EXECUTIVE SUMMARY
introduction...
This document summaries the strategic priorities at Provide Community group level for three years, 2024- 2027. It sets out the key objectives and important priority areas to focus upon to ensure we continue to strive towards achieving our vision, to transform lives.
Our mission outlines our desire to make a positive impact within the communities we serve and our ambition to continue to expand our reach across a range of sectors.
We have a strong set of values that have helped to create a positive culture that we believe has been the key to our success over the last 13 years, since becoming a social enterprise in 2011.
Our goal is to continue our trajectory of expansion in new and existing sectors, focusing attention on our current business so we maintain our customer base, taking opportunities to profitably grow in scale through tenders and acquisitions, and utilising innovation to expand our reach.
Transforming lives
Our Vision, Mission and Values
Our customers are central to everything we do. Transforming lives through care, innovation and compassion is at the heart of our culture and is why our colleagues go the extra mile for the people we serve.
OUR MISSION
An ambitious, employee-owned social enterprise, growing in size and influence.
We transform lives by treating, caring and educating people.
Care , innovation and compassion.
OUR VALUES
Overview from Provide Group Chief Executive
The Provide Group encompasses Provide Community Interest Company and its subsidiary companies who collectively create Provide Community.
The sense of family is an important factor in the culture of our organisation. We are an employee-owned organisation, working with our local communities and partners to make a real difference to people’s lives. The combination of a sense of purpose and commercial drive has built a strong and successful business, establishing a robust platform for further growth.
The organisation has seen significant expansion during the previous three years, 2020-2023, increasing turnover from below £70m to over £100m and expanding into new geographies in the midlands and north east of England. We will continue to focus upon expanding our business into sectors where we believe our culture and status as an employee owned business will make a positive impact.
We recognise the uncertainty and challenges within the service areas we work, and the national context within which we need to respond, but we remain excited and optimistic about the opportunities available to us and the important role we can play in a range of ways as an employee owned organisation.
In developing our new strategy, we have considered external and internal challenges that could impact upon our success and have realigned our corporate structure to allow us to respond with agility and conviction.
We have set ourselves a challenging expectation to be ‘Great!’ not only in the standard of care we deliver but also the cultural experience for our colleagues, our continued expansion and, most importantly, the impact we have within communities.
D Mark Heasman Group Chief Executive
Our Corporate Strategy
Transforming lives
Attracting, developing and retaining colleagues with the best
Delivering exceptional care to our communities. Measuring and improving health outcomes.
Increasing the size and financial health of the group supported by a bold and ambitious growth strategy. Creating social value by maximising the investment in and long term impact on our colleagues and communities
Introducing...
Provide Community Service Delivery Locations
Provide Community –An Employee Owned Organisation
Since 2011 we have achieved high standards having spun community NHS services out of public sector control. We were convinced that we could achieve greater things working alongside the NHS rather than within it. We have proved this to be the case, achieving high measures of service delivery by being both commercially minded and community driven. We have shown bravery, taken risks and modernised our services which has led to successful year on year organisational growth. As an agile organisation we have developed a business flexible and experienced enough to work comfortably with both public and private sector partners.
We remain proud of our strong NHS connections. They are the ‘roots’ of our organisation and have enabled us to expand and diversify into one of the largest social enterprises in the health and social care sector.
We believe in the principles of employee ownership and ensuring we have a highly engaged workforce. Our colleague engagement levels exceed independent national benchmarks, and we always seek ways to not only support our workforce but to improve the communities within which they live and work.
It’s not just my job, it’s my business!
We will continue to increase our active participation in the Employer Ownership Association sharing our experience and ideas with others for the benefit of the Social Enterprise Sector.
We have published our Governor Strategy 2024-2027 that sets out the role our members and governors will play to support the achievements of our corporate objectives.
Our Corporate Objectives 2024-2027
Great Culture
Our award winning culture is integral to our success. A thriving and vibrant organisation is successful in gaining and maintaining an engaged and thriving workforce which leads to a sustainable business
Objectives
We will continue to attract the best people to come and join us as colleagues. Our levels of colleague engagement are already high and we will remain committed to using feedback to further improve our offer, particularly in highly competitive markets.
We are keen to explore ways to further improve our approach to recruitment and retention and recognise that high levels of vacancies impact upon the motivation of our colleagues and plans for expansion. We have developed some exciting partnerships which we will continue to develop to support us to remain an employer of choice.
Increase levels of colleague engagement measured by the ‘Engagement Index’ in the colleague engagement survey, and monitored through team action plans
our customers
Great Care
We will continue to focus upon delivering great services Working with users of our goods and services, with regulators and partners, to co-design services and deliver high levels of care and satisfaction in all the markets we operate within.
Seeking the views of our customers is paramount to ensuring the longevity of our business. We will build upon our existing feedback processes to ensure that those who use or buy our services are encouraged to share their views and ideas for improvement.
Some of the services we deliver have clear minimum standards that must be consistently achieved. We have set our aspirations higher than the minimum, seeking to excel in a range of services across our portfolio.
We will seek feedback from regulators to enable us to improve and maintain a reputation for our high quality of service.
Objectives
Increase our engagement scores in services with low participation or long waiting times to ensure we are delivering the service our customers expect (developing services and products that our customers want).
2024-25 2025-26 2026-27
2 Services 4 Services (cumulative) 6 Services (cumulative)
Sustain or improve our standard of service delivery in Health and Social Care to ensure a minimum standard of “Good” when assessed. All Regulated Services reassessed as Good or above All Regulated Services reassessed as Good or above All Regulated Services reassessed as Good or above
Implement projects across the Group which increase the engagement and influence of customers in the development and delivery of services or care.
1 Project 2 Projects 3 Projects
Great Growth
Objectives
Our goal is to continue our trajectory of expansion in new and existing sectors, focusing attention on our current business so we maintain our customer base. We will also take opportunities to profitably grow in scale through tenders and acquisitions and utilising innovation to expand our service or geographical reach.
We currently operate widely within the health and social care sectors and will expand further into associated other markets where we believe we have a positive and unique contribution to make.
Our financial success since 2011 in commercially challenging markets is also due to a transparent and capable grip on resources. Effective use of the income we generate to ensure value for money is key to enabling continued investment in innovation and our communities.
* Assumed continuation of ICB Community Contract when setting trajectory.
Great Community
As an employee owned organisation colleagues have opportunities to directly improve their communities through investment of resources such as time, through volunteering, and money, via grants and donations.
Our track record of supporting the causes that matter most to our colleagues is second to none. We have trebled reinvestment into our services and communities during our last strategy term.
We have set equally challenging objectives this time, committing to making a tangible difference to our environment as well as charitable giving.
As an employee owned organisation we will focus on the positive impact we can bring through our use of digital innovation and approach to social value that improves community resilience.
Objectives
Increase our investment in our colleagues and communities by 10% per annum.
Become a Net Zero Organisation by reducing our carbon footprint per FTE. We will play an active role in our communities and encourage colleagues to adopt sustainable ways of delivering great care.
Improve our services and our communities through innovation, digital solutions and community resilience. Measured through ROI (eg financial, quality improvement or community impact). £200k £275k £350k
