allows managers and staff to send e-cards recognising achievement or giving thanks to each other. This was also used to send a small gift to employees just before Christmas to thank them for their hard work over the year. We have also undertaken work this year to introduce a salary exchange option for those who are members of our
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Provide Group Personal Pension. This will come into effect on 1 April 2020 and has a number of benefits as it allows members of the scheme to choose a percentage of salary to invest in their pension, whilst also delivering savings in NI payments.
Diversity and Inclusion We have developed a comprehensive action plan from our Workforce Race Equality Scheme data this year and continue to promote opportunities for black, Asian and minority ethnic (BAME) staff through programmes such as Stepping Up. We have continued to encourage participation in the NELFT BAME network and some of our staff attended their excellent conference earlier in the year.
Health and wellbeing Provide has some of the lowest sickness absence levels of community services providers across the country. This has been maintained at low levels for the past six years through the successful application of our attendance management policy, a programme of monitoring and support. However, it is recognised that staff working in the health and social care field can experience significant pressures and so Provide continues to invest in health and wellbeing activities for our staff. We have commenced a refresh of our Health and Wellbeing Strategy and have started to focus on financial wellbeing. In February 2020 we launched a new financial information benefit package called My Eva which gives employees guided information on how to maximise their financial wellbeing depending on their personal circumstances. Our volunteer Wellbeing Champions have run a range of engaging activities for staff over the year, including a staff hydration challenge, seated massage, yoga sessions, craft sessions, cycling and walking challenges.
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Technology Provide continues to drive improvements and efficiencies through the use of online technologies. All payslips are electronic, annual leave and sickness absence are all managed through ESR or our e-rostering system and 95% of training bookings are made by ESR self-service. Less than 1% of travel expenses are now claimed on paper. A programme of ESR supervisor self-service continues to be rolled out to help reduce form filling, ensuring better oversight and reduced duplication of effort.
Staff survey We have continued to run our staff survey in bitesize chunks over the year. In November, January and March all employees received survey questions, as we have some questions that need to feed into statutory returns. However, for the other months only a sample of employees were sent a survey. We ask just five or six questions each month and it takes under two minutes to complete. The responses are communicated to staff through our monthly communications cascade system, Team Brief. This allows us to focus on key issues each month and to align our interventions throughout the year to respond to the changing feedback. This year 90% of staff respondents indicated that they would recommend friends and family to receive care from Provide. 74% would recommend Provide to friends and family as a place to work. 90% of respondents believe they can make a valuable contribution to the success of Provide. We also provide an opportunity for staff to supply comments on their experience of working for Provide and below are a couple of the positive comments received.
‘I have felt completely and fully supported since day dot here at Provide. The team around me are so friendly and I feel we are all working from the same page, towards a shared goal, and morale is high. We all make time for each other personally and professionally and look out for others to offer guidance to those above and below our bandings. It’s a really great place to work.’ ‘Provide has always supported me and enabled my career progression. I have had many opportunities whilst working here and many development opportunities. Provide offers flexible working, which fits around my children.’ ‘I have been given opportunities to learn and grow all the way through my employment at Provide. These experiences have contributed to increased self-esteem and confidence. I feel valued here and am proud to say I work for Provide.’
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Recognising Our People Every year Provide holds an awards event to celebrate the achievements and dedication of the people who work and volunteer for us. Our 2020 event was set to be the best yet and was due to take place on 19 March in a beautiful setting at the Greenwoods Hotel and Spa in Stock. Regrettably, this event was postponed due to COVID-19 and will now be held virtually at a later date in 2020. This does not take away from the fantastic work undertaken by our staff and the events team. In December 2019 the awards were launched and employees and teams were invited to nominate colleagues in the following categories: Outstanding Service Award
Innovation Award
This award recognises those services who deliver exceptional quality and customer experience to Provide and the wider community, with the winner selected through a staff vote.
The Provide Innovation Award recognises a successful improvement that contributes to the efficiency of the organisation. Three awards are made in this category: Gold, Silver and Bronze, and winners are selected by the awards panel.
Outstanding Employee Award The Provide Outstanding Employee Award recognises those employees who deliver outstanding service to Provide and the wider community, with the winner selected through a staff vote.
Outstanding Leader Award The Provide Outstanding Leader Award recognises an exceptional individual renowned for developing and leading others to fulfil their potential to deliver a highquality service. The winner of this award is selected by an awards panel.
Care and Compassion Award The Provide Care and Compassion Award recognises the services, teams, or individuals who have provided excellent care and compassionate services. Nomination for this category are made by the customers who use our services and the winner is selected by the awards panel.
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Unsung Hero Award The Provide Unsung Hero Award recognises an individual who has gone above and beyond with their work, home life or community. The winner is selected by the awards panel.
Volunteer Special Recognition The event also enables us to recognise volunteers who have made outstanding contributions to Provide and the communities we serve. Nominations are made by our Volunteer Coordinator and the winners selected by a panel. A large number of nominations were received across all categories and we look forward to celebrating the winners later in the year, as well as recognising the academic achievements of our employees, and formally thanking those who have worked for Provide and the wider NHS and care services for 25 years or more.
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Making Technology Work ISO 27001 REGISTERED This document certifies that
the information security management
PROVIDE (CIC) 900 The Crescent, Colchester Business Park, Colchester,
systems of
Essex CO4 9YQ
have been assessed and approved by QMS International Ltd to following information security the management systems, standards and guidelines:-
ISO 27001 : 2013
Information security
The approved information security management systems apply to the following:THE PROVISION OF IT AND DATA SERVICES AT PROVIDE (CIC) HQ.
Original Approval:
Our work to protect our information assets to a consistently high standard is always high on our agenda and the past year has seen some excellent progress with maintenance of previous assurances and additions of many more layers of protection: We have maintained our Cyber Essentials Plus certification, a technical audit of our systems that has been developed by UK government and industry and aims to ensure protection against the most common forms of internet based cyber-attacks. We have maintained our ISO27001 certification for our IT services which gives internationally recognised assurance about our Information Security Management and have aligned our Child Health Information Services to work to this standard. We have made an improved return to the Data Security & Protection Toolkit, achieving a Standards Exceeded scoring for the second year running. We have undertaken two phishing tests, helping us to both test and target training, education and awareness. Both of these tests showed good levels of awareness. We have migrated our data to a new data centre environment which has increased security and reliability. As part of a regional project we have migrated our N3 connection to the new Health and Social Care Network which is protected by NHS Secure Boundary which is a powerful tool giving perimeter security against internet security threats
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Current Certificate: Certificate Expiry:
Certificate Number:
30 January 2018 30 January 2018 29 January 2023 278342018
On behalf of QMS International
Ltd
This Certificate remains valid while the holder maintains their management system in accordance with the published standard. To check the validity and status of this certificate please email certificates@qmsuk.com This Certificate is the property of QMS International Ltd and must be returned in the event of cancellation
We have migrated 100% of our desktops and laptops to Windows 10 and utilise Microsoft Advanced Threat Protection which not only helps block and detect threats but also produces a Threat & Vulnerability Management score which has consistently been low (which is good) compared to similar organisations. We have streamlined and mapped our workforce job roles to Smartcard access rights to ensure a consistent and robust approach to access to patient records and information through our main clinical system, TPP SystmOne. We have improved our record keeping standards with 59% of the record keeping standards audited having either remained the same in terms of scoring or shown an increase over last year’s audit. The Annual Data Security and Confidentiality Audit conducted across a number of Provide services showed a high-level assurance in a number of areas including confidential conversations being conducted in private (100%) and confidential information being protected by appropriate technical controls (100%).
T E C H N O L O G Y
Systems, Software and Devices The Provide Technology Team continue to embrace an ‘internet first’ policy so that we can have flexible systems that are not only accessible by Provide CIC but also by our group companies. The foundations for this shift are now in place following investment in a new data centre contract, upgrade of all devices to Windows 10, and acceptance to the NHS Digital ‘Microsoft 365 procurement’. This work will continue during 2020-21 with the rollout of M365, a new anti-virus and encryption solution and migration to the new 0365 NHSmail tenant. The new set of objectives include migration of many of our remaining servers to the cloud and new cloud-based software. This will be complemented by our new support software which will include the ability to remotely support mobile phones. New requirements necessitated by the COVID-19 response meant significant investment and change in a short period and has been embraced well by our services. This has included: Widespread adoption of Microsoft Teams for virtual meetings, management and collaboration. Improved IT support for staff working outside of the office. Replacement of older laptops and issuance of laptops to many staff and teams that have previously relied on desktops. The use of video consultation tools for delivering care. New telephony and call management software for new services and service offerings. A move away from desk phones to softphones.
Health and Social Care Integration Provide has participated in the regional project to replace N3 with the Health & Social Care Network and we have completed the migration of all our N3 sites to this new network which will make it easier and more secure to communicate with electronically with both NHS and social care colleagues. We have also been part of the project to create a regional Health Information Exchange (HIE) that will allow health and social care partners across the Mid and South Essex Health and Care Partnership to share our records. At the time of writing, we are now able to view HIE data directly from our SystmOne records. There will be much more work happening in the coming months to ensure we make best use of this valuable data source.
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P r o v i d e
A n n u a l
R e p o r t
2 0 1 9 - 2 0 2 0
Being Financially Strong
5%
3% 3%
2% 6% 22% Analysis of income 1 April 2019 - 31 March 2020
55%
26%
NHS Mid Essex CCG Local Authority NHS England Other CCGs Braintree Hospital
13%
Other NHS Other
In the year ended 31 March 2020, Provide received £61.2m of income for the services it delivers. Just over half of this income was received from Mid Essex Clinical Commissioning Group (CCG) for the main community health services in mid Essex. At £33.3m, this is almost £2m more than we received in the previous year, and represents a higher proportion of our overall income. 24
44%
Analysis of Non Pay Costs 1 April 2019 - 31 March 2020
0.5% 0.3% 0.2% 20%
B E I N G
S T R O N G
A further £3.2m was paid to us for services at Braintree Community Hospital under a separate agreement with Mid Essex CCG. This is slightly lower than the previous year following the closure of the Braintree Ward in May 2018, and the part-year funding contained within the previous year’s figure.
5% 10%
Analysis of pay costs 1 April 2019 - 31 March 2020
42%
Our income from other CCGs fell from 9% in 2018-19 to 2% in the year to March 2020. This is a result of the loss of the wheelchair contracts in Cambridgeshire and Waltham Forest. We are seeing some increases in contracts from other CCGs relating to the work being done in Tollgate Clinic Ltd and Provide Wellbeing. We also received 26% of our income from Essex County Council and other local authorities (£16.2m) and 6% from NHS England (£3.4m). We spent £60.5m to provide our services, leaving a surplus of £0.7m (before tax). It is important that we make a surplus of income against expenditure as this provides the cash necessary to manage the business. In the longer term, we will re-invest all of our surpluses back into our community.
21%
Nurses and Healthcare Assistants Therapists and Scientists Admin and Clerical Senior Management and the Board Doctors
22%
F I N A N C I A L L Y
Supplies Establishment expenses Premises Charitable donations Miscellaneous Corporation Tax Services provded by other organisations
Our costs were split between pay (£36.1m) and non-pay (£24.4m). The biggest staff group are nurses and healthcare assistants, with this staff group costing £15.1m in the year. Admin and clerical staff cost £8.1m in the year, and our third largest group of staff were therapists (£7.5m). The rest of our staff costs were spent on management (£3.8m) and doctors (£1.7m). The £26.4m of non-pay costs include supplies of £3.2m, premises costs (including rent, electricity, gas, water, insurances, refuse collection, and so on) of £4.8m, as well as establishment expenses (for example printing and stationery, postage, telephone rental, travel expenses, etc) of £5.4m. We also paid around £10.7m for services provided by organisations like the Mid and South Essex Hospital Group, NHS SBS and our partners who deliver parts of the sexual health pathway (East Suffolk and North East Essex Hospitals Foundation Trust and Essex Partnership University NHS Foundation Trust). The remaining non-pay costs relate to miscellaneous charges (such as depreciation). We also made charitable donations of £0.1m. The overall financial performance was excellent, and in making a surplus, Provide delivered the savings requirements set by commissioners in our contracts. Making non-recurrent surpluses and non-recurrent charitable donations does not remove the ongoing need to make recurrent savings, and our NHS and local authority commissioners will continue to ask us to show that we are using taxpayers’ money effectively and efficiently. All staff have shown that they are able to rise to the challenge of delivering savings and controlling costs. This puts us in a good position as an organisation as we continue to contract with the NHS and local authority commissioners.
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P r o v i d e
A n n u a l
R e p o r t
2 0 1 9 - 2 0 2 0
Investing in Our Local Communities Provide Foundation
Our partnership with Essex Community Foundation (ECF) means that we can effectively invest funds into voluntary, community and charitable organisations whose work complements our own. As a Community Interest Company, Provide is committed to reinvest a part of its surpluses back into the communities that it serves. Having established the Provide Foundation with ECF we can do this in the most efficient and effective way, and will be awarding grants year-on-year to support the voluntary sector where we provide services. There are many community schemes and projects making great strides to improve the health and wellbeing of people in mid Essex and beyond, and through the grants from the Provide Foundation, we can help them continue and expand their work. In 2019-2020, nine community projects run by voluntary and community groups were given a major cash boost with grants totalling £42,849 from the Provide Foundation. Three voluntary sector organisations (Sanctus Homeless Charity, Families in Focus, and Crossroads Braintree and Chelmsford) received grants of £5,000 with six other organisations receiving grants. Although we did not issue any strategic grants in the year, we have carried forward the money earmarked for this (£40,000) into 2020-2021.
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A full list of grants made is as follows: Sanctus Homeless Charity
£5,000
Essex Dementia Care
£4,976
Dementia Adventure
£4,969
Contact the Elderly
£4,916
Families in Focus
£5,000
Essex Respite & Care Association
£4,784
St Clare Hospice
£4,892
PARC
£3,312
Crossroads Braintree and Chelmsford
£5,000
TOTAL £42,849
I N V E S T I N G
I N
O U R
L O C A L
C O M M U N I T I E S
&
G I V I N G
M O N T H
Fundraising activities In addition to the work we do with ECF, our Governors are responsible for agreeing additional grants and charitable donations through two separate mechanisms. The Governors approve grants to local communities based upon requests from members of our organisation. They also approve sponsorship matching where members undertake their own fundraising efforts on behalf of local and national charities. In 2019–2020, the Governors approved a total of £26,320.27 to many different charities and voluntary sector groups, including the following: Alzheimer’s Society
£1,421.92
Breast Cancer Now
£120
Brentwood Leisure
£2,000
Brompton CHESS Colchester Children’s Charity Appeal Daniel Robinson & Sons
£870 £1,421.92 £400 £1,690
East Anglia Children’s Hospice
£192
Ellen MacArthur Cancer Trust
£8,850.27
Essex & Herts Air Ambulance
£1,000
Grassroots
£184
Havens Hospices
£192
MacMillan
£1,112.16
MIND
£1,000
Smart Minds
£2,000
Tommy’s
£120
VICTA
£746
Whizz Kidz
£1,000
Witham Town Luncheon Club
£2,000
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P r o v i d e
A n n u a l
R e p o r t
2 0 1 9 - 2 0 2 0
Caring for the environment Over recent years we have been engaged in a process aimed at reducing our greenhouse gases, which is a response to both increased service user expectations and our responsible approach to the environment by: controlling our consumption of natural and energy resources where possible fighting against global warming and pollution through the definition of quantified targets for the reduction of our CO2 emissions and wastes sharing sustainable development principles with parties concerned. We have a longstanding commitment to tackling climate change and accordingly can report the following figures.
2019-2020 Emissions Scope 1 (gas, transport)
517.54 Tonnes CO2 equivalent (tCO2e)
Scope 2 (electricity)
146.39 Tonnes CO2 equivalent (tCO2e)
Total
663.93 tCO2e
Scope 1 and scope 2 carbon intensity
590.16 (kg CO2e/per employed person on average)
These figures reflect the emissions from leased and controlled assets for which we are responsible. Emissions are overwhelmingly from grey fleet transport for our employees attending to patients in the local community. Recorded energy consumption during the financial year was 2,712,183.56 kWh (2,712 MWh).
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C A R I N G
F O R
T H E
E N V I R O N M E N T
What we have been doing to help We have been actively engaged in measures to reduce our energy consumption and in the last year we have had the following initiatives: Replacing old halogen, T8 and inefficient lamps with low-energy LEDs. Installing electric vehicle charging points at some of our premises. Upgrading to new boilers where applicable. Reviewing annually our car and driving policies.
Our Objectives for 2020-2021 During the coming year we will continue our efforts to reduce our energy consumption. We have set ourselves three key objectives as outlined here: Electricity: Reduce our baseline electricity consumption by 2%. Lighting: Continue to evolve and install low energy lighting across the portfolio. Electric/Hybrid Vehicles: To achieve a 10% target of employee vehicles to be full or part electric. Although we do not provide company cars, we do have a lease car scheme available to staff, and we will use this to encourage employees to use ‘greener’ vehicles. We are considering a number of incentives to achieve this, including subsidised leases for green vehicles, priority parking, and continued installation of electric vehicle charging points.
29
P r o v i d e
A n n u a l
R e p o r t
2 0 1 9 - 2 0 2 0
From the Governors During 2019-2020 the Council of Governors have continued to be the members’ representatives to the Board. We are happy to have this opportunity to share some of the activities we have been involved in on behalf of the staff members.
Amy Jackson
As a non-voting member of the Board, the Chair of Governors attends monthly Board meetings accompanied by another governor on a rotational basis. This enables two-way communication and assists the Board
Andrea McDonald
Annabel Hamilton
Ayla Doggett
Chris Wright
Clare Surridge
Emily Shipp
Helen McRorie
Joanna Parkin
Jules Martin
Karen Dresser
Michael Glassock
Michelle Kulik
Mike Fair
VICE CHAIR
30
This year we recruited a new Chair or Governors, Nicola Yarnall and a new Vice Chair of Governors, Amy Jackson.
F R O M
in taking into account the thoughts of the members when considering decisions across the organisation.
views were represented and to reflect the culture that Provide wants to create for the organisation.
This year the Governors worked in partnership with the Board and the senior managers to develop the new vision, mission and values for the organisation. The Governors’ involvement in this vital process was important to ensure that members’
Governors were involved in the revision of the Non-Executive Director remuneration and played a key role in the recruitment and appointment of our new Chief Executive, Mark Heasman.
Cheryl Ellis
G O V E R N O R S
The Chair, Vice Chair and Company Secretary attended the Employee Ownership Association Conference and 40th Birthday Celebrations. This was a fantastic event and gave us the opportunity to learn from other employee owned organisations and to share experiences and ideas around membership engagement.
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Carol Gerrard
T H E
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T H E
In this coming year the Governors will be launching a survey to collect the views and aspirations of staff members on what it means to be a member of Provide and how we get the best out of being a memberowned organisation. This feedback will enable us to develop our new Governors’ Strategy which we are planning to launch in April 2021.
G O V E R N O R S
Nicola Yarnall CHAIR
k
Nisha Desai
We have been proud to support our members during what has been a challenging time and look forward to continuing to represent them as we move forward.
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P r o v i d e
A n n u a l
R e p o r t
2 0 1 9 - 2 0 2 0
V O L U N T E E R I N G W I T H
P R O V I D E
The main volunteer service goal for last year was to finalise the service review by July 2019. This was completed on time and, as a result of the recommendations, the volunteer operational plan was developed in line with the new Corporate Strategy. Other outcomes of the review highlighted ways to improve communication around volunteer recruitment to services and to provide volunteers with appropriate support and feedback.
32
V O L U N T E E R I N G
The volunteer operational plan identified some key targets to support the Corporate Strategy and these included expanding the service into three new areas, identifying key targets which would support business expansion, and strengthening communities by working with partners in tackling social isolation. The review also acknowledged the existing benefits of developing current relationships with local universities to identify useful research on Provide services. In the first half of the year from April to September 2019 there was an increase in the number of volunteers recruited and an increase of 3.75% volunteer hours completed, compared with the previous year from 512 to 532. However, due to circumstances beyond the control of the volunteer coordinator, the average hours completed for the second half of the year from October to March 2020 shows a decline in volunteer hours being completed by 18.6% from 503 to 409. The reason for the decline was a combination of an issue which arose in placing the volunteers
on the wards, and then in late February, volunteers not going onto the ward because of COVID-19. In September 2019, a request was made for volunteers to support the ward teams by senior clinical management. The duties for the volunteers included helping at meal times and being available to support the work of nursing staff by responding to ad hoc requests. The recruitment campaign started and out of 20 applicants, 15 volunteers underwent screening and training ready to go onto the wards in November/December. Unfortunately, as these placements did not take place and there were no other available places for them to work, the volunteers left the organisation. Overall looking at productivity per volunteer, there was an increase of 17.22% with the average volunteer completing 82.51 hours in 2018-19 to 99.73 in 2019-20. In March 2020 the volunteer service was suspended due to the COVID-19 outbreak. The majority of Provide
W I T H
P R O V I D E
volunteers were over 70 or were shielding. Those who were able to volunteer were transferred into the Essex Welfare Service where some took on adviser roles and others worked in the community. The supported volunteer programme has expanded and this year offered support to a young volunteer with learning disability to become a conversation partner in Halstead Hospital for six weeks. It also continues regularly in St Peter’s Hospital supporting people with mental health problems to run the pop-up shop. The volunteer coordinator also offers mentoring and support to volunteers who are hoping to return to paid employment and this year four volunteers found employment. One was a retired nurse who went onto the ward at St Peter’s to support the therapy team and went onto become an assistant physiotherapist. Another volunteer decided to go on to train as a physiotherapist and the two others found employment in local residential homes.
33
P r o v i d e
A n n u a l
R e p o r t
2 0 1 9 - 2 0 2 0
Halstead Hospital
St Peter’s Hospital
Ward pop-up shop
Pop-up shop
December 2019 saw the long-awaited launch of the Patient Pop-up Shop in Halstead Hospital. The League of Friends purchased the trolley and paid for the initial stock to start the project and there was a successful recruitment campaign for four volunteers. The shop was running four days a week with a team of dedicated volunteers prior to COVID-19. These volunteers were also available to clinical staff to call upon to perform other duties, including helping at meal times. These volunteers were all in the vulnerable category for COVID-19.
The shop has enjoyed another successful year being run by a dedicated team of volunteers. It has also supported the efforts of the St Peter’s café in fundraising events.
Halstead phlebotomy volunteer signposting service A permanent volunteer has been placed for meeting and greeting patients and providing support and help to staff. The volunteer also assisted in an emergency situation which involved a patient fainting after she had received a blood test. She was commended by the phlebotomist for her support and quick action.
Talking newspaper service A new talking newspaper service had become available to patients on the ward which was sourced and run by Provide volunteers. The service is funded by a local charity and was greatly appreciated as it had local newspapers available which was the preferred choice by service users.
Stroke unit exercise sessions There were several volunteers who supported the therapy team during the year mainly for the exercise sessions and two went on to paid employment and training.
Reception meeter and greeters The long-standing volunteers have continued to support the main reception at St Peter’s. This year outpatients requested volunteers and these were successfully placed as part of the expansion of the volunteer service.
Braintree Community Hospital
Terrace garden
Tissue viability
The garden and bird feeding area continues to be supported by two volunteers who ensure the plants are tended and the birdfeeders and supplies are available. This area proves very popular with visitors and patients who sit and watch the many birds who come to feed and bathe. The planters enhance the seated area and encourage insects.
Tissue viability volunteers continued to perform strongly with 10 volunteers supporting both staff and patients. They received extremely positive feedback from the service and are greatly appreciated.
Volunteer coordinator volunteer admin support The Volunteer Coordinator has recruited a volunteer to help with basic administrative duties and she is based in Halstead Hospital rehabilitation unit.
Physiotherapy The team in Halstead Hospital have a long-term volunteer who has been supporting patients to do their exercises and help support their sessions.
34
Student project This year six students volunteered from Anglia Ruskin University and their project involved interfacing with service users in Braintree and students on campus. With consent, they had informal conversations about barriers to healthy lifestyles and used the Make Every Contact Count training to encourage referrals into the Essex Lifestyles, particularly around smoking cessation. Each student prepared a poster and an example is included at the end of this report.
Partnership working Partnership working was undertaken with Maldon and District Community Voluntary Service (CVS) and Sidra Naeem who is a highly esteemed campaigner and teacher. Development work was undertaken to create opportunities for integration with women from the Maldon Mosque and other church groups through a regular family session enjoying the medium of creativity and cooking. This was being funded by CVS and due to be launched in Easter 2020 but unfortunately, due to COVID-19, this had to be postponed.
V O L U N T E E R I N G
W I T H
P R O V I D E
CONCLUSION The volunteer service review provided clear direction and targeted outcomes which, at one stage, were on track. Unfortunately, the year did not pan out as expected. Even before COVID-19, changes which occurred at ward level prevented the expected service expansion, but has all the potential to do so when wards return to normal. Despite the challenges experienced due to the loss of placements on the wards, productivity in terms of average hours completed per individual volunteer is up 17.22%. This could be a result of factors unique to this year. There were several periods when, in the absence of paid staff being available, volunteer meeter and greeters stepped in to cover at St Peter’s main reception and also in the therapy reception. Extending individual volunteer responsibility also seems to benefit the volunteer experience and this is reflected in feedback from the volunteers in Halstead Hospital. The new pop-up shop role was combined with ward support and benefited the staff and the volunteers by giving greater involvement with patients and staff. The method used for recruitment and placement of these volunteers, which included extra training in a variety of tasks, could be replicated in St Peter’s as this provides a flexible volunteer work force which can respond when required. The interfaith project planned in Maldon is currently being reviewed to consider ways to proceed in the light of current restrictions. Consideration is for small joint Zoom online events with invited guests. The volunteer service in its normal operating mode ceased to run at the beginning of March, with people either shielding or re-deployed within the Essex Welfare Service (EWS). The volunteer coordinator was engaged to screen new volunteers into the EWS which was developed to fulfil many needs of the
community. She also became the Provide lead on the NHS Responder Goodsam site coordinating referrals particularly around transporting patients. Whilst the volunteer service, as it had existed, came to an end in February, what has become apparent is the enormous potential to build a whole new way of delivering volunteer services. The new technology which was developed in Priority Me and the Goodsam NHS responder site allows vast numbers of people to be engaged and to micro volunteer on any level they have capacity to undertake. Both systems record attendances and on Priority Me, there is the option for volunteers to record onto service user records. The volunteer coordinator is part of a county-wide group being set up by the NHS trusts in Essex to establish safe protocols for recruitment and training of volunteers and to utilise existing technology to coordinate services. The result will be a volunteer passport which will enable volunteers to access roles across a range of services and also give a much larger pool for volunteer coordinators to utilise.
Goals for 2020-21 To be part of the Essex Tactical Volunteer NHS Trust group and develop a new service which shares the volunteer workforce across Essex health trusts and to support the development of the NHS Essex volunteer passport. To develop a strategy for returning our existing volunteer workforce, who have been shielding, back within Provide services. To identify specialist volunteers on Priority Me (Essex Welfare Service) who Provide can access to utilise within wards, services and the community who have undertaken special screening and training. To incorporate the placement process within the Priority Me system.
35
P r o v i d e
A n n u a l
R e p o r t
2 0 1 9 - 2 0 2 0
SUPPORTING INFORMATION AND DATA AL OF TOT BER RS M E NU UNTE D L VO RUITE REC
R
YEA
NG STI TEERS I X E UN VOL
ERS NEW UNTE ME A VOL BEC O H W IVE ACT
ED URS HO PLET COM ER PER UNTE L VO YEAR PER
VE CTI S A AL ER TOT UNTE ONTH VOL R 12 M OVE IOD PER ED URS HO PLET M CO
2015-16
3
Not recorded
74
77
1,441
18.71
2016-17
15
Not recorded
69
84
3,830
45.49
2017-18
24
Not recorded
55
79
6,190
78.35
2018-19
29
Not recorded
45
74
6,190
82.51
2019-20
31
Not recorded
30
61
6,106
99.73
76.28
69.77
%of applicants in
%
2019-20 recruited became active.
of applicants in 2018-19 recruited became active.
17.26
%
increase in the numbers of hours per volunteer completed.
The decrease in numbers of applicants becoming active is as a result of service changes due to COVID-19.
36
V O L U N T E E R I N G
W I T H
P R O V I D E
Recruitment process Felt part of the team Enjoyed the experience
Volunteer Feedback 24 Respondents
The majority of volunteers felt part of the team they were assigned to and also enjoyed their volunteering experience. The volunteer recruitment process remains something which volunteers feedback anecdotally as sometimes taking too long and not what they expected. Patient feedback responses were collected in paper form during December to January 2019-20
Had contact with volunteers Did not have contact with volunteers Enjoyed having volunteers on the ward
Patients were approached in St Peter’s and Halstead Hospital where both sites have a pop-up shop. Only a small number had not accessed the shop and the interaction with volunteers.
Patient Feedback 24 Respondents
37
P r o v i d e
A n n u a l
R e p o r t
2 0 1 9 - 2 0 2 0
Looking Forward This is my final contribution to the Provide Annual Report and it is my job in this section to look forward which, right now, is an incredibly difficult thing to do. What I will say is that I leave you in very good hands and I want to thank each and every one of you for being such wonderful colleagues and friends. It has been the experience and the privilege of my life to lead you. Mark Heasman is the new Chief Executive Officer of Provide and I will leave it to him to write a few words for you looking forward. However, I can say a few things that we have agreed to do before I sign off.
38
L O O K I N G
John Niland Chief Executive
As we continue to add to our Provide Group by growing our business and purchasing others that complement our existing ones. By doing so we aim to change our governance processes and reporting across our whole group structure to ensure that Provide’s assurance framework for our legal and regulatory accountability is clear. It will enable oversight for the Provide Board of patient safety and risk across the entire group structure in a clear and uniform approach through a quality assurance programme of reporting. We aim to work in multi-disciplinary teams across primary, community and hospital settings to facilitate and lead on the delivery of an integrated community-based care model which supports the physical and mental health of the children and adults that we serve. We aim to identify services that can be delivered through remote technology, artificial intelligence triaging and digital upgrades. Implementation of the Integrated Shared Care Record (ISCR) will support safe delivery of services ensuring clinically relevant information is available to aid in remote clinical decision making.
F O R W A R D
We aim to build on the work of the newly-formed Workforce Solutions Team to improve workforce capacity through targeted recruitment, innovative retention techniques and development of staff through a programme of skills training. This will ensure we have a high performing workforce who are delivering safe and quality services to our patients. We will play our part in the system reconfiguration with the other community care providers in mid and south Essex by establishing a single management structure for out of hospital care in this area. This will allow us to increase team capacity and give some consistency of service across mid and south Essex. The organisation is in fine fettle despite the challenges of the past 12 months and continues to go from strength to strength. I wish you all the best as you steer your way through what is an extraordinary situation and I know that with the staff and leadership you have, Provide will continue to be outstanding. Farewell.
After six years of sitting on Provide’s Board as a Non-Executive Director, it is a privilege to have been asked to lead such a caring and value-driven organisation and I am honoured to be carrying on the great work that John has done over the years. I am very much looking forward to working with you all, spending time with our services and meeting the community we serve. I am especially excited about the opportunities we have to grow and develop what we do in these exciting new areas as we continue to look to transform lives in the communities in which we work. Mark Heasman Chief Executive (2020)
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If you need this booklet in braille, audio, large print or another language, please contact our Customer Service Team on: 0300 303 9952 or by email at: provide.customerservices@nhs.net Provide Corporate Offices 900 The Crescent Colchester Business Park Colchester Essex CO4 9YQ
T: 0300 303 9999 E: provide.enquiries@nhs.net www.provide.org.uk
PBR-3825-2042-01
