Provide_Annual_Report_2015-16

Annual Report 1

Annual Report 2015/16

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A View from the Chairman

This is my first contribution to the Annual Report as Chairman and I would firstly like to pay tribute to our former Chairman, John Willis for the sterling job he did in the previous four years.

A View from the Chairman Derrick Louis

We keep in touch with John and we are very proud of what he has gone on to achieve through his charity Power2Inspire. I am of course delighted to be selected as Chairman and I am determined to build on John’s legacy. But let me begin with some reflections.

It has been a challenging year for providers of health and social care in Essex and across the country and yet Provide has continued to grow.

We have improved our customer satisfaction levels and now provide a greater range of services to more and more people. We have expanded into new areas such as Primary Care and Child Health Information Service across Essex. Unfortunately we did lose our Child Immunisation Service and we miss them dearly.

I am extremely proud of all our staff and the commitment they demonstrate to our Community Interest Company and what we are trying to achieve. I also welcome many new staff that have transferred from other organisations to Provide. I hope you feel at home here and begin to feel part of our family.

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Our staff survey results show that we are getting many things right with high satisfaction rates. However, we are not complacent and know we have areas in need of improvement which we will continue to address. We are also grateful to have been supported by our volunteers who have made particularly notable contributions across several areas including wards, special schools, administration, Children’s Services and Child Health Clinics.

This last year has seen us review our Vision, Values and Corporate and Functional Strategies for the next three years. This we did with the Governors of Provide and through a series of workshops with staff. We feel that we now have exactly the right blend in our Vision that reflects where we are going and what we will be doing. It is something that is both aspirational and inspirational and, coupled with our Values, really sets us apart from other providers.

During this period of growth, we have continued to invest in our staff and infrastructure. We have purchased a building in central Chelmsford which houses many staff and brought in-

house our IT service which has seen a marked improvement. We have been rolling out new technology and software to help us develop our service offering and also make them more accessible to customers and staff alike.

We have continued to invest in Learning and Development and where possible expand the use of e-learning. We have achieved what we set out to do with our clinical strategy allowing us to build on it and develop a new one. We have invested in an estates strategy that has improved many clinical and administrative areas.

In all, we have had a very successful year which stands us in good stead going forward, with many opportunities before us and we have done this whilst continuing to invest in our communities and education facilities.

As well as continuing to support local charities we have also taken on over 20 apprentices, several graduate internees and supported health and social care students at our local universities.

This we have all done in line with the aims and objectives of this organisation, of which I am very proud to be Chairman.

Contents

02 06 10 12 16 18 20 22 23

A View from the Chairman Delivering Our Services to Meet Customer Expectations Demonstrating Quality Being the Employer of Choice Recognising our People

Being Financially Strong Investing in our Local Communities Governors Statement Looking Forward

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Vision and Values We continually challenge ourselves too. With the help of our members (we are owned by our staff) and their elected representatives, the Governors, we refreshed our vision and values.

Our new vision reflects that we are no longer focussed in just Mid Essex, that we see the integration of health and social care as key to the survival of the NHS, and that we remain ambitious in the pursuit of quality.

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A View from the Chairman

Our new values, which flowed from a series of workshops, are:

and

with Our staff care deeply about all our patients and customers, their families and carers. The hundreds of compliments I read is written proof, humbling and moving, of the daily effort to live this value.

What is less known is how innovative we are. Whether using tablets to improve speech therapy sessions, introducing electronic rostering to reduce waste, or analysing the gait of older people to reduce the threat of falls, the organisation is always looking for a “better way�.

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I have experienced the compassion the organisation has at its core personally and can say it makes me feel humble and grateful.

And with Fun! Some questioned this as a value, but hearing our specialist nurses talk of how much fun they have when playing and caring for terminally ill children, it becomes abundantly clear that having fun is a vital component to good quality care.

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Delivering Our Services to Meet Customer Expectations

Delivering our Services and Meeting Customer Expectations

Provide encourages feedback from anyone wishing to comment about the services they receive or from anyone affected by the services we offer.

Provide continually seeks to learn from complaints and to use this feedback to improve the service it delivers to patients and visitors.

Feedback, comments, concerns and complaints form a key part of Provide’s mechanisms for listening, learning and improving the care delivered to patients, families and communities.

Feedback is central to our commitment to deliver safe, effective and person centred care and is obtained using a variety of approaches. These different approaches allow customers, patients, carers and visitors to choose the feedback mechanism that best suits their needs. With this in mind we seek feedback in a number of different ways including by writing, by email, by telephone, web, social media, face-to-face as well as pro-actively seeking feedback via

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questionnaires, surveys and focus groups.

Information for the public is available on the Provide website and there are also posters and banners encouraging people to provide feedback throughout our hospitals and clinics.

All of these feedback mechanisms provide individuals with an opportunity to express concern, receive an apology where appropriate, and is used to inform actions aimed at maximising learning and minimising the potential for reoccurrence. It also allows the Board to collect a range of quantitative and qualitative data to evaluate our services. Any feedback received is either verbally or formally acknowledged giving details about the process and the timeframes.

The Customer Services Team ensure that all feedback is recorded in DATIX, our electronic feedback recording system.

Complaints by Type 1 April 2015 - 31 March 2016

Year-end Total Concerns and Complaints 2015/16 Concerns Moderate complaints Severe complaints TOTAL

260 27 0 287

1 2 3 73 13

Record Keeping

Waiting time for appt.

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Attitude of staff

Environment Other Access to services

1 Failure to follow

procedure 75

Care

57

Communication

6 7 35

Confidentiality

Discharge Issue Equipment

The number of concerns/complaints received are very low in comparison with the number of contacts with service users, however, the highest percentage of concerns/complaint received are around care given, closely followed by communication.

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Compliments It is very rewarding for staff to hear that their efforts have been appreciated by our patients, clients and their families.

The figures below shows the number of compliments received this year >>>

Delivering Our Services to Meet Customer Expectations

“We want to say how very grateful we all are for the care and kindness you all showed to our dad/grandad during his stay with you. As he progressed he was actually enjoying being there with you. We noticed that nothing was too much trouble for any of you, whether that was helping our Dad or helping any of us. Thank you very much. You are all very much appreciated.”

St Peter’s Ward, April 2015

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Locality Services Witham, Braintree & Halstead

I would just like to say a very big thank you to the team of nurses in Maldon, Essex who did an incredible job looking after my mother during her battle with cancer.

Primary & Prevention Pathways

Other TOTAL

“I attended your department for a Carpal Tunnel surgical procedure. I would like to take the opportunity to thank all of you for the care and kindness you gave me at that time. The procedure was fully explained to me and was conducted in a spirit of friendliness and one of complete re-assurance. During the procedure I was constantly asked if I was alright. Aftercare was the same and I was treated with much kindness and consideration. Since returning home I have received a telephone call asking how I was. This is much appreciated and demonstrates the level of care and support that you provide. Thank you all so much.”

Minor Ops, June 2015

I just want you to know just how grateful I am, (and I know he is) for the loving care above and beyond all you needed to do the times you stayed late with [patient’s name] and the kindness you showed me and my sons. You really are an angel.’

Oxygen Assessment Team May 2015

Locality Services Maldon & Chelmsford

Children’s Public Health Services

Thank you for the quick intervention and support; for the understanding and guidance you have given us.”

0-19 Chelmsford NW, April 2015

‘I am writing to thank you on behalf of my late husband [patient’s name] and myself for all the care you gave [patients name] and also the lovely caring way towards myself.

Community Services – Clinical Group

Specialist Children’s Services

This is an incredibly essential and worthwhile service which needs to be better advertised to enable others in a similar position to myself get the support they require.

I didn’t feel like doing anything and then I came to your group.

I felt a bit spare at first but it was really good. It was alright, I really enjoyed it in fact. After you were gone everyone was talking about it - it was lovely.

Singing group - Early Supported Discharge, September 2015

Positive Feedback and Compliments 2015-2016:

214 198 153 594 68 74 8 1,309

“I feel the service [staff name] has provided thus far has been tremendously beneficial.

We plodded on for four years. We had to do something for [child’s name] whose behaviour and concentration suffers as a result of her disturbed sleep but also for us whose health, relationship and ability to concentrate was also being compromised.

Thank you for all your care and kindness when looking after [patient’s name]. I know that you were very important to her and a great support to her and her dad. She would not have been able to stay at home for as long as she did without all your care. We appreciate everything you do.

Integrated Care Team – Witham, Braintree and Halstead, February 2016

My mother wished to die at home and this she did. The support we got from the nurses was totally outstanding.

People moan and complain about our Nation Health Service, but to me I cannot understand this as all I saw were very professional people who were both caring and excellent at their jobs. I cannot thank you enough for all your help and support.

Maldon ICT, May 2015

Thanks ever so much for coming along to the parents group on Thursday. You were absolutely brilliant and I know that personally I learned a great deal from your talk. Not only was it evident that you are hugely knowledgeable, but you also have such a lovely approach and style which is most appealing. Thanks Paediatric Occupational Therapy July 2015

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Demonstrating Quality

Demonstrating Quality

What we did

During 2015-16 Provide successfully completed the third and final year of the Clinical Strategy. The strategy underpinned by the organisation’s vision and values, highlighted the priorities for improvement and change across all areas of service delivery. The strategy was a demonstration of the organisation’s commitment to drive quality and reflected the objectives set nationally for the promotion care delivery in a culture of compassion.

We have worked with social care, GPs and voluntary organisations to identify the most vulnerable patients on all caseloads and provide them with both the resources and care required to maintain them at home and prevent unnecessary acute hospital admissions.

We are the first provider organisation to implement the electronic caseload analysis tool within integrated care which ensures we have the right professional in the right place at the right time to safeguard patient safety and quality.

We have introduced the ‘I Am’ form into service areas to ensure that detailed information is available when required to maintain safe, high quality care which is planned individually.

We have increased leadership training and have bespoke in-house training in place to meet the needs of staff and the organisation. We believe that we can drive improvement through strong and competent clinical leadership.

We have developed Health Coaching services which provides service users with the skills and knowledge to manage their own health and live as independent a life as possible.

We listen to what service users tell us and have expanded the Friends and Family Test across all areas of the organisation and have adapted this to all areas of care whether we are seeing people at home, in hospital or in clinics.

Friends and Family Apps are available on staff mobile devices making feedback as easy as possible. We have also invested in additional devices in clinical areas and are promoting the feedback we get in this way so that service users are aware how we value their contributions.

We have successfully embedded the duty of candour in our culture and we are open and honest when things go wrong, supporting service users and staff through the process required under these circumstances.

We have implemented the Special Educational Needs and Disability agenda to support children with special educational needs.

Our values and behaviours are at the heart of the vision and all we do...

mitm Com

ur ag

e

nce

Co

pete

Care is our business

Com

ent

Compassion

ion at c i un m m o C

Care

Compassion

Competence

Communication

Courage

Commitment

Delivering high quality care is what we do.

People receiving care expect it to be right for them consistently throughout every stage of their life.

Compassion is how care is given through relationships based on empathy, kindness, respect and dignity

Competence means we have the knowledge and skills to do the job and the capability to deliver the highest standards of care based on research and evidence.

Good communication involves better listening and shared decision making - ‘no decision about me without me’.

Courage enables us to do the right thing for the people we care for, be bold when we have good ideas, and to speak up when things are wrong.

Commitment will make our vision for the person receiving care, our professions and our teams happen. We commit to take action to achieve this.

in the NHS, in public health and in social care.

We are proud of the achievements and contributions made by all staff in achieving the clinical strategy objectives and the change this has made to our service users.

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We are able to link our staffing levels with national nursing quality indicators to assure the organisation that we are improving quality at every opportunity.

We have established a research portfolio and funded a permanent post to continue to develop this area.

We have supported the revalidation process for health care professionals developing guidance and training over the past twelve months with continued updates through our senior clinical professional forum.

All Health Care Support Workers in the organisation complete the nationally driven care certificate which is a demonstration of their competence.

As part of a recruitment and retention programme we have developed a rotational programme for band 5 staff with a focus on care for the older person.

This is working in partnership with acute, CCG and mental health services.

We have delivered discharge awareness training to ensure that all staff discharging service users are aware of the steps required to ensure safe discharge every time.

We have worked to deliver improved care for patients with dementia or delirium during episodes of unplanned care. We have offered carers the opportunity to take part in a survey so that we are able to improve care for any service user with a diagnosis of dementia or delirium.

Across all Provide services we see the experience of service users as the most important thing we do. Our clinical strategy has allowed us to focus our resources to improve or change service delivery and provide safe, quality care at every contact, across every service area.

Quality is essential in healthcare and, through proactive systems being constantly reviewed, we are able to deliver high standards of quality and build strong relationships with our service users, our staff and our stakeholders.

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Being an Employer of Choice

Being an Employer of Choice

We have also worked with a number of partners, including Essex County Council to deliver a rotational apprenticeship programme which gives insight to other apprentices about what services we deliver within Provide.

Over the past year we have continued to support internship opportunities for graduates from both Anglia Ruskin University and the University of Essex. We also hosted a graduate from the National NHS Graduate Scheme and have been successful in securing another placement from the programme for next year.

Provide continues to support pre-registration students from both Anglia Ruskin University and the University of Essex who are undertaking programmes in nursing, physiotherapy, occupational therapy, speech and language therapy, health visiting and school nursing. The students are developed in practice by qualified mentors and supervisors to enable them to be safe, knowledgeable registrants of the future.

Learning and Development

Excellent feedback has been received following student placements -

Maintaining staff Fitness to Practice helps to support our commitment to providing safe care. During 2015/16, all our staff completed over 95% of their mandatory training and we have continued to work hard to ensure that staff have opportunities to learn and develop. Staff have access to a range of learning activities including e-Learning, team-based learning, clinical supervision leadership development and Continuing Professional Development (CPD).

We have developed a number of new on-line and video podcasts to support our learning programme.

Provide’s first bespoke eLearning course for Information Governance was launched in February. It has been tailored to the Provide Information Governance processes and procedures so is more meaningful and relevant for staff.

Our Performance Development Review Programme continues to be embedded across all services and our staff have agreed Personal Development Plans which helps us to identify the key learning and development priorities in meeting our corporate and service objectives, and focus on outcomes and positive patient and customer experience.

Since the national Talent for Care initiative was launched in August 2015, we have supported twenty four staff to complete a range of apprenticeship programmes across our organisation. Four young adults have been

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recruited onto an apprenticeship contract for an 18 month period, undertaking various frameworks from Business Administration, Marketing & Media and Accountancy.

Fourteen of our existing staff have committed to work based learning apprenticeship frameworks such as Management, Business Administration and Health & Social Care, giving them the opportunity to grow and develop within the organisation. Six Health Care Assistants have committed to the Foundation Degree pathway and on successful completion have the option to apply for the Work Based Learning Fast Track programme to nurse registration.

We continue to work in partnership with Health Education East of England to explore new ways of supporting the apprenticeship programme and our clinical workforce, promoting opportunities for Health and Social Care pathways and foundation degrees to deliver our target for 2016/17.

“Everyone was friendly and accommodating. Helped with my ability to reflect. Patients and families were the priority at all times. Members of the team acted professionally and safely, only ever imparting evidencebased knowledge”

“The team were very friendly and helpful. In the rehab ward all the 6 C’s and values were respected at all times.”

Four of our staff commenced the University of Essex Work Based Learning ‘Fast Track to Nursing’ programme, which is an 18 month programme for existing healthcare support staff who have several years clinical experience and already hold a Foundation Degree. The majority of the programme is delivered in the workplace, where the students, supported by experienced mentors, are rotated through a variety of placements and their skills and knowledge developed.

Three staff also successfully completed the Specialist Public Health Programme for District Nursing.

A new Clinical Supervision Toolkit “Improving Through Reflection” has been developed and rolled out across the organisation. This is helping to underpin and support the delivery of safe, quality care.

“The team were very welcoming and friendly. Feedback helped me to reflect on visits and grow in confidence. The CCNs went above and beyond for patients and their families. They were so caring and committed to their role.”

In March we held our 5th Annual Clinical Conference and the theme this year was ‘Behaviour Change- Easier Said than Done.’ Over 170 staff and guests from partner organisations, including Mid Essex CCG, Colchester Borough Council and Essex County Council, attended this successful event. The keynote speaker was Nathalie Spencer from the Behavioural Insights team at the Royal Society of Arts.

At the conference, delegates also attended a range of workshops facilitated by Provide staff on service developments and approaches which promoted behavioural change. The conference launched our Behaviour Change Strategy which includes a range of development and training programmes to help equip our staff to support the people using our services to change patterns of behaviour and empower them to make lifestyle choices that support health and well-being.

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Being an Employer of Choice

In January 2016, Provide formed a Workforce Steering Group to consider workforce factors, including those that impact on effective staffing levels including recruitment and retention, manpower and resource management.

Employee Benefits

Staff Survey

Throughout 2015/16 we have continued to promote our Your Rewards Employee Benefits programme and our benefits providers have attended a number of corporate

In November 2015 Provide CIC launched a new staff survey.

For the first time, we developed our own questions and ran the survey using our own systems. We achieved a 61% response rate; an increase of 8% compared with the previous year and showed a marked improvement in the responses to a number of the factors that the survey measured.

events to engage with staff.

Over one third of our staff are now members with around 180 new employees registering during the year. Staff who access the Your Rewards benefits enjoy access to discounts in a wide range of retail outlets and leisure services and in 2015/16 staff spent over £50,000 through the website, saving a total of around £4,000.

Membership of the Credit Union run by Transave UK, which Provide promotes has also grown and 76 of our staff were saving with them in March 2016.

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Overall the response we received from our employees was very positive. With the exception of two questions all responses that can be mapped to NHS staff survey data compared favourably.

Of the 25 questions mapped to those asked last year, 22 showed an improved position, 2 showed no significant change and only 1 question showed deterioration.

The feedback has been used to inform a number of projects and has been considered by our Working Well Group, which has responded to some of the points raised through relevant health and well-being initiatives.

61%

Recruitment

We achieved a 61% response rate; an increase of 8% compared with the previous year

Health & Well-Being of Staff Provide has an established Working Well Group that aims to improve the health and well-being of our staff. The programme is fully backed by the Senior Management Team, with protected time for staff for training and delivery.

For the first time the organisation had a corporate objective to support successful delivery of our outstanding services through focussing on the health and well-being of our staff. The Working Well Group increased in membership over the year and succeeded in engaging 23% of Provide employees in working well activities.

A key initiative included training a number of staff volunteers in seated massage.

Staff sessions were then conducted in a number of work locations and at company events for the benefit of other employees. In November 2015 the group supported a Men’s Health Week initiative and distributed a “man bag” to every male employee working at Provide, containing information and promotional gifts aimed at raising awareness of men’s health issues.

At the same time as supporting our staff to consider their health and well-being we have continued to manage attendance with the support of our occupational health provider. In February 216 absence rates dropped to the lowest level they have ever been at 6.7 days lost due to sickness per full time equivalent employee.

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Recognising our People

Recognising our People

Outstanding Service Award Porter Team at St Peters Hopsital

Care and Compassion Team Award Gold - Halstead Ward

Outstanding Volunteer Award - Omar Elkelani

Provide celebrated the outstanding achievements of its staff and volunteers at an evening Annual Awards Ceremony held on 13 April 2016 at Three Rivers Golf and Country Club, in Purleigh (near Chelmsford) with over 150 people in attendance.

The Outstanding Employee and Outstanding Team Awards were both nominated by our staff and selected by a staff vote. The winners were:

At the same ceremony Long Service Awards were presented to 7 members of staff who each have completed over 25 years of service to Provide and the NHS.

Outstanding Employee:

This year we also took the opportunity to celebrate Education Awards and presented 49 of our staff with certificates for learning programmes they had completed during the year.

Derrick Louis, Chairman of Provide said:

“It is a great privilege to be the Chairman of an organisation that has such innovative and committed members of staff and so many outstanding volunteers. These annual awards enable us to celebrate their many achievements and successes and to thank those who have worked so tirelessly for the Health and Social care sector.”

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Outstanding Employee - Katie Wood

Following nominations from staff the winners of the Outstanding Volunteer Award, Inspiring Leader Award and Innovation and Enterprise Award were judged by a panel.

Katie Wood, Nursery Nurse, South Essex 5-19 in Children’s Public Health Services.

Outstanding Volunteer Award:

Outstanding Team:

Heather Joslin, Urgent Care Lead.

Porter Service at St Peter’s Hospital.

Infection & Prevention Link Practitioner Award The Provide Infection Prevention Award that recognises sustainable high standards of infection prevention and control went to Cheryl Shakespeare, Braintree Community Hospital.

Omar Elkelani.

Inspiring Leader Award: Innovation and Enterprise Award: There were three awards in this category and our congratulations go to the winners below: Joint Gold Winner: Community Sexual

Health Service Joint Gold Winner: ARU Outreach

Service Bronze Winner: Falls Prevention

Service

Care & Compassion Award Following nominations from our patients, clients, service users and customers the winners of the Care & Compassion Award was selected by a judging panel.

Individual Winners: Gold Winner: Silver Winner: Bronze Winner:

Tansey Bolsom Hazel Hynes Sian Zubair

Team/Service Winners: Gold Winner: Halstead Ward Silver Winner: ARU Bronze Winner: Carecall

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Being Financially Strong

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Being Financially Strong

3%

A further £6.5m was paid to us for services at Braintree Community Hospital under a separate agreement with Mid Essex CCG.

6% 7%

We do not get all of our money from this one CCG though, and the 11% we receive from other CCGs (£6.6m) demonstrates success in marketing our services outside of mid Essex. We also received 15% of our income from Essex County Council (£9.2m) and 12% from NHS England (£7m).

11% 2% 18%

11%

Analysis of Pay Costs 1 April 2015 - 31 March 2016

52% Analysis of Income 1 April 2015 - 31 March 2016

47% 17%

11%

Nurses and Healthcare Assistants

15%

Doctors and Dentists

Supplies

The overall financial performance was excellent and, in making a surplus, Provide delivered the savings requirements set by Commissioners in our contracts.

Admin and Clerical

Local Authority

Senior Management and the Board

NHS England Other CCGs Braintree Hospital

18%

Other NHS

38%

Other

In the year ended 31st March 2016, Provide received £60.8m of income for the services it delivers. Just under half (47%) of this income was received from Mid Essex CCG for the main Community Health Services in mid Essex. At £28.3m, this is almost exactly the same as in the previous year, but represents a lower proportion of our overall income.

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5% 5%

1% 1%

Analysis of Non Pay Costs 1 April 2015 - 31 March 2016

Establishment expenses Premises Further staff costs Charitable donations Miscellaneous

20%

Corporation Tax

12%

Our costs were split between pay (£39.8m) and non-pay (£20.3m). More than half of our pay costs are spent on nurses and healthcare assistants, with this staff group costing £20.6m in the year. Admin and clerical staff cost £7.2m in the year, and our third largest group of staff were therapists (£6.6m). The rest of our staff costs were spent on management (£2.8m) and doctors and dentists (£2.6m).

The £20.3m of non-pay costs include further staff costs (for services bought in to support the organisation) of £1.1m. Non-pay costs also include supplies of £7.8m, premises costs (e.g. rent, electricity, gas, water, insurances, refuse collection, etc.) of £4.1m, as well as establishment expenses (e.g. printing & stationery, postage, telephone rental, travel expenses, etc.) of £2.5m. We also paid around £3.6m for services provided by organisations like Mid Essex Hospital Trust and Serco.

The remaining non-pay costs relate to miscellaneous charges (such as depreciation) of £1m. We also made charitable donations of £0.2m.

Therapists and Scientists NHS Mid Essex CCG

We spent £60.1m 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.

Services provded by other organisations

Making non-recurrent surpluses and non-recurrent charitable donations does not remove the on-going 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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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 obliged to re-invest 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 “It is very heartening to see organisations working 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.

so hard in their local communities receive funding for their health-related work… Provide is an excellent organisation to work with, they are creative, innovative and their enthusiastic and well informed staff and Members are fully involved in the allocation of grants.”

Caroline Taylor, Deputy Chief Executive In 2015/16, 21 community projects run by of Essex Community Foundation voluntary and community groups were given a major cash boost with grants totalling £90,441 from the Provide Foundation.

There was a top award of £20,000 which was presented to Home-Start (Witham, Braintree & Halstead and Maldon), and 20 organisations received grants and donations ranging from £750 to £10,000.

Investing in our Local Communities

Grant Applicant

Amount Awarded

Project Summary

Action on Elder Abuse

£5,000

Towards the costs of a new Elder Abuse Victim Buddying Support Group launch in Essex.

Age UK (Essex)

£4,976

To expand the existing toenail trimming service which delivers appointments at home or at local clinics thus reducing the risk of falls and promoting mobility.

Braintree District Mencap Society

£5,000

To run an Activ8 Adults Awards Scheme to improve the health and well-being of adults with learning difficulties.

Canvey Island Youth Project

£750

To run educational workshops on drugs and alcohol for young people in Castle Point.

Childcare

£750

Towards staff costs for a Supporting Parents Experiencing Domestic Abuse project in Basildon.

Deafblind UK

£3,500

To help improve health outcomes for deafblind people through six Essex support groups.

Dengie Project Trust

£750

To produce a directory of healthcare services in Mid-Essex for elderly patients supported by a home from hospital service.

Halstead Day Centre

£5,000

To support elderly people from the Braintree District attending the Halstead Day Centre based in the rural town of Halstead.

Headway Essex

£5,000

Towards a Community Support Service for people who have acquired a brain injury, which may be as a result of a sporting injury, road traffic or other accident, assault, illness or disease.

Helping Hands Essex

£5,000

To develop an after care service for people recovering from alcohol abuse.

Home-Start (Witham, Braintree & Halstead and Maldon)

£20,000

Towards the costs of providing a home visiting service to parents with at least one child under 5 years in the Maldon and Braintree Districts..

InterAct Chelmsford

£750

To pilot person-centred workshops for young people with additional needs to improve their independence, health and well-being.

J’s Hospice

£5,000

To help run group support sessions for young adults with complex life threatening conditions.

Kids Inspire Chelmsford

£5,000

To run a pilot project combining physical activity and art psychotherapy targeted at children and young people in Mid-Essex healing from sexual abuse and violence and also from domestic abuse.

Laughter Specialists, Chelmsford

£5,000

To enable an additional fifteen laughter specialists sessions at Broomfield Hospital.

PARC, Braintree

£3,948

To provide a Pre-School Speech and Language Therapy Group for children with disabilities.

SNAP

£750

Towards the specialist staff costs of an organisation providing support to families of children with special needs and disabilities.

St John Ambulance Essex

£2,767

To offer 10 subsidised Essential First Aid for Infant and Child courses to parents and carers in West Essex.

Stroke Club (Mid Essex)

£10,000

To help with the costs of running Stroke Club Mid-Essex, a small charity run entirely by volunteers that provides support across Mid-Essex.

Witham Town Luncheon Club

£750

Supporting the ongoing operation of a luncheon club for pensioners living in Witham.

2nd Witham Boys’ Brigade

£750

To engage young people and their families in a healthy exercise programme.

Total

£90,441

We have also invested a further £40,000 in the Provide Foundation fund in 2015/16.

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P r o v i d e

A n n u a l

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Governors Statement The Council of Governors are happy to take this opportunity to share with you the activities they have undertaken on behalf of its members during 2015-2016.

We have continued to work closely with the Board on several projects and now hold regular joint sessions where we represent members’ views to the Board and ensure that any issues and views expressed to the Governors are taken into account when planning for the organisation’s future.

We worked with the Board in the development of the organisations new corporate strategy which is now complete and is the blueprint for the organisation’s development over the next three years. We continue to observe Board meetings and the Chairperson of the Governors is present as a Board member and has taken part in recent Board Development sessions. The sessions were productive and members can be assured that the Board has the best interests of the organisation, its staff and most importantly the users of services at the heart of everything they do.

The Governors and Board members are currently visiting services across the organisation and will be happy to take back the thoughts of the respective teams. We are happy to be utilised to relay your thoughts and feelings to Board members or the most appropriate person in the organisation.

We have also launched a strategy quiz to help embed the new strategy across all areas and we will award a prize for first place at the Annual Members Meeting.

We see our purpose as the conduit through which the Board and wider organisation become aware of issues and thoughts about the organisation and we would invite all members to approach us with any issue that you feel the Board should be aware of.

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Looking Forward

Looking Forward

We are planning to hold another members only social event so if anyone has ideas for this, please email us at provide.governors1@nhs.net and we will take these into account when we start our planning.

We are proud as a Council of Governors to represent the members and to work with the Board in helping to support the delivery of our business within an organisation that we all care about.

This year we have been part of the planning group for the Annual Member’s Meeting which will be informative, inspirational and of course fun. We are in a privileged position being member-owned, as we are able to put back money into charities within the communities we serve to support and enhance the onward journey of our service users, both young and old.

We have now produced a three year Governors strategy which details what Governors aspire to do on your behalf over the next three years. We have prioritised member recruitment, Governor recruitment and retention, membership representation, and joint working with the Board.

The strategy is now available on the intranet so please take a look and let us know how you feel about our plans and also if you would like to be involved.

The Governors will be available to answer questions at the Annual Member’s Meeting and we look forward to seeing you there.

It’s difficult looking forward without looking back. It gives perspective and learning about pace and likelihood. It allows for reflection and re-assessment.

It is traditional for me to write a few words about how our future might look. This coming year will be one of the most difficult to predict. It is an understatement to say that there is a considerable amount of change and uncertainty around. From a national level down to local level change, is abound. We are swimming in a sea of uncertainty and remarkably doing it very well. I can safely say that whatever the future holds for health and social care organisations, I’d rather been in ours than anywhere else. You see I don’t mind uncertainty and ambiguity. For me they are opportunities that must be grasped and that is what we intend to do.

That is not to say that many of you may not feel the same way about ambiguity and I fully understand that. However most of what is causing this is out of our control and therefore we cannot influence or change. We need to concentrate on what we can influence and control and do it well, as we have in the past.

I predict another successful year ahead for Provide. We have the right Vision and Values and we have the belief and ability to achieve what we want. We have the right attitude and mind set to continue to succeed. We have, I believe, the right staff to succeed.

We are, as ever, on a journey, a journey that is never ending. We will every now and then take stock at a station before we move on, but move on we must. The future of health and social care has to change. New technologies and changing needs and expectations will demand that we change also. The landscape as we currently experience it will change considerably with mergers of acute hospitals and within Primary Care. Out of hospital care will become more significant and preventative services more focused. We will need to expand our remit in line with our strategy and seek opportunities that complement our services. In line with this we will be developing a self-pay

service for procedures and interventions decommissioned by the NHS. Finally, we will be taking a hard look at our existing services ensuring they continue to provide the best possible model of care for our customers. We will be innovative about how services are delivered and we will invest in support functions such as estates to support them where necessary. We will ensure we do our bit to contribute to a sustainable environment and, of course, we will strive to do all this whilst having fun!

John Niland Chief Executive

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If you need this leaflet in braille, audio, large print or another language, please contact our Customer Service Team on: 0300 303 9951 / 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 F: 0300 003 2816 E: provide.enquiries@nhs.net www.provide.org.uk

PBR-2173-1637-01