Annual Report 2022-2023 by Provide Community

Living our Values Enhancing our Communities Transforming Lives

Annual Report this is our

2022-2023

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Contents View from the Provide Group Chief Executive View from the Group Chair Section one: about Provide Community

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Who we are – our lead brands

Introduction from the Chair of Governors

Role of Provide Community’s Council of Governors

Fundraising achievements 2022-2023

Council of Governors – our future plans

Section two: our Values – a spotlight on 2022-2023 Living our Values

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Section three: valuing our colleagues

Diversifying our business, integrating new teams

Creating a great culture to work in

Apprenticeships – building a skilled workforce

Section four: growing our organisational strength

Being financially robust

Acquisition and growth: continuing to grow

Section five: looking after our community Making a difference

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View from the Provide Group Chief Executive

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Mark Heasman Group Chief Executive

As we continue to navigate challenging domestic and economic times, I am very pleased to share with you our Provide Community Annual Report for 2022-2023. Our very strong performance over the last financial year shows that our Vision, Mission and Values continue to shape an organisation that delivers with Care, Innovation and Compassion in everything we do. We are proud of our culture and the service that we can deliver to our customers, patients and service users. 2022–2023 was the second year of our ambitious strategic plan covering 2021-2024, and this annual report will show that for the second year, we are meeting all our strategic objectives ahead of time. As always, this is testament to all the hard work, dedication and flexible approach of colleagues working across the Provide Group. I was absolutely delighted that, in October 2022, we won two prestigious accolades at the Business Culture Awards, for Business Culture Leadership and Best Public/NotFor-Profit Organisation for Business Culture. This is a real reflection of where Provide Community is collectively on culture. We continue to push innovation in all we do, reflecting one of our core values, and have made excellent progress in the way we harness technology to improve services to patients and service users. It is particularly satisfying to see recognition for this through our services being shortlisted for the Driving

Efficiency through Technology Award for the Health Services Journal Awards (HSJ) 2022, which showcases the very best practice within the NHS. 2022–2023 was also a pivotal year for the composition of our Group, and in May 2022, we completed the acquisition of React Homecare Ltd. This has brought real scale to our domiciliary care offering, and complementing the work we already do in Essex by adding seven branches of this new business in the North of England. Colleagues from React Homecare have been welcomed to Provide Community. Finally, we continue to support our communities by ensuring that increasing amounts of money are passed through grants and charitable donations to voluntary sector organisations, community groups and charities that are important in complementing the services we provide in those communities.

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View from the Group Chair I am delighted to introduce our twelfth annual report which reviews another excellent year for Provide Community. This is the first year that I have presented this report as I joined as Group Chair in January 2023.

Group Chair Robert Parkinson

Since then, I have visited many of our teams, and I am very impressed with the commitment and dedication shown by all colleagues across the Group. This helps us to build on our strengths and values to drive excellent performance in difficult times. We have seen a fair amount of change in the Board of Provide Community, with Julie Green, Mark Friend and me joining the Board as Non-Executive Directors. I am sure that we can continue to ensure we are living our Vision, Mission and Values.

The health division remains the largest part of our business, and our work with both the Mid and South Essex Integrated Care System (ICS) and the Mid and South Essex Community Collaborative (MSECC) remains an important part of all that we do. We are working hard to develop the right partnerships that help us to cement ourselves within the ICS and contribute to making a real improvement to the health of our local population. We are also clear that we need to diversify our business, and the acquisition of React Homecare has been a huge step towards achieving both market and geographical diversification. We aim to continue to diversify the group through acquisition and continue to innovate to take the business to the next stage of development whilst not losing sight of our NHS roots. I want to thank Derrick Louis, the outgoing Group Chair, for his service to Provide Community. The Group is in a strong position, and with the Board, I intend to continue to help Provide Community thrive in the future. I am confident that with the excellent dedication and hard work of our colleagues around the group together with the strong leadership of the Board, we can continue to help transform lives.

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about Provide Community 05

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Who we are – our lead brands

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Provide Community is a Community Interest Company (CIC) made up of multiple business brands delivering a broad range of health and social care services, as well as designing, developing and building digital innovation solutions for the healthcare market. As a CIC we are dedicated to reinvesting our profits back into the communities that we serve. As an employee-owned enterprise, our workforce of over 1,200 colleagues, is represented by a Council of Governors and are responsible for making key business decisions.

CORPORATE TEAMS

HEALTH

Enablement and Care support and care for adults with learning disabilities

Enablement and Care

maximising support and care

support and care for adults with learning disabilities

Enablement and Care maximising support and care

ENTERPRISE Enablement and Care

Enablement and Care

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Transforming lives

OUR VISION

OUR MISSION

An ambitious, employee-owned

social enterprise, growing in size and influence.

transform lives by treating,

caring and

educating people.

OUR VALUES

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Introduction from the Chair of Governors

Nicola Yarnall Provide Community Chair of Governors

‘In many ways, the support we have provided to our members throughout 2022-2023 and the causes we support was never more critical as we navigated our way out of COVID-19 into a cost-of-living crisis. Together, we are in a unique position to be able to empower people and communities and bring about positive change, and I am proud to report some of the highlights.’

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Role of Provide Community’s Council of Governors Our Council of Governors is made of up of members who are colleagues from Provide Community’s teams and services. We are delighted to report that membership has also now been extended to our subsidiary companies. We are here to listen, to act as a voice for our members, to support charitable giving and to help shape the direction of the organisation.

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The Council of Governors meet bi-monthly, we have an organisational update from our Group Chief Executive and are supported by our Group Chair, Company Secretary, Chief People Officer, and Non-Executive Directors. We also have updates from the four Provide Community Colleague Networks: LGBTQ+ Network, Ethnic Minorities Network, Men’s Network and Disability Network, as well as our Working Well Group, to ensure all perspectives within the organisation are heard. Our Governors are also responsible for the recruitment of the Group Chair and Non-Executive Directors (NEDs). We successfully led the appointment of our new Group Chair and two replacement NEDs, all of whom are a great asset to our Board. During the 2022-2023 financial year, we said a very fond farewell to our Chairman Derrick Louis and NEDs Rachael White and Rachel Lilley.

Council of Governors play an important role in representing members The 2022, Provide Community Employee Engagement Survey rated ‘In my organisation, the Council of Governors play an important role in representing members’ as the ‘most improved’ question, with 82% of our colleagues agreeing with the statement. It was rewarding for us to hear this feedback and we want to continue to show the value of Governor representation.

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Fundraising achievements 2022–2023 As a CIC, it’s important that we reinvest our surpluses in a meaningful and impactful way. It is the responsibility of the Council of Governors to support our members’ requests and help decide which charities, organisations and community projects receive donations and funding from Provide Community.

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In 2022, we asked all members of Provide Community to vote on the distribution of grants. We are delighted to have achieved our highest ever level of engagement from colleagues, with 225 members casting their vote. As a result, we donated an additional £2,250 in support of Ukraine (British Red Cross – Ukrainian Crisis Appeal). We were also thrilled to announce the release of our biggest round of funding to date with 28 local charities and community groups awarded grants totalling £374,646.

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Through the Council of Governors, every member at Provide Community has the opportunity to request community grants and match funding. In 2022–2023 we had a 40% increase in overall applications. This funding helps to support a huge range of causes that are important to our members.

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Good Easter Sports Field Association has shared images of its newly renovated bar and sports pavilion after it received a £2,000 community grant from Provide Community.

‘The Sports Pavilion is an essential asset to Good Easter. It is where many community events take place, allowing residents and those in local villages to come together.’

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Council of Governors – our future plans

Governors’

Handbook

provide.org.uk

As we are joined by Provide Community’s subsidiary companies, such as Provide Wellbeing, Provide Digital, Calvern Care and React Homecare, we want to extend the geographical reach and representation of the Council of Governors. To support this, we aim to grow Governor representation to 3% of our colleagues across Provide Community in 2023-2024. This will ensure that our members will benefit from our representation, and that we can grow our community reach through volunteering, visibility and funding. We will be launching a revised Governor Handbook in Summer of 2023 to inform our members about the roles and responsibilities of the Governors, their code of conduct and the composition of our organisation as an employee-owned CIC. It is important to us that our members feel that they can reach out to their Council of Governors with ease. This has led to the launch of a new Governor Feedback Pathway. This new digital platform simplifies the way our members can contact us to share questions, concerns or ideas. Submissions through the Governor Feedback Pathway will be assigned to an appropriate Governor and actioned. Moving forward, we will also be hosting three All Colleague Webinars and regular drop-in sessions throughout the year to increase the opportunity for face-to-face conversations with Governor representatives.

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Living our Values Our organisational culture is borne out in our values of Care, Innovation and Compassion. They are central to the way we operate as an organisation and how we deliver care to people. By being caring, compassionate and innovative we can deliver safe, high-quality services that have a positive impact on people. We were pleased to receive external validation at the Business Culture Awards 2022, winning the Best Public/Not-For-Profit Organisation for Business Culture award category. The Business Culture Awards recognise forward thinking organisations in which people’s employment experience is fundamental to business performance. Further recognition that our company lives its values came when we celebrated winning the Essex Countywide Business Awards 2022 Community Award category, which recognises the significant and lasting impact on the local community through fundraising initiatives, employee wellbeing and operational excellence.

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At the Health Services Journal (HSJ) Awards 2022 we received a Highly Commended for our response during COVID-19. Alistair McLellan, Editor of the HSJ said:

‘We believe Provide Community really holds the value of the HSJ Awards in terms of sharing best practise, improving patient outcomes and demonstrating innovation at the centre of what they do!’

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Care

Our mission to Transform Lives is delivered through our many care pathways. Our exceptional colleagues strive for excellence by listening to our service users and responding with empathy. An example of this care was highlighted on national television when our Urgent Care Response Team were commended for working jointly to improve local services and reduce admissions to hospital.

Innovation

As a social enterprise we value the thoughts and ideas of our colleagues and have been pleased with the interest we have seen during this year through the Innovation Tree. The Innovation Tree is an initiative to enable colleagues to share their ideas or innovation to enhance their work and systems, develop them into a project. We have taken forward several projects such as the digitalisation of community nursing which has improved the working lives of our teams by reducing the time required for administrative tasks. We are also collaborating with partners in other areas of innovation through investment in product development for endoscopy for example.

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Compassion We continue to support our colleagues to put forward charities and causes that are important to them so that they can receive grants. It is not only money but time that is given to improve the lives of those experiencing disadvantage such as our work with homeless charities.

Our annual Quality Account and quality reports 2022-2023, reviewed by the Board, demonstrate that we truly do live our values at Provide Community. Some further examples of this are:

In 2022, we maintained our existing Good and Outstanding CQC ratings within the Provide Group and our React services moved from Requires Improvement to Good. Our Friends and Family Test data shows that 97% of people’s experience of our services is either good or very good and service users reported that they feel they were treated with dignity and respect and that their family are involved in their care. We introduced a new people safety specialist role, enabling us to engage with colleagues and service users to reduce harm and improve safety in our services. We implemented new technology, including RealWear Headsets, a head worn camera and telephone set to connect colleagues delivering care to an expert for advice and guidance in the moment. This means patients receive the right care and treatment at the time of their appointment and do not have to wait to have a second appointment to get an expert opinion. More junior staff feel supported and can learn from more specialist colleagues. As part of our work to improve wound care a new app has been developed between our Tissue Viability Team and Provide Digital to enable service users to report quality of life outcome measures in wound care.

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As part of our expansion and growth strategy, Provide Community Interest Company acquired React Homecare Limited on 11 May 2022. React Homecare is an established domiciliary care organisation, operating across seven branches in the North of England. This acquisition was the second domiciliary care business for Provide, having previously acquired Calvern Care. The acquisition of React Homecare enabled Provide to ‘build out’ its social care business, enabling the organisation to develop and offer domiciliary care services at scale. With a workforce of 150 supporting around 400 service users, delivering personal care, meal preparation, medication administration, and end-of-life care in their own homes. Integrating React Homecare colleagues into the wider Provide Group has been essential to ensuring there is a consistent culture across the organisation, setting the standards for high-quality care across the Group. Integrating these colleagues, has seen some challenges, the workforce is dispersed, and the majority are loneworkers. However, under Provide’s ownership, a new dedicated leadership team is now in place, and colleagues have benefit from the removal of ‘zerohour’ contracts, the introduction of improved terms and conditions, increased hourly rates, improved annual leave, profit share plan, and wellbeing support, all signalling how Provide is such a progressive employer. Feedback from a new colleague who joined May 2023:

‘I’ve been a carer for three years and since joining the React team 2 weeks ago it has made me realise why I am in the care sector. The team is a welcome environment for both carers and service users. I love my job in care, and it makes it more enjoyable when you have a good management team behind you. All the office staff, from my training to being out on the field have been so helpful in all aspects of the job. I couldn’t wish to be a part of a better company.’ 19

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Creating a great Creating a ‘great culture’ culture to is an imperative for most work in

employers, however, at Provide it is a cornerstone of the organisation’s strategy. It has been well documented that culture presents a key advantage to attracting talent, and improving business performance. Indeed, there are very few factors that contribute more to business success than culture. Ensuring Provide builds and develops a culture that truly values care, innovation and compassion is key to our organisational success.

Culture is measured annually via our Colleague Engagement Survey. Engaged colleagues have higher levels of retention, enhanced performance and achieve greater organisational success. Provide’s culture is underpinned by its most precious resource, its people. In 2022 our colleague engagement score was high, at 90%, and furthermore 97% of colleagues who responded to the survey indicated in their job, they were willing to go the ‘extra mile’. Our approach to ensuring colleagues thrive is largely supported by key events. Since 2021, Provide holds a ‘Health and Wellbeing Week’ and a ‘Learning and Development Week’ - both of these annual events focus on keynote speakers, creative workshops and presentations, they offer support and opportunities for personal development and the week’s events are scheduled for colleagues on a ‘self-select’ basis.

90% Engagement score

97% ‘extra mile’

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Apprenticeships – building a skilled workforce A professional and developed workforce is the foundation of any organisation, and particularly at Provide. With over twenty different apprenticeship programmes, Provide is able to support colleagues to ‘learn on the job’, whilst achieving nationally recognised qualifications. In addition, to increasing the skills of our current colleagues, by creating more entry level apprenticeships, we are also investing in local talent, ensuring we help build a sustainable workforce for Provide and the communities we serve. Colleagues who have completed a clinical apprenticeship, usually undertake an additional higher-level apprenticeship or secure substantive roles at Provide, more in line with their new qualification. Apprenticeship subject areas studied, range from nursing and allied health professions, to support workers. So, Provide is building its health and social care talent pipeline to complement its acquisition strategy. In addition, colleagues who work in its Head Office have studied Business Administration and across the organisation, colleagues have studied a range of leadership and management apprenticeships. Throughout the Provide Group, we are shaping our future, by investing in the next generation of health and social care professionals, and future leaders. This journey will continue as we develop more apprenticeship pathways to support Provide’s growth strategy and expansion plans.

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Being financially robust Since we “spun out” of the NHS and formed Provide Community Interest Company (CIC) in April 2011, we have consistently delivered our financial targets as an organisation. The 2022-23 financial year was no different and saw Provide Community exceed all of the financial challenges we set ourselves. In the second year of a three-year corporate strategy, which included some very bold financial targets, we saw:

Income exceed our £90m target by around £6m (7%), representing growth of 28% on the previous year; Profits of £0.7m delivered which is in line with plans; Charitable donations of £0.5m which was in line with our plans. The financial environment that we operate in remained very challenging in 2022-2023, with demands on services, both as a result of COVID-19 and due to increasing waiting lists caused by the disruption of services. Despite all of this, the three key indicators of our financial performance (above) demonstrate that we remain strong financially, and this is testament to every colleague that works in the group of companies. As a social enterprise company, we use our profits to support the services that we provide and the communities that we serve. As a result of this strong financial performance, we will continue to improve services and donate more money to help communities.

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Acquisition and Growth: Continuing to Grow 2022–2023 represents the second year of our ambitious growth strategy. Our growth target of £20m in 2022– 2023 was exceeded and this puts us in a good place to continue to meet our targets for growth in future years. In order to meet our future growth targets, we will pursue a number of opportunities. These include: Through partnership working with other community providers in the Mid and South Essex Integrated Care System (ICS), we will focus on the need to bring healthcare closer to our patients’ and service users’ homes. This work has seen significant enhancements to services such as the Urgent Community Response Team and the long COVID Service, and we continue to lead the way nationally on the Virtual Hospital programme. We will continue to bid for services that complement our existing structure. We have already retained and strengthened our Essex Sexual Health Service. Whilst we have also lost our contract for the Essex and East Anglia Child Health Information Service (CHIS), we continue to look at opportunities in this market. We will continue to look for acquisition opportunities which complement our overall group structure. Our biggest acquisition to date took place in May 2022 when we purchased React Homecare. The Provide Community Board continues to review the acquisition strategy and maximise the contribution that this can make to our growth aspirations. The Board is currently considering a number of acquisition targets. Continuing to grow will help us to retain our financial strength and increase the value we put back into our communities.

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To celebrate our hard-working members, our Council of Governors have been running a Colleague Nomination incentive encouraging members to nominate colleagues that go above and beyond in their roles and deserve recognition. We have then been inviting the nominees to Colchester Football Stadium for a VIP match experience in our private hospitality box. It has been wonderful to receive so many compelling nominations and a pleasure to be able to say thank you to our dedicated colleagues, support staff and residents.

Making a difference Our Vice Chair, Michael Glassock visited Gateway 97.8FM radio station alongside Rachel Tungate, CEO and founder of Kool Carers, Michael spoke on air to presenter Johnny Jenkins about the £20,000 grant Provide Community made.

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Governors and Philip Richards, Chief Finance Officer, visited the Senior Us at Colchester Maldon Town Football Club for a game of volleyball. Since restarting in late March 2022, the Senior Us programme has engaged with over thirty people aged 60 plus. The programme is free, utilising the power of socialbased physical activity to re-engage older people both socially and physically, after the COVID-19 lockdowns. Provide Community donated £11,250 for the Senior Us programme to expand to a new location in Maldon. Ed King, Health and Inclusion Officer of the Senior Us, said:

‘We were delighted to hear that Provide Community had decided to fund Senior Us for the next year. The programme has been a massive success over the past year, so it is great to see it continue.’

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