Annual Report 2021-2022

Page 1

provide.org.uk this is our 2021-2022 Annual Report
our
Living our Values Enhancing our Communities
Building
Strengths
from the CEO 03 View from the Chairman 04
View
About the Provide Community 05
the
Two: Spotlight on 2021-2022
our Vision
and Values 12
Our Values 14
Three: Valuing our Colleagues 22
a Learning Organisation at Provide Community 23 A
Place to Work’ 24
Developing a Sustainable Resource 25
Four: Growing Our Organisational Strength 26 Being Financially Robust 27 Acquisition and Growth: Continuing to Grow 28
Five: Investing in Our Communities 29 Investing in Our Communities 30 Towards a bolder and brighter future – Our New Strategy 31 Contents 02 ANNUAL REPORT 2021-2022
Section One:
Role of
Governors 06 What We Achieved in 2021-22 08 Council of Governors – Our Future Plans 10 Section
11 Embedding
Mission
Living
Section
Creating
‘Great
Volunteers:
Section
Section

View from the CEO

Last year we published our ambitious strategic plan for 2021-2024. As this report shows, we are meeting our strategic objectives ahead of time, which is testament to the dedication, hard work and agile mindset of our Provide Community colleagues.

One of our core values, Innovation, is continuing to have a significant positive impact on the services we deliver, our service users and colleagues. This, along with the outstanding quality of delivery, supports our strategic plan to diversify and grow the organisation over the next five years.

This ambition has wide-reaching benefits, not just in the types and numbers of services we deliver, but in investment in partnerships, people, technology and places. As a Community Interest Company, our success also furthers the contribution we are able to make to the communities we serve. I am proud to say that, in 2021-22, Provide Community was able to double donations and match funding made to charities and community groups.

03 ANNUAL REPORT 2021-2022
As we continue to navigate challenging domestic and economic times, I am particularly proud to share with you the Provide Community Interest Company (Provide Community) Annual Report for 2021-22. Our fantastic outcomes over the last financial year show that our Vision, Mission and Values are continuing to shape an organisation that delivers with, Care, Innovation and Compassion.

View from the Chairman

Introducing...

I am delighted to introduce our eleventh annual report as another success story for Provide Community. We continue to build on the strengths and values that are the cornerstone of our organisation and our colleagues have shown dedication and resilience during the continued challenges of the pandemic. Our Board was also assessed as being strong and cohesive, and we have a consistent and high performing leadership team who continue to ensure we are working towards our Vision, Mission and Values.

Our work with the Mid and South Essex Integrated Care System (ICS) and as a part of the Mid and South Essex (MSE) Community Collaborative, remains an important part of all that we do. We are working very closely with partners in the health system to cement ourselves as a key member of the ICS, and to make a real contribution to improving the health of the population of mid and south Essex.

At the same time, we are also seeing significant diversification of Provide Community through increasing activities in the public health arena, a growth in our learning disability services, and acquisition of new business introducing us to new markets including the domiciliary care market.

This year marks the end of my tenure as Chairman of Provide Community, and I will be handing over the reins to Robert Parkinson in January 2023. I am very pleased to leave the organisation in a strong position to thrive in the future, and am immensely proud to see the hard work and dedication of our colleagues to help transform lives.

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Derrick Louis Chairman
SECTIONONE 05 ANNUAL REPORT 2021-2022
about the Provide Community

Role of the Governors

Nicola Yarnall
am proud to lead a team of Governors supporting our Provide Community members and working ever more closely with our Board to deliver our values of Care, Innovation and Compassion.’ ANNUAL REPORT 2021-2022 06
Provide Community Chair of Governors
‘I

,

Our Council of Governors is made of up of members from many of Provide Community’s teams and services. We are here to listen, to act as a voice for our members, to support innovation, and to help shape the direction of the organisation.

Taking views and innovation to the boardroom

Every Governor is linked to a service area. We join meetings and visit sites to share organisational updates and learn how we can best support members and help drive innovation.

Through our Link Governors, members’ thoughts, feedback and ideas are shared directly with the senior leadership team and the Board to ensure they are listened to and considered.

Diversity and equality

Governors are active within our networks including the Inclusion and Diversity Network (LGBTQ+), and Ethnic Minorities Network (EMN), as well as the Freedom to Speak Up and Working Well initiatives.

Supporting the communities

As a member-owned social enterprise and Community Interest Company (CIC), our Governors work with, and represent, our members when it comes to deciding how Provide Community surpluses are reinvested and distributed amongst worthy causes including services, community projects and charities.

Steering the direction of the organisation

Our Governors work with the Board in supporting and approving key decisions and future plans for the organisation. They are also responsible for the recruitment of the Chairperson and Non-Executive Directors when vacancies arise.

we serve
07 ANNUAL REPORT 2021-2022
In the last year, as COVID-19 brought further disruption and challenges, I have been proud to lead a team of Governors supporting our members and working ever more closely with our Board to deliver our Values of Care
Innovation and Compassion.

What We Achieved in 2021-22

99.8%

We launched our ambitious 2021-2024 strategy with a mission to extend our reach and influence, further build our relationship with the Board, and support the development of our Governors to better serve our members.

WE SAID:

WHAT HAPPENED:

We improved communications through the Provide Community Platform, which includes a monthly Governor newsletter and participation in the ‘Week in Summary’ update.

We improved our social media visibility, particularly on LinkedIn, to connect and engage with our members and to promote the impact of the Governors and Provide Community as a social enterprise.

We also introduced Link Governors across all services. Link Governors build a relationship with and act as a dedicated point of contact for members in our services.

Our employee-owned membership base is at its highest ever level – 99.8% of Provide Community Interest Company colleagues are members, and our most recent Annual Members Meeting broke our record on attendees and voting.

‘We are committed to increasing our membership base and improving members’ involvement.’
Our employeeowned membership base is at its highest ever level and our 2021 Annual Members Meeting broke our record on attendees and voting.
08 ANNUAL REPORT 2021-2022

WE SAID:

WHAT HAPPENED:

In response to feedback from our members, new and improved initiatives in diversity, equality, wellbeing and innovation came to fruition in the last twelve months.

WE SAID:

WHAT HAPPENED:

From funding requests and votes we were able to donate a record amount on behalf of our members in 2021-22 including £120,000 in March 2022.

WE SAID:

WHAT HAPPENED:

We introduced Governor away days to enable collaboration and skills development. We also introduced a range of continuous professional development opportunities for our Governors including presentation skills training that enabled us to deliver a transformed induction presentation for new starters.

‘We listen to our colleagues and provide a strong voice representing them to the Board.’
‘We create social value by maximising charitable donations.’
‘We will support Governor development’
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Our 2021-2024 Governor Strategy sets out a clear four-year roadmap for a positive and lasting contribution to our colleagues, our customers and our community. We are proud to share that we are well underway to meeting those objectives.

Governors Our Future Plans SUCCESSFUL AND SUSTAINABLE ORGANISATION PLAYING A PIVOTAL ROLE IN OUR LOCAL ECONOMY OUR VALUES We listen to our colleagues and provide a strong voice representing them at The Board We create social value by maximising grant giving and through our charitable donations We collaborate in our community to create long-term impact, enhancing the lives of others Engaging with Our Members Strong Relationship with The Board Supporting Governor Development Delivered by three Strategic Objectives With responsibility as a Council of Governors for Underpinned by our values We are committed to increasing our membership base and improving member involvement Our Members Our Colleagues Our Charities Our Community Our Governors’ Strategy Transforming lives OUR VISION 10 ANNUAL REPORT 2021-2022
Council of

spotlight on 20212022

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SECTIONTWO

Embedding Our Vision Mission and Values

We saw many examples of our Vision, Mission and Values coming to life during 2021-22. Branding of key venues has been completed to ensure that our colleagues, patients and service users recognise the Provide Community identity. This visual representation further supports the translation from words to action of our Vision, Mission and Values.

Achieving ‘Highly Commended’ in the HSJ Awards for Provider of the Year in 2021 was testament to our commitment to improving the care we offer by embracing new technologies and the extra mile our colleagues have gone to show Care and Compassion during the waves of the COVID-19 pandemic, whilst doing all they could to maintain and reinstate services as soon as it was practical to do so.

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Our work with partners on developing the new Essex Wellbeing Service was just one of many examples where Provide Community worked in partnership across our communities to deliver services that help to transform lives. We also grew in both size and influence as set out in our Mission, examples of which included leading the development of Long COVID services and expanding our homecare services.

We ended 2021-22 winning the Transformation Award at the International Technology Enabled Care Awards, a partnership project that has expanded the use of technology to support people to stay at home.

.
ANNUAL REPORT 2021-2022 13
Care , innovation and compassion
Transforming lives we truly are Through our approach to

Living Our Values

It was another exceptional year within Provide Community, with much of our activity focused on supporting the continued national response to the COVID-19 pandemic, while at the same time working to deliver exceptional care every day.

Care and compassion are at the heart of our organisational Values, and we are proud of all our colleagues who bring these Values to life within our services, delivering Care with skill, respect, humanity and kindness at every opportunity.

Innovation is another core organisational value and the on-going pandemic encouraged us to think and work differently. By embracing the challenges before us we were able to work collectively to identify new ways of working, using technology to improve our efficiency and the quality of the care we deliver. The following examples show how we did this.

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Supporting the National COVID-19 Vaccination Programme

One of the key successes of the past year was the national COVID-19 vaccination programme which Provide Community colleagues stepped up to support by both delivering vaccinations to people and receiving the vaccine themselves. We redeployed our corporate clinicians to work in the local community vaccination centres delivering timely COVID-19 vaccines to the public. We also offered the COVID-19 vaccine to staff and 96% of our colleagues received the vaccine. By doing this our colleagues helped to protect the communities where we live and work.

Customer Engagement

Customer engagement is central to our everyday work and, in recognition of its importance, the MSE Community Collaborative (a partnership of the three community health care providers, Provide Community, North East London NHS Foundation Trust (NELFT) and Essex Partnership University NHS Foundation Trust (EPUT)) worked with Healthwatch Essex to develop an MSE Community Collaborative Patient Engagement Strategy. This new strategy outlines an agreed set of principles that now forms a framework for how we will work as a collaborative to be inclusive, giving the people who use our services the opportunity to engage with us to share their lived experience, to co-produce services when we redesign or review them and to ensure we understand and communicate with them in a way that meets their needs and preferences.

Within our supported living and residential care services for adults with learning disabilities, we developed information leaflets in easy read formats and now have an easy read leaflet on how residents or their families can give feedback about the services they use. Alongside this, we developed our Learning Disability Strategy and published this in an easy read format. We also introduced the Widgit App to support the development of information. The Widgit App is a set of clear and concise symbols that can be used to develop communication charts but can also combine text with symbols in documents to help people better understand the content. It was used successfully to translate the minutes of a residents’ meeting into a format that is more accessible as shown in the illustration included here:

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Delivering effective Long COVID services

Clinical colleagues in our COPD service led the Mid and South Essex Long COVID Service made up of a multidisciplinary expert team working across mid and south Essex. This service was recognised as an exemplar in The NHS Plan for Improving Long COVID Services (NHS England July 2022 Publication approval reference: C1607).

The NHS Plan notes the pioneering use of a mobile clinic in a van to give residents in hard-to-reach areas access to high quality proactive and preventative care for post COVID syndrome and its symptoms. The outreach van goes to communities to offer health checks and diagnostic tests in this for adults, children and young people, including blood pressure, heart rate, oxygen saturation, spirometry, other tests for breathlessness, and 6-lead electrocardiography.

The Long COVID team worked with other local teams to provide information on smoking cessation, social prescribing and local facilities. People referred to the Long COVID clinic could book appointments to be seen in the van or people can walk in to talk to the team about Long COVID and its symptoms.

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Meeting the needs of frail people at home

In response to national recommendations, Provide Community took a lead role with the MSE Community Collaborative facilitating the set-up of Virtual Hospital Wards, including the Frailty Virtual Wards. The aim of virtual wards is to provide safe clinical care to people in their own homes when they are unwell or have been unwell. By receiving timely assessment and care they can stay at home rather than be admitted to hospital, or they are able to leave hospital sooner, so they spend less time in a hospital bed. This service proved to be popular with the people who have used the Frailty Virtual Ward and an evaluation on outcomes has shown that people have increased their independence and have reduced functional decline. They also had fewer infections compared to people receiving equivalent treatment in a hospital setting.

The Frailty Virtual Ward is supported by Carecall24 7, utilising the care technology service, to provide telecare to enable proactive support plans to be initiated in response to trends and flags that indicate a pattern or change in health needs.

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Embracing Innovation & Technology to Improve record-keeping

Good clinical record keeping and access to clinical records to support continuity of care is essential in the delivery of our services. To make electronic records more accessible and easier to complete, we introduced a range of new technologies in the community nursing service including:

New mobile phones with better functionality, better connectivity, and access to useful Apps.

Brigid mobile phone App that enables easy access to our electronic patient record system, System 1.

DragonOne software which enables direct dictation of clinical information into the electronic record. This improved the quality of the records and is faster which frees up staff time.

Care Free Care Management System rolled out to Calvern Care to support effective rostering, invoicing and Care Management oversight.

Birdie electronic care record introduced to the Calvern Care domiciliary care service allowing colleagues to record care given and raise concerns via an App on their mobile phone. Family members also have limited access to support effective communication.

We also invested time in reviewing care plans and templates to make record keeping easier and quicker.

ANNUAL REPORT 2021-2022 18

Our Community Nursing teams introduced Autoplanner software that matches and allocates appropriately skilled colleagues to undertake each clinical visit and ensures visits are allocated to reduce unnecessary travel, thus freeing up more time for visits and saving on travel costs. This new software also freed up senior clinicians within the service from administrative tasks associated with the allocation process and has enabled them to undertake more patient facing care.

In addition, the Carefree and Birdie Apps used in our Domicilliary Care services enable not just the skills but also the interests of the care colleagues to be matched to the needs and interests of the people who use the service.

Scheduling the right colleagues to deliver the right care at the right time
ANNUAL REPORT 2021-2022 19

Continuing to embed good practice in wound care

As part of the MSE Community Collaborative we worked in collaboration with NELFT and EPUT to share expertise and standardise and improve how we deliver wound care. As a result, we were chosen by the national team to be an accelerator site for early adoption and implementation of the National Wound Care Strategy. This benefitted us with more training that is building on our existing staff capabilities and improving clinical outcomes for people with lower leg wounds. As part of this work, we have agreed a joint dressings formulary to be used across mid and south Essex to ensure we have dressings available that are effective and cost-effective.

We also invested in new Doppler Ultrasound Equipment in the Tissue Viability service which has enabled us to assess leg circulation in more depth and patients no longer need to rest for 25 minutes before the scan can take place. It has also reduced the number of people having to be referred to hospital for further assessment.

ANNUAL REPORT 2021-2022 20

Improving waiting times for people who use our services

A lot of work was undertaken during the year to reduce waiting times for people who use our services. We started the year with 21% of people waiting longer than 18 weeks for an assessment and ended the year with 15% waiting longer than 18 weeks. This represents a 6% improvement in position and we will continue to focus on reducing waiting times in the year ahead. We also had 245 people waiting longer than 52 weeks for assessment at the beginning of the year and at the end of the year this had been reduced to 36 people which is an improvement of 85%. This remains a key priority for the year ahead.

In the Community Paediatric Services across mid and south Essex, we have seen a considerable increase in the number of children and young people who have been referred for an Autism Spectrum Disorder (ASD) assessment. This meant that waiting times have increased as demand has far outweighed the capacity required to undertake these assessments. To address this, the commissioners provided funding to enable more children to be assessed. This enabled the waiting list size to be reduced and the waiting time decreased from 3 years to 48 weeks.

ANNUAL REPORT 2021-2022 21

SECTIONTHREE

valuing colleaguesour

ANNUAL REPORT 2021-2022 22

Creating a Learning Organisation at Provide Community

Following the challenges presented by the COVID-19 pandemic, it was essential that employees were reminded about the value of self-development and how empowering and enjoyable workplace learning can be.

During May 2022 we introduced ‘Learning and Development Week’, the event was a week-long celebration highlighting the importance of personal development and learning in the workplace.

Workshop sessions included ‘Back to the Future’ which showcased the new wearable technology designed to improve patient care and we even had our CEO, Mark Heasman learn how to drive a stream train and, in the process, develop a new skill and delight many residents from our supported living services who came along for the ride!

Learning is critical to developing the future skills and capabilities of our workforce but most of all it should be fun!

As an inclusive employer, Provide Community seeks to have a trained workforce ensuring all employees are able to function safely in their role whilst delivering the highest standards of care possible.
The week’s theme ‘Making Learning Accessible to Everyone’, incorporated much fun and was ‘jam packed’ with interactive activities and workshops focused on developing new skills and capabilities - demonstrating why learning is integral to Provide Community’s organisational culture. 23 ANNUAL REPORT 2021-2022

A ‘Great Place to Work’

62%

Measuring levels of engagement is critical to positively impacting Provide Community’s most vital resource… its people. In October 2021, we collaborated with ETS to launch a sophisticated engagement survey. ETS, who are business psychologists and recognised as leaders in the field of measuring employee engagement also count Marks & Spencer among its clients.

With a well-rounded question set, Provide Community was able to use the survey results to identify and resolve workplace issues. Understanding levels of employee engagement is key in an organisation which is centred around its patients, service users and customers, and where employees are typically asked to go ‘the extra mile’ when providing individualised care and support.

The survey response rate from over 1,000 employees was 62% and the engagement score recorded was 90%. As such, according to ETS, Provide finds itself 4% higher than other comparable organisations in terms of employee engagement. A tremendous result and one to build upon!

Creating a ‘great place to work’ is an objective for most employers, however, at Provide Community it is a goal the organisation is committed to achieving. It is well known that engaged employees have higher retention levels, enhanced levels of performance, better quality of work and support greater organisational success.
Engagement
24 ANNUAL REPORT 2021-2022
response rate 90%
score

Volunteers: Developing a Sustainable Resource

Volunteers are a vital resource to Provide Community and this was demonstrated never more so than during the COVID-19 pandemic, when Volunteers supported many services. In 2021 the concept of a Virtual Frailty Ward was implemented, and our specialist Volunteers were again ‘on hand’ responding to urgent needs, so patients received a high standard of care at home.

To ensure Volunteer resources are sustainable, during February 2022, we launched our first Volunteer Strategy, identifying three main objectives, ‘Broadening our Volunteer Talent Pipeline’, ‘Measuring and Improving Health Outcomes’ and ‘Improving Our Communities’.

Developing a sustainable talent pool from the local community is key to the programme’s success, as training is designed to ensure that participants are ‘job ready’ by the end of the programme. This is an exciting and important development for Provide and a great way to boost resources working in Health and Social Care whilst broadening our volunteer talent pool.

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A cornerstone of the strategy is a partnership between Provide Community and The Prince’s Trust, to implement a ‘Get into Health and Social Care Programme’. The programme will recruit Volunteers, aged between 18 and 30 years, who are interested in securing a permanent role in Health and Social Care through work experience.

growing our organisational strength

SECTIONFOUR 26 ANNUAL REPORT 2021-2022

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 2021-22 financial year was no different, and saw the group exceed all of the financial challenges we set ourselves. In the first year of a three-year corporate strategy, which included some very bold financial targets, we saw:

Income exceed our £70m target by around £5m (7%), representing

Profits of £0.65m delivered which is in line with plans;

Charitable giving of £352k against a target of £300k .

The financial environment that we operate in remained very challenging in 2021-22, with continued disruption of services caused by the COVID-19 pandemic, and significant 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 Provide Community Interest Company remains strong financially, and this is testament to every colleague that works in the group of companies.

As a CIC, 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 communities.

growth of 15% on the previous year;
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Acquisition and Growth: Continuing to Grow

2021-22 represents the first year of an ambitious growth strategy. Our growth target of £10m in 2021-22 has been exceeded, and this puts us in a good place to continue to meet our targets for growth.

In order to meet our future growth targets, we will pursue a number of opportunities and 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 service structure. We have already retained and strengthened our Essex Wellbeing Service, and will be bidding to retain our Essex-wide Sexual Health Service, as well as retain and grow our child health information services;

We will continue to look for acquisition opportunities which complement our group’s overall structure. Our biggest acquisition to date took place in May 2022 when we purchased React Homecare, a domiciliary care provider in the Midlands and North of England. The Provide Board continue to review the acquisition strategy and maximise the contribution that this can make to our growth aspirations.

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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investing in our communities

ANNUAL REPORT 2021-2022 29
SECTIONFIVE

Investing in Our Communities

As a social enterprise and CIC we reinvest our surpluses to support our communities. Just some of the 2021-22 highlights include:

As part of our charitable giving:

• The Council of Governors provide Match Funding for members fundraising efforts up to £1000, Community Grant requests for up to £2000, and donations to chosen charities. In 2021-22 we donated to charities such as Campaign Against Living Miserably (CALM), The Peaceful Pony, and Parkinson’s UK

• We donated £120,000 to 45 membernominated charities in March 2021.

• Our largest-ever community grants programme through the Essex Community Foundation saw 27 charities receive grants totalling £374,646

Our work as an employee-owned Community Interest Company (CIC) was featured as a national case study “How employee ownership inspired resilience and a people-first response to the pandemic,” by the Employee Ownership Association (EOA).

Our Governors proactively engaged with other staff representative leads from other Health and Social Care CICs to share learning and best practice

We supported our colleagues:

• Through the development of groups and networks including the People and Culture Committee and Steering Group, Working Well group, the Ethnic Minority Network and Quality and Safety Committee

• We undertook member, Governor and Board surveys and had the largest response to date in our all colleague survey.

• With community volunteering, allocating two days paid volunteering leave for every Provide Community colleague.

We worked with our incredible volunteers in a variety of roles internally and externally (see section three for more detail).

We developed services, including a new Long COVID service to support post pandemic recovery, and developed the new Essex Wellbeing Service, making it fit for the future.

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Towards a Bolder and Brighter Future: Our New Strategy

After a strong start in year one delivering every aspect of our three-year strategy we are looking to continue that progress through year two.

The landscape in which we deliver is changing constantly as we recover into a post COVID-19 operating model. This has impact on all aspects of our organisation from how we deliver healthcare virtually to how much office space we need now that hybrid working is the norm. As we continue to drive the organisation forward we are very much aware of these changes and constantly looking to apply our Values of Care, Innovation and Compassion to how we solve the next challenge or respond to the next opportunity.

As a group we will continue to diversify and build a portfolio of businesses that protects our future as a strong and independent social enterprise and Community Interest Company. We will look to continue to develop strong relationships with our key partners such as the NHS and local authorities and maximise the value we can add to them as a valued part of their delivery options.

Despite all the challenges that are faced in the health, care and wellbeing sector, we are confident that we are well placed with the right people, the right processes and the right perspective to deliver a bold and bright future across 2022-23.

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We are excited about the opportunities that geographic expansion around the UK presents and are looking forward to growing these new additions to the Provide Community family. Our people are critical to delivering excellent customer service and we will continue to be as imaginative and creative as we can to attract and retain the best people in our sector.
provide.org.uk PCA-4885-2242-01 If you need this document in: braille large print audio another language Please contact our Customer Service Team: 0300 303 9952 (9am-5pm) provide.customerservices@nhs.net

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