PROFILE 2012/13
Our Purpose To provide quality affordable homes and support to enrich the lives of older people.
Ridgehaven Residential Care Centre resident Vera Earl and former Lifestyle Coordinator Jeanette Baldwin (now retired) enjoying a moment together in one of the centre’s beautiful gardens.
Residents Trevor and Margaret Davy enjoying life at their new home in Oakden Estate.
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A YEAR OF ONLINE ACTIVITY
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EXECUTIVE TEAM
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STRATEGIC FRAMEWORK 2015+
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ECH PROVIDES
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BOARD OF DIRECTORS
48
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THE IMPORTANCE OF ECH TO OUR BOARD
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ORGANISATION CHART
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LOOKING AHEAD
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A YEAR OF CONSTRUCTION
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A YEAR OF RECOGNITION
ORGANISATION CHART BOARD COMMITTEES
ECH BOARD
A YEAR OF REFURBISHMENT
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A YEAR OF COLLABORATION
• AUDIT AND RISK MANAGEMENT • BOARD RECRUITMENT AND REMUNERATION • INVESTMENT
CHIEF EXECUTIVE ROB HANKINS
CHIEF EXECUTIVE ADVISOR
GENERAL MANAGER RESIDENTIAL CARE JUDI COOMBE
GENERAL MANAGER CORPORATE SERVICES DARREN BIRBECK
EXECUTIVE ASSISTANT
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GENERAL MANAGER COMMUNITY SERVICES ANDREW STOLL
GENERAL MANAGER INDEPENDENT LIVING PAUL THORNE
In-home Programs
Retirement Living
Social Programs
Independent Living Services
Resident Referrals
Capital Works
Food Services
Property and Facilities Management
Quality Management
Wellness Programs Service Development and Research Initiatives
Residential Care Centres
Corporate Marketing
Internal Audit
Financial Accounting, Investments and Reporting
Risk Management
ICT and Records Management People and Culture
Volunteer Management
Group Purchasing Contracts Corporate Reception
A YEAR OF SAFETY EXCELLENCE
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A YEAR OF ENHANCING LIFE
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Largs North
ECH LOCATIONS
Modbury
Oakden
Alberton Woodville North
Ridgehaven
Woodville Gardens
KEY
Greenacres Athelstone
A YEAR OF CREATIVE EXPRESSION
• Independent Living Units • Community Services • Residential Care Centres • Corporate Services
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A YEAR OF CHOICE
Seaton
Nailsworth Prospect
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Vale Park Walkerville
Findon Kidman Park Lockleys
North-western North-eastern Eastern Southern Beachside
Collinswood
Croydon Henley Beach
Underdale
St. Peters Evandale
Thebarton
Kensington Gardens
Norwood ADELAIDE CBD
Brooklyn Park
Rosslyn Park Marryatville
West Beach
Leabrook Parkside Unley Goodwood Fullarton Glandore Hyde Kings Park Park Highgate Black Forest
Burnside
Kurralta North Plympton Park
Plympton
Clarence Gardens
Glenelg Morphettville Park Holme
Myrtle Bank
ECH LOCATIONS
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Cumberland Park
Colonel Light Gardens
Heathfield Mitcham
Somerton Park Hove
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Happy Valley Hackham
••• • • ••• ••••
Parkside Parkside
5063 5063
INDEPENDENT RETIREMENT LIVING
Smithfield Salisbury Clarence Gardens Nairne Greenacres Morphett Vale Kidman Park
• COMMUNITY SERVICES •• Tiwi
8407 5151 Mount 8407 5151 Barker 8407 5115 8407 5111 8159 4700
CONTACT US
Tiwi Victor Harbor
Darwin 913-915 South Road 1/1 Rellum Road 358 Findon Road 5/2-4 Cameron Road 11 Creswell Street 33 Cornhill Road
Clarence Gardens 5039 Greenacres 5086 Kidman Park 5025 Mount Barker 5251 Tiwi (NT) 0810 Victor Harbor 5211
8113 6500 8361 5300 8159 4740 8391 4600 8922 6650 8551 0617
Ross Robertson Day Respite Seasiders Smithy’s Place Southern Sundowner Plus Walkerville
19 Cornhill Road 11 Laidlaw Street 1a Warooka Drive Corner Jade Crescent and Hay Street 11 Laidlaw Street 160 Walkerville Terrace
Victor Harbor Henley Beach Smithfield Happy Valley Henley Beach Walkerville
5211 5022 5114 5159 5022 5081
8551 0600 8356 5398 8254 2992 8381 4901 8356 5398 8342 8367
Greenacres Henley Beach Morphett Vale Somerton Park Tiwi Victor Harbor
1/19-21 Fosters Road 168a Cudmore Terrace 126 Pimpala Road Grainger Road 11 Creswell Street 33 Cornhill Road
Greenacres Henley Beach Morphett Vale Somerton Park Tiwi (NT) Victor Harbor
5086 5022 5162 5044 0810 5211
8361 5350 8356 3169 8322 5700 8375 1525 8922 6650 8551 0617
Carinya Charles Young Hillside Holly Marten Ridgehaven Ross Robertson Memorial Smithfield Somerton Tiwi Walkerville Food Services
39 Fisher Street 53 Austral Terrace 177 Longwood Road 16-24 Penneys Hill Road 110 Strathfield Terrace Gate 3, Hazel Grove 19 Cornhill Road 1 Warooka Drive Grainger Road 11 Creswell Street 160 Walkerville Terrace 358 Findon Road
Myrtle Bank Morphettville Heathfield Hackham Largs North Ridgehaven Victor Harbor Smithfield Somerton Park Tiwi (NT) Walkerville Kidman Park
5064 5043 5153 5163 5016 5097 5211 5114 5044 0810 5081 5025
8130 6444 8350 3600 8230 5500 8392 6700 8248 9555 8397 0100 8551 0600 8254 4700 8375 1500 8922 6600 8342 8300 8159 4780
IN-HOME PROGRAMS
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A YEAR OF EXPANSION
174 Greenhill Road 174 Greenhill Road
Retirement Living Independent living unit enquiries Independent Living Services For independent living unit residents Property Services For independent living unit residents Call Centre
SOCIAL PROGRAMS
A YEAR OF TECHNOLOGY UPGRADES
Ardrossan
CONTACT US
Brighton Corporate Office askECH
Mount Barker Victor Harbor
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Cover image: Mary Harle (right) enjoys weekly outings to Thebarton Aquatic Centre with ECH Home Support Worker Susan Douglas (left). RESIDENTIAL CARE
A YEAR OF RESTRUCTURE
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A YEAR OF WORKFORCE INVESTMENT
A YEAR OF IMPROVING EFFICIENCY
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FINANCIAL RESULTS
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A YEAR OF SUCCESSFUL INTEGRATION
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AUDITOR’S REPORT
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Printed by AS/NZS ISO 14001:2004 Environmental Management Systems certified printer. Printed on Titan Satin (FSC) stock using 100% vegetable based inks.
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ECH PROFILE 2012/13|
CHIEF EXECUTIVE AND CHAIRPERSON’S REPORT
WELLNESS PROGRAMS
CONTENTS
CONTENTS
CHIEF EXECUTIVE AND CHAIRPERSON’S REPORT Our retirement years should be an enjoyable time with more socialising with family and friends, reading, travel, volunteering or even self discovery through trying new things. Supporting the independence of older people so they can lead enriched lives is central to every aspect of ECH’s activities. This year, our focus has been on recognising the potential of older Australians in ways that best meet their ever-changing needs. Integrating the residential and community services acquired from Masonic Homes in July 2012 significantly increased our range and reach of services, particularly in supporting older people to remain living independently in the community. ECH is now well positioned to meet the increasing needs of an ageing population.
Planning for the future also requires much care, given the many reforms occurring in the housing and aged care sectors. Our Board of Directors has therefore devoted significant time in setting the strategic direction of our service development to ensure our residents, clients, staff and volunteers all benefit. The areas highlighted below, which are elaborated on throughout Profile 2012/13, are initiatives which we have successfully implemented or expanded during the past year.
Fostering creative expression Our services focus on enabling our residents and clients to be as happy and healthy as they are able to be. We know that feeling valued and productive plays an important role in their overall wellbeing so we have invested in the development of a number of programs that foster creative expression.
ECH PROFILE 2012/13|
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Expanding community services
Valuing our people
Our new Seasiders centre at Henley Beach was officially opened in April 2013. ECH now has six centre based day programs that provide valuable socialisation for people with memory loss and respite for their carers. Seasiders is co-located with one of our expanded wellness services which offer allied health care, exercise and conditioning programs.
Our values of integrity, respect and empathy are central to our recruitment process. Managers undertake a specially tailored leadership program to ensure our staff and volunteers are led by people who have the values and skills to support them in assisting our residents and clients in accordance with our service philosophy.
Building homes to suit modern living Construction was completed on our newest retirement living village at Oakden. As with all our villages, Oakden Estate was designed on our understanding that residents want to live in small groups of homes that blend into the neighbourhood and are located close to community facilities. The homes have been designed to accommodate the changing needs of our residents over the course of their life and are six star energy rated.
It is inspiring to be part of a leading organisation that is so focused on people’s wellbeing and continuing community engagement. We know that as people grow older they want to remain an integral part of society and we therefore are committed to ECH’s founding purpose in providing quality affordable homes and support to enrich the lives of older people.
Rob Hankins Chief Executive
Jane Jeffreys Chair
Staff and members from the Seasiders men’s social club have become good friends and venture on regular outings together.
DEVELOPMENT
WORKFORCE
COMMUNICATION
• targeting under-serviced areas in independent retirement living accommodation and community services • seeking opportunities to consolidate or enhance the services we provide to our residents and clients • creating affordable housing and service options for older people in the community • maintaining market relevance in the communities in which we operate • providing a greater range of services, while staying true to our original philosophy
• creating a safe, supportive and satisfying work environment so that ECH is a preferred employer and appeals to those wishing to volunteer with us • supporting staff to develop their expertise and team skills, and leadership as necessary • providing flexibility to meet both work and family needs • assisting them in developing better ways to deliver our services • recognising and appreciating their efforts and achievements
• establishing various forums to gain feedback on the services ECH provides • seeking staff and volunteer input in the workplace and in improving our services • informing different stakeholders of ECH’s achievements and new developments planned • influencing the formulation of Government policy to provide better outcomes for older Australians and ECH
STRATEGIC FRAMEWORK 2015+ ECH has developed a strategic framework which is reviewed each year. The framework guides our operations toward achieving our purpose and includes a detailed list of strategic directions which are displayed below. In this report, key achievements for the 2012/13 financial year are linked to the particular strategic directions they have fulfilled through a system of symbols.
SERVICE AND TECHNOLOGICAL INNOVATION • supporting our residents and clients in maintaining their independence • delivering more effective outcomes for residents, clients, our staff and volunteers • enabling older people to more easily assess service options available to them • basing services on sound research and demonstrated need
SOUND DISCIPLINES
LONG-TERM VIABILITY
• maintaining a high level of corporate governance across all our operations • complying with all relevant legislative requirements and professional standards • ensuring the delivery of our services remains consistent with the values of ECH • identifying and managing risks and their impact on ECH’s operations • re-assessing the appropriateness of ECH’s legal and tax structure
• ensuring ECH’s services are sustainable for present and future generations • utilising our resources effectively • developing a business which is financially sustainable and has influence at all authority levels in each of our chosen markets • ensuring any funding structures adopted do not place longer term operational constraints on ECH’s activities
ECH PROFILE 2012/13|
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Oakden Estate resident Eva Furlong loves the modern features of her newly built villa.
A YEAR OF
CONSTRUCTION
Welcome to Oakden Estate Being our first newly built retirement living village in 10 years, we were excited when the finishing touches were made to Oakden Estate and we were able to welcome the first residents in April 2013. Oakden Estate is located in the north-eastern suburbs of Adelaide and consists of 15 villas which are energy efficient and environmentally friendly, and specifically designed to enhance accessibility. The village has been skilfully planned to support contemporary retirement lifestyle needs. The modern designs of the villas provide comfort and efficiency with a cost-saving six star energy rating. Features including wider doorways, greater accessibility and level access to all areas which enable residents to stay as independent as possible and remain at home for many years to come. Oakden Estate is ideally located close to shops, cafĂŠs, parks, public transport and medical facilities.
A new wave in health and wellbeing Market research in the western suburbs of Adelaide revealed a need for more support services for older people with memory loss and their carers. As a result, ECH carried out extensive renovations on an acquired building in Henley Beach to provide a comfortable and well equipped setting for much needed centre based services. Complete with two spacious rooms, each with activity areas, kitchen, lounge and outdoor patio, the site is now home to our new centre based day program called Seasiders. The program is focused on wellbeing and enjoyment, providing opportunities for older people with memory loss to be creative, seek new experiences and socialise in a friendly, welcoming environment. Sessions are varied, catering to individual needs and interests, and include regular outings and support for carers. Seasiders was officially opened on 5th April 2013 by Steve Georganas, former Federal Member for Hindmarsh. After only four months of operation, 70 older people were attending the program. Seasiders is located adjacent to our Seaside Wellness site which has been able to expand into additional rooms provided by the new site. Seaside Wellness offers a range of allied health services and wellbeing programs for older people.
Seaside Wellness supports the health and wellbeing of more than 750 older people.
ECH has more than 1,650 retirement living units in South Australia.
More than 1,800 people call one of our retirement villages home.
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ECH PROFILE 2012/13|
CONSTRUCTION
A YEAR OF
CafĂŠ Assistant Diana Martin (left) with volunteer Glenda Dohnt (right) in the newly refurbished cafe at Ross Robertson Memorial Care Centre.
A YEAR OF
REFURBISHMENT
Refurbishing our residential care centres During 2012/13, our Marten Residential Care Centre in Largs Bay and our Ross Robertson Memorial Care Centre in Victor Harbor underwent refurbishments to modernise features and further enhance their homely and comfortable feel and décor. Extensive renovations were performed on our Victor Harbor care centre with refurbishments completed to the reception and main entry area, four of the resident wings and the café and outdoor dining area. Upgrades were also performed on 18 rooms, including their ensuites, as well as to the warm water system. The formation of a new multi-purpose room for resident use also occurred during this time. While at our Largs Bay care centre, a minor project to update the main office area and Colin Pudney wing occurred from September 2012 to May 2013. Upgrades included the installation of new automated entry doors with locks, redesign of the reception and main office area, and refurbishment of the dining room, lounge area, kitchen, corridors and rooms in the Colin Pudney wing.
Upgrading our retirement living villages We are part way through a $60 million dollar initiative to improve and enhance outdoor areas, security, amenities and gardens at our retirement living villages in metropolitan and regional South Australia. We continued this program in 2012/13, completing four village upgrades. Improvements to villages include: • new common infrastructure such as small garden rotundas, seating areas, garden sheds and clotheslines • water-wise and heat tolerant landscaping and automated irrigation • widened pathways and accessibility ramps to units • upgrades to all infrastructure such as electricity, stormwater, fencing and lighting • improved security lighting As part of the program, 143 independent living units were also refurbished. The upgrades included 69 major unit refurbishments which involved the removal of internal walls to create a more spacious kitchen and living area as well as upgrades to the bathroom and kitchen.
We provide residential care accommodation for more than 1,100 older people.
Ross Robertson Memorial Care Centre is home to more than 90 residents while Marten Residential Care Centre provides accommodation for up to 123 residents.
A total of 143 independent living units were refurbished including 69 major refurbishments, 65 minor refurbishments, six pre1994 unit upgrades and three room additions.
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ECH PROFILE 2012/13|
REFURBISHMENT
A YEAR OF
Respite resident Jack Wirth with Personal Care Worker Dianne Bleeze (left) and Enrolled Nurse Lisa McManus (right) in one of Charles Young Residential Care Centre’s courtyard gardens.
A YEAR OF
SAFETY EXCELLENCE
Huge reduction in injury rates Since a comprehensive review of our workplace health and safety procedures and injury management system in 2009, we have recorded an overall 50 per cent reduction in time lost from workplace injuries. A reduction in the Lost Time Injury Frequency Rate of 11 per cent from the previous financial year was recorded, meaning that ECH has achieved a reduction for its fifth consecutive year. An impressive total of 25 certificates were issued to specific ECH sites and departments for achieving a lost time rate of zero for 2012/13, with several other teams achieving rates below their set targets. The commitment to safe work environments and practices involves the teamwork and input of every single staff member across our organisation. Success in recent years has been due to a high level of engagement and interest in safety from all staff as well as from residents who provide feedback to management. Several committees have been established at varying levels to regularly discuss and review potential threats to safety and to address identified hazards. Working together under a dynamic and unified corporate injury management system has given ECH the foundation to achieve these excellent results.
Recognised for superior performance In June 2013, WorkCover SA concluded a comprehensive evaluation of ECH’s workplace safety and injury management systems. The evaluation was based on WorkCover SA’s Occupational Health and Safety and Injury Management Performance Standards. Following a successful evaluation, ECH was awarded a level three ‘Superior Performance’ ranking. This ranking is awarded to organisations that are able to demonstrate full conformance with WorkCover SA’s comprehensive standards. This outstanding result is a reflection of our dedication to continuous planning and the effective management and implementation of our systems to high standards.
Charles Young Residential Care Centre achieved a 66 per cent reduction in lost time due to injury in 2012/13.
ECH has achieved an overall 50 per cent reduction in lost time since 2009.
In-home Programs in Mount Barker has not recorded any lost time due to injury in two years and In-home Programs South has achieved three and a half years injury free.
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ECH PROFILE 2012/13|
SAFETY EXCELLENCE
A YEAR OF
Kevin Stewart, pictured with Activity Assistant Emma Sanderson, finds great satisfaction in being involved in the activities at Walkerville Day Program and has participated in the intergenerational art project for three consecutive years.
A YEAR OF
CREATIVE EXPRESSION
Experiencing creativity During the year, ECH expanded its involvement in initiatives which encouraged creative expression. The benefits we witnessed included: • social interaction and making new friends • development of new skills and awakening of skills from the past • fostering of confidence in ability despite health concerns • receiving recognition from the community
A kaleidoscope of skills and artwork An inspiring and diverse array of artwork was created at ECH’s Walkerville Day Program by an intergenerational collaboration of high school students from Pembroke School, day program attendees, staff and artist Violet Cooper. The theme for 2013 was Kaleidoscope due to the variety of pieces produced. Running for nine weeks, this year’s project explored what was meaningful to each participant. Kaleidoscope culminated in a well attended public exhibition at Pembroke School.
Creative connections Seasiders began a program of weekly art classes in 2013 for people with memory loss called Create and Connect. The classes have not only provided an opportunity for participants to socialise and learn new skills but have also resulted in fostering an environment where unique identities can thrive and where dormant memories and emotions are being triggered. Positive outcomes have been reported by all who have attended the group so far.
Four seasons of discovery In 2012, Southern Day Program initiated a new art project aimed at involving every attendee in the creation of an artistic piece representing the four seasons. The design of the project enabled each season being depicted to be experienced and reflected on. A sense of working together and achievement was fostered among the group. The final artwork was entered into the Royal Adelaide Show and took out first prize for its category.
Kaleidoscope involved seven Walkerville Day Program attendees and ten students from Pembroke School.
More than 80 pieces of art were created by Kaleidoscope participants across 18 hours of art sessions.
Four Seasons was worked on by more than 20 Southern Day Program attendees.
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ECH PROFILE 2012/13|
CREATIVE EXPRESSION
A YEAR OF
Organisational Development Manager Tim Wilson, Regional Manager, Residential Care, Rosanne Collins and Regional Manager, In-home Programs, Sue Green (far right), video conferencing with Care Services Manager Jan Finch from Darwin.
A YEAR OF
TECHNOLOGY UPGRADES
Improved back up and disaster recovery In September 2012, our information and communications technology department proposed an upgrade to the disaster recovery and backup software we use. The system in place had become constrained to capacity due to the rapid expansion of our organisation. To address these issues a new software package was purchased and implemented. The improved technology has resulted in a significant reduction in our backup process, which now takes five hours instead of 15, and has enabled faster recovery of information.
Meetings with the Mondopad During the year, a large touch screen computer was introduced at our Corporate Office in Parkside to improve the technology available for meetings and allow for conferencing with our new colleagues in the Northern Territory. Called the Mondopad, the device includes a 55 inch screen with a computer built into the back, high definition video camera and microphone. In addition to Skype and video conferencing capabilities, the Mondopad also enables users to browse the internet and perform electronic white boarding.
Efficient employee management In addition to updating the back up and disaster recovery system, ECH also invested in software to assist managers in effectively dealing with employee performance issues. The implementation of the Employee Management System has provided an easy step by step process for managers to effectively handle investigations, complaints, allegations, warnings and terminations of employment. The new system assists us in ensuring we provide the highest level of service to our customers.
Tablet technology On call staff from our In-home Programs often need quick access to information to deal with queries safely and effectively. To assist with this process, ECH introduced the use of iPads for staff who are required to be on call. These devices are compact tablet computers which allow staff to gain access to critical information quickly, improving their ability to satisfactorily respond to calls after hours.
Our ICT Helpdesk team responded to 17,197 phone calls and 5,851 emails.
The Mondopad has been used 132 times.
The ICT department is responsible for 675 computers, 310 mobile phones, 73 portable computers and 750 phone handsets.
Replication time for data to the disaster recovery site has been reduced from 30 minutes to two minutes.
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ECH PROFILE 2012/13|
TECHNOLOGY UPGRADES
A YEAR OF
Volunteer John Christmas runs a weekly group for the men at Walkerville Residential Care Centre. He always brings his joyful attitude and something interesting to discuss with the attendees.
A YEAR OF
RESTRUCTURE
Improving management of our property and facilities After a service review, a new approach to facilities management, called the Life Cycle Care Model, was developed by Property Services. The model looks after each ECH asset from its installation through to its replacement, taking into consideration its life expectancy. The implementation of the Life Cycle Care Model ensures that we better manage our resources and responsibilities to achieve an improved standard of service delivery in a more cost effective manner. To implement the model, a new organisational structure was also adopted by Property and Facilities Management including new roles and responsibilities, new property management area, new job request system and improved scheduling of asset replacements.
A new approach to corporate management The acquisition of community and residential care services from Masonic Homes has resulted in an increased capacity and coverage of support being provided by ECH across the target market. However, the increase in the amount and spread of services has meant it has been necessary to implement a new approach to the overall corporate management of our locations and workforce. In 2013, management of Community Services was rearranged to allow for corporate leadership by service type rather than region. This integrated our new sites into a single structure and will enable dedicated focus on the future growth of our programs. Around the same time, our Residential Care department appointed two senior managers to newly created roles to provide support to the Residential Care General Manager in overseeing our 11 care centres.
Valuing our volunteers In recognition of the important part our volunteers play, a new volunteer program has been introduced. Managed at a corporate level, staff responsible for volunteers at their worksites now have dedicated support with recruitment, training and management. A unified induction process has been initiated to ensure volunteers are provided with consistent information. In addition, role descriptions have been created in consultation with volunteers to give clear definitions of the services they provide and ensure appropriate recognition and support.
ECH has almost 500 volunteers with Ross Robertson Memorial Care Centre reaching a total of 100 volunteers.
Volunteers at Ross Robertson Memorial Care Centre collectively provided 975 hours of support during January to March 2013.
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ECH PROFILE 2012/13|
RESTRUCTURE
A YEAR OF
Heather Van Roosmalen attends weekly Strength for Life fitness classes led by Fitness Leader Jodie Mastersson.
A YEAR OF
IMPROVING EFFICIENCY
Lean thinking improves service delivery We continued to work with the Redesigning Care team from Flinders Medical Centre who have provided training to our staff on the concepts of lean thinking. In 2012/13, representatives from ECH presented at local and national conferences to highlight the positive outcomes for our residents and clients of this type of business approach. Lean thinking is enabling ECH to resolve issues efficiently and streamline service delivery. For example, staff at Marten Residential Care Centre wanted to achieve smooth delivery of care to residents around the serving of breakfast while also allowing them to enjoy their preferred waking and showering times. A buffet style breakfast was trialled where residents could, if able, select and prepare their own breakfast when they were ready. The concept has been embraced and residents are enjoying the added benefit of feeling even more at home.
Permanency and greater protection for staff After a high level of negotiation with staff and collaboration with union representatives during the previous financial year, ECH submitted an Enterprise Agreement for support staff to Fair Work Australia. This agreement was approved on 24th July 2012. It prescribes the wages and allowances which ECH staff in certain roles are entitled to. In addition, a review of our home support workers revealed improvements in efficiency could be achieved through minimising travel distances and transitioning to a permanent workforce. As a result, the majority of ECH’s home support workers have now been made permanent, offering them greater job security and ensuring the minimal use of agency staff.
Consolidating resources The consolidation of offices has been paramount in reducing rental and other infrastructure costs, especially within our Community Services division. With the co-location of In-home Programs North/East office with our therapy site in Greenacres complete, further streamlining has occurred with the additional transfer of Ridgehaven therapy staff and clients to the Greenacres site. Preparations were also made for merging our In-home Programs offices at Brighton and Westbourne Park to a central location at Clarence Gardens.
Our service improvement team facilitated 10 major lean thinking projects during 2012/13.
A total of 1,757 employees are under ECH’s enterprise agreement.
ECH employs more than 1,400 support staff and 277 nurses (enrolled and registered).
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ECH PROFILE 2012/13|
IMPROVING EFFICIENCY
A YEAR OF
Jean Bice from Ridgehaven Residential Care Centre enjoys helping to tend to the beautiful garden growing in the courtyard of her home.
A YEAR OF
SUCCESSFUL INTEGRATION
Merging newly acquired services On 1st July 2013 we formally welcomed the additional community and residential care services we had acquired from Masonic Homes. This acquisition increased our workforce by more than 600 people, dramatically grew our reach of in-home services and added four residential care centres to our organisation. It also saw ECH break new ground by expanding interstate after acquiring services in Darwin. More importantly, our newly acquired sites allowed us to significantly increase our range and reach of services, enabling us to be well placed to meet the increasing needs of an ageing population. Undertaking the significant task of integrating our businesses involved combining numerous processes such as information technology, payroll, billing and accounts payable. To maintain consistency, all of the information on our new residents and community clients had to be transferred to our PeoplePoint database. Consultation and communication with new staff was a priority and through this we restructured rosters to ensure service delivery was consistent and efficient.
Welcoming new residents As part of the acquisition, ECH also took over responsibility for Hillside Garden Apartments at Heathfield. This multi-storey retirement living village consists of 24 units and is attached to our Hillside Residential Care Centre by a walkway. Around the same time we also welcomed residents from Almond Grove in Morphett Vale to our retirement living family. This village was acquired from another provider and consists of 23 units in total. During the year, 147 independent living units were handed over to new residents while 257 people added their name to our registration list.
Oakden Estate, Almond Grove and Hillside Garden Apartments joined the independent retirement living family which now consists of 98 villages.
The average occupancy of ECH’s retirement living villages is 92 per cent.
Information packs on retirement living options with ECH were sent to 890 people.
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ECH PROFILE 2012/13|
SUCCESSFUL INTEGRATION
A YEAR OF
Food Services Head Chef Jon Gaff with Food Production Assistants Lesley Wiles (left) and Catherine Lipson (right).
A YEAR OF
ONLINE ACTIVITY
A foundation in online marketing Online marketing continues to be an area of significant growth within the business world and we have been spending time focusing on this during the year. This dedication has been vital in the implementation of new initiatives and also in allowing our website content to be more frequently updated. We have been tracking our results using Google Analytics which provides us with statistics on user behaviour and website activity. In 2012/13, our website traffic increased by 45 per cent from the previous year which supports our focus on continuing to invest in this area. Additionally, there has been a more than 200 per cent increase in users accessing our website via their mobile and tablet devices. This has highlighted the need to develop a mobile optimised website and consultation with users has already begun. Other online marketing initiatives for the year have included recruitment banner advertising on popular job vacancy websites SEEK and CareerOne, the creation of email signatures with targeted advertising and an increase in uploading of online news stories with videos to our website.
Serving ECH and the community A quiet achiever, the team at ECH’s Food Services works diligently and efficiently producing enough food for more than one million meals each year. In addition to supplying meals and food items to our own sites, Food Services also has contracts with external organisations. During the year, the team produced food for non-aged care customers such as Great Southern Rail and Ikea. In addition to minimal staff turnover, Food Services has also achieved a third consecutive year without injuries causing lost work time. Internal customers, such as our residential care centres, order meals through an online ordering system. The orders are transferred each week to a program which automatically calculates the food required and generates purchase orders and recipes.
Our website had almost 65,000 visitors during the year which is an increase of 45 per cent from the previous year.
Individual pages on our website recorded a collective total of more than 450,000 views.
More than 9,000 people viewed our website using their mobile or tablet device.
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ECH PROFILE 2012/13|
ONLINE ACTIVITY
A YEAR OF
ECH PROVIDES: • more than 1,650 retirement living units across 98 locations supported by Property and Facilities Management and Independent Living Services • eleven residential care centres, including nine in metropolitan Adelaide, one in Darwin and one in Victor Harbor • packages of care for more than 1,080 people living in their own homes, coordinated through eight In-home Programs sites • six wellness centres offering assistance from allied health professionals and running numerous groups promoting fitness and wellbeing • six centre based day programs to support people still living in the community and provide respite for their carers • Living Well programs offering personalised support for older people looking to expand their community and social networks • a central production kitchen, Food Services, supplying meals and meal components for the residential care sites and other external customers
After a near drowning incident at a young age, Mary Harle (right) was too afraid to go swimming. Now 87, she is regaining confidence in the water through the support of ECH and her family. Mary now enjoys weekly outings to Thebarton Aquatic Centre with Home Support Worker Susan Douglas (left).
ECH PROFILE 2012/13|
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Former Living Well participant Pam Marsh loves volunteering at the City of Salisbury’s Jack Young Centre. She began volunteering at the centre in 2012 through ECH’s Living Well program in a brave effort to reclaim her confidence and build her social network.
A YEAR OF
RECOGNITION
Resident satisfaction with services During the year, Property and Facilities Management responded to 12,700 requests for maintenance from retirement living residents as well as from internal customers. A total of 134 compliments and 34 complaints were received and responded to accordingly. Upon surveying retirement living residents who utilise the maintenance support provided by Property and Facilities Management, a satisfaction rating of 91 per cent was determined. This is a fantastic result during a time of change to a new model of service provision.
Top ratings for our Community Services In late 2012, ECH’s Community Programs regions, along with our Home and Community Care (HACC) and National Respite for Carers funded programs, underwent an intensive quality review process as required by funding agreements. Each ECH region and program reviewed achieved the highest rating (Level 1) when assessed against the Community Care Common Standards. The standards include 18 expected outcomes under three main areas including effective management, appropriate access and service delivery, and service user rights and responsibilities. Reviewers found it difficult to suggest areas for improvement beyond those which ECH had already identified within the self-assessment stage. Key positive points highlighted by reviewers of ECH’s services included: • consistency across regions and programs • alignment of corporate practices and processes with those at operational level • dedication of staff, confirmed by clients, in actively promoting and supporting the independence of clients • systematic and user-friendly documentation
Our Property Services Call Centre received 28,000 calls in 2012/13.
ECH employs 22 maintenance officers and 16 site improvement officers.
In-home Programs provides packages of care to more than 1,080 older people living in their own homes.
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ECH PROFILE 2012/13|
RECOGNITION
A YEAR OF
Dulcie Freeman (centre) from Maurice Court encouraged her sister Audrey Thompson and sister-in-law Mavis Woon to move to an ECH independent living unit. They live at Bowden Towers and Robertson Miller Lodge respectively.
A YEAR OF
COLLABORATION
Involving stakeholders ECH regularly consults with stakeholders to ensure we are meeting the current needs of older people. Several agencies were involved in the planning of services at Seasiders including the Council on the Ageing, Carers SA, Alzheimer’s Australia (SA) and Carer Respite Centre. A consumer reference group was also established and it has already provided valuable insights about customer expectations. Regular internal evaluations of our services are conducted through seeking feedback from users and their families. An evaluation of our centre based day programs found that participants highly valued this service as it improved their quality of life, while carers saw the support as a lifeline.
Intergenerational activities ECH continues to seek new opportunities to bring older and younger people together. Attendees of our centre based day programs have been highly involved in projects with high schools students, particularly around art and gardening activities. This type of partnership is not only a valuable experience for older people but also promotes positive images of memory loss to the community. This year, further collaboration with Urban Myth Youth Theatre Company resulted in the production of a play called ‘The Visitors’ which explored early onset dementia.
Influencing policy and change ECH is at the forefront of advocating for aged care. Each general manager sits on peak body committees relating to their areas of expertise. Senior level managers across the organisation are also supported and encouraged to be involved in consultations associated with aged care reform. In joint submissions with two other large aged care providers, ECH advocated at a national level to improve services for older Australians.
Awareness and perceptions In 2012, ECH commissioned McGregor Tan Research to undertake a third wave of surveying to track the awareness and perceptions of the organisation amongst potential customers and the general public. The findings aligned with those from the previous studies and highlighted the continuing importance of word of mouth recommendations and an increased consumer priority on a good standard of living and the provision of recreational activities.
A combination of two surveys involving a total of 600 people informed our awareness and perceptions study.
The experiences of family and friends would influence 44 per cent of those surveyed when selecting an aged care provider.
33
ECH PROFILE 2012/13|
COLLABORATION
A YEAR OF
Centenarians and residents Edith Weeden (left) from Crichton Court in Henley Beach, and Irene Drury (right) from Downing Court in Hove, enjoy the comfort of living in their own homes.
A YEAR OF
ENHANCING LIFE
Supporting our residents’ independence Independent Living Services is a unique service providing a range of information, strategies and appropriate referrals to community agencies and other services to enhance the health, wellbeing and independence of our retirement living residents. During the year, Independent Living Services performed more than 1,000 home visits, including 350 visits to residents aged over 80 years of age. ‘Deck chair’ meetings were also held at 31 villages to provide information directly to residents and to receive feedback.
New delivery of information Independent Living Services conducted ECH’s inaugural Retirement Living Expo in June 2013 at the Adelaide Entertainment Centre. The expo gave existing and prospective residents the opportunity to learn more about the services and support available to them from both ECH and other organisations. Expo visitors attended either a morning or afternoon session, with free parking and easy access via public transport being key features of the central venue. The event included informative presentations and an exhibition of services ranging from home meal delivery services to financial support and concessions from Centrelink.
Focusing on falls and frailty An emphasis on falls risk assessments and understanding frailty has been the focus within our Community Services departments. In-home Programs senior staff have received training in falls prevention and referral strategies. In addition to this, ECH has been funding a program to assist frail older people in maintaining their independence to avoid hospitalisation and premature admission to residential care. Called the Restorative Program, it focuses on identifying risk factors and providing early intervention. ECH’s Wellness Programs in Victor Harbor also identified a need for further support for clients who had completed the Steady Footsteps balance improvement program. As a result they initiated a balance conditioning class in January 2013 for those that needed continuing support. This group has been successful in improving the strength and confidence of participants.
Independent Living Services provided 3,834 occasions of service during 2012/13 and made 308 referrals on residents’ behalf.
The Retirement Living Expo was attended by more than 240 guests.
Over the last two years, 63 per cent of Restorative Program participants have improved their functional mobility.
35
ECH PROFILE 2012/13|
ENHANCING LIFE
A YEAR OF
Thelma Ralston, a resident from Charles Young Residential Care Centre, goes on regular outings on her scooter.
A YEAR OF
CHOICE
Navigating the maze ECH launched an information service trial called askECH in July 2012 to assist older people and their families with navigating the aged care industry. The fragmentation of the aged care service system and the associated navigation difficulties for older people and their families is well documented. We conducted extensive market research and discovered that, beyond government funded services, there were many challenges that confronted older people and their loved ones. Issues ranged from how to access reliable financial advice through to where to find assistance with housing modifications and repairs or with improving and maintaining health and wellbeing. In the 12 months following its launch, askECH received 571 enquiries and prepared 369 action plans for customers.
Living a life of choice Our Lifestyle Model of Care approach to residential care is now ingrained in our governance and our workforce. Everything we initiate or improve within residential care stems from, wherever possible, providing residents with the flexibility and choice they experienced while living in the community. In 2012/13, an evaluation of this model was conducted through direct feedback provided by residents. The results clearly demonstrated that residents viewed the approach positively, particularly in relation to their dignity, personal control, meaningful occupation and social participation.
Increasing flexibility of care packages ECH recognises that individual needs and aspirations differ from person to person. Our Enhancing Independence approach to providing in-home support has encouraged and enabled staff to focus on what goals the client wants to achieve. The introduction of Consumer Directed Care packages has further encouraged flexibility of support, giving the client more control over the services they are receiving. The last year has been an exciting time for us as we have been able to further support care package clients in achieving personal goals outside of their homes. Social time has been gaining momentum as clients relish the opportunity to enjoy outings to places they would otherwise have missed out on.
The askECH coordinator gave 71 presentations to the public about the service and mailed out 3,900 promotional brochures.
A total of 571 enquiries was received by askECH.
37
ECH PROFILE 2012/13|
CHOICE
A YEAR OF
Robert Wilton believes in the benefits of physical activity and regularly attends fitness classes at our Greenacres gym. His involvement in cricket took him overseas to England to represent Australia in the over 70s team in The Ashes.
A YEAR OF
EXPANSION
Full subscription for day programs ECH’s market relevance has been evidenced through the rapid uptake of new services and through some services reaching capacity. In particular, our exisiting centre based day programs were close to capacity during the last year. The rapid increase in attendees at our newly opened Seasiders program is further evidence of the great need for these types of support services.
Rapid increase of wellness programs Over the last year there has been a substantial increase in interest in our fitness and wellbeing programs. This has resulted in the need to quickly expand our current offerings which has been achieved by introducing fee paying services. One location now provides 34 groups each week and is continuing to expand to meet demand.
Focusing on carers ECH introduced several programs during the year to support carers in recognition that this is a substantial area of unmet need. To address this we have been providing new services for carers connected to our centre based day programs through the attendance of a family member. Support has mainly included offering information sessions and providing social and wellbeing opportunities. In one region, an information session achieved an impressive attendance of 50 carers. We have received additional funding in the western region of Adelaide to provide additional days of respite. Seasiders has also been focusing on providing services to carers, offering them counselling and a place to relax.
Further funding for Living Well Living Well assists older people to increase their involvement in the community and optimise their independence. The program focuses on individual interests and offers personal coaching and support through one-to-one consultations with project officers. Previously only available to older people living within the Cities of Salisbury and Port Adelaide Enfield, as well as ECH independent living unit residents, additional funding through Home and Community Care (HACC) has allowed us to expand the program to cover the western, outer northern and north-eastern suburbs.
ECH supports more than 170 older people across six centre based day programs.
More than 5,000 fitness sessions were offered to older people.
Our Wellness Programs were attended by more than 4,000 people.
39
ECH PROFILE 2012/13|
EXPANSION
A YEAR OF
Site Improvement Officers Dayle Anderson (left) and Dylan Digby (right) received qualifications in horticulture in 2013.
A YEAR OF
WORKFORCE INVESTMENT
Pathways to leadership We have continued our commitment to investing in our workforce through the Leadership Pathways Program in 2012/13. Almost 50 employees have participated in an expanded component of the program which now includes a business administration qualification. The leadership skills being taught during the course have been tailored to ECH’s requirements. There is a particular focus on our values of integrity, empathy and respect, developing appropriate industry skills, and putting these into practice immediately.
Skills for site improvement A new initiative involving the up-skilling of our site improvement officers began in 2013. Eight employees completed a course specially tailored for their training needs and interests, and received a Certificate III in Horticulture qualification. This initiative will continue next year with a second round of site improvement officers set to complete the same course.
Recruiting by our values A strong culture and purpose make ECH a great place to work. During the year our Central Recruitment Team processed over 13,000 job applications. New recruitment initiatives included bus shelter advertising and a radio campaign. Underpinning this process is a focus on our values of integrity, empathy and respect which results in a reduction in staff turnover and performance issues, improved staff wellbeing and team development, more appropriate delivery of services and strengthened corporate purpose and values.
Countless training opportunities ECH ensures its workforce is well trained. We are constantly seeking new opportunities for staff training. In 2012/13, our senior leaders attended a Coach the Coach workshop designed to assist them in developing and supporting their teams. A new driver training program was also introduced with a focus on driver competency to ensure the safe transportation of our clients. Ongoing vital industry training in areas such as manual handling and senior first aid continue to be important aspects of our schedule.
Since it began in 2011, more than 200 employees have participated in the Leadership Pathways Program.
More than 400 employees have completed five years of service.
The Central Recruitment Team conducted 578 interviews.
41
ECH PROFILE 2012/13|
WORKFORCE INVESTMENT
A YEAR OF
Linda Eyers and Roma Johnson, both residents of our Kelvin Grove retirement village in Lockleys, lead active lifestyles.
STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30TH JUNE 2013
Revenue Expenditure Employee benefits expense Dietary, medical and housekeeping supplies Depreciation expense Repairs and maintenance Other expenses SURPLUS/(DEFICIT) FOR THE PERIOD Revaluation of assets and investments TOTAL CHANGES IN EQUITY
2013 $'000
2012 $'000
125,949
87,679
86,922 7,293 14,747 4,052 16,398 129,412 (3,463) 1,402 (2,061)
53,134 4,864 11,469 3,594 9,912 82,973 4,706 (754) 3,952
STATEMENT OF FINANCIAL POSITION AS AT 30TH JUNE 2013 2013 $'000
2012 $'000
630 1,286 17,299 19,215
1,613 4,440 42,115 48,168
12,699 278,626 10,873 302,198 321,413
10,678 207,634 218,312 266,480
132,672 27,627 160,299
92,670 10,974 103,644
TOTAL LIABILITIES NET ASSETS
2,053 2,053 162,352 159,061
1,714 1,714 105,358 161,122
EQUITY Retained profits Reserves TOTAL EQUITY
106,630 52,431 159,061
110,093 51,029 161,122
CURRENT ASSETS Cash assets Investments Other current assets
NON CURRENT ASSETS Investments Property, plant and equipment Intangible assets TOTAL ASSETS CURRENT LIABILITIES *Amounts payable to residents Payables, provisions and other liabilities NON CURRENT LIABILITIES Provisions
* Under the Australian equivalents of International Financial Reporting Standards (AIFRS), resident loans are recorded as a current liability due to the short timeframe in which they are required to be paid. In practice only a portion of these loans will be paid within one year. Amounts payable to residents Expected to be paid within one year Expected to be paid after one year
17,684 114,988
11,873 80,797
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ECH PROFILE 2012/13|
FINANCIAL RESULTS
FINANCIAL RESULTS
LABOUR BY DIVISION
$’000
Residential Care
59,297
Community Services
16,340
Independent Living
3,622
Corporate Services
7,663
Total
86,922
REVENUE BY DIVISION
$’000
Residential Care
87,889
Community Services
22,742
Independent Living
13,575
Investment and Other Income
1,743
Total
125,949
AUXILIARY FUNDS AS AT 30TH JUNE 2013 Balance 1/7/12
Plus Receipts
Ross Robertson
10,041
5,611
7,965
0
7,687
Walkerville
64,274
13,662
756
(11,518)
65,662
Total
74,315
19,273
8,721
(11,518)
73,348
Residential Care Centres
Less Plus or Balance Payments Less other 30/6/13
ECH gratefully recognises the receipt of $327, 450 in donations and $33,500 in bequests during 2012/13.
Caption for image on page 44: John Fridmanis, Maintenance Coordinator (independent living units), originally joined ECH as a Maintenance Officer. After being injured at a previous workplace, he has been thankful for the smooth transition back into the workforce.
45
ECH PROFILE 2012/13|
AUDITOR’S REPORT
AUDITOR’S REPORT
GM COMMUNITY SERVICES ANDREW STOLL
CHIEF EXECUTIVE ROB HANKINS
“ECH’s values and philosophy of actively supporting independence provide a great working environment. For me, this means an ongoing opportunity to lead the translation of this philosophy into practice within the services we provide and support older people in the community.”
“ECH’s purpose and
Andrew Stoll
my beliefs about older people are closely aligned. Leading great people who seek innovative ways to provide homes and services that enable our residents and clients to live an enriched life is very inspiring.” Rob Hankins
GM RESIDENTIAL CARE JUDI COOMBE
“Making a real difference in people’s lives through developing flexible care models which allow our residents to continue being unique individuals and valued contributors, is my passion.” Judi Coombe
GM INDEPENDENT LIVING PAUL THORNE
“I am committed to building and developing performance driven teams who make a difference for our residents by delivering memorable customer experiences.” Paul Thorne
GM CORPORATE SERVICES DARREN BIRBECK
“I am passionate about the people that make ECH great. I enjoy seeing them develop and grow their skills and capabilities to meet the needs of our residents and clients, and in being able to provide a work environment that ensures their safety and wellbeing.” Darren Birbeck
Andrew Stoll BA (Social Work), Grad Dip (Public Sector Management), Dip Mgt GENERAL MANAGER COMMUNITY SERVICES Andrew has over 30 years of experience in human services and 26 years of experience in the management and development of aged care services. He has represented the aged care sector and ECH on a number of industry and stakeholder working groups. His passion is developing new and sustainable community services which enable older people to live at home for as long as possible.
Rob Hankins
B.Com, MBA, FAICD
CHIEF EXECUTIVE Rob has led ECH for the last 12 years through a period of significant growth and change. The experience he gained from managing both charitable and for-profit organisations in the health and aged care sectors developed his values driven leadership style. He is strongly focused on promoting ECH’s purpose and values, and in supporting our people through the culture change process that the organisation has undergone in recent years.
Judi Coombe RN, M Health Sc, MBA, Dip Mgt GENERAL MANAGER RESIDENTIAL CARE Judi joined ECH in 2000 as a Residential Site Manager. With extensive experience in the aged care sector, Judi was appointed as General Manager in 2006. She is dedicated to improving quality of life for residents and creating an environment where they feel valued and able to live the life they choose. Judi is involved in a number of industry service provider groups and has been a member of the Aged and Community Services SA & NT Residential Care Committee.
Paul Thorne B.Ed (Bus), Dip Mgt GENERAL MANAGER INDEPENDENT LIVING Paul joined ECH in 2008 after spending 16 years in local government where he held a number of senior management roles including in customer service and organisational development. He strives to deliver exceptional customer experiences and develop performance driven teams. He advocates for age-friendly affordable housing for older people as a member of the Aged and Community Services SA & NT Retirement Living Committee. Darren Birbeck B.Ec (Acc), FCPA, MBA, GAICD, Dip Mgt GENERAL MANAGER CORPORATE SERVICES Darren joined ECH in 2004 after spending 15 years in the manufacturing sector where he held a number of senior finance roles in budgeting, management accounting, financial reporting and financial analysis. In his current role he is committed to developing and growing the skills and capabilities of ECH staff to meet the needs of residents and clients. Darren has been a member of the Aged and Community Services SA & NT Finance Committee since 2005. He was co-opted as a Board Member for the same organisation in 2012/13 and is now an elected member.
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ECH PROFILE 2012/13|
EXECUTIVE TEAM
EXECUTIVE TEAM
ECH is governed by a Board of Directors that is responsible for directing the services and business affairs of the organisation. The primary role of the members is to set the strategic direction and overarching policies to meet the objectives of ECH’s Constitution and to ensure the organisation complies with its regulatory requirements at all times. Policy covering all of ECH’s activities is implemented by the staff under the direction of the Chief Executive and general managers. Directors are invited to join the Board and are appointed for up to four years, with an option to be re-appointed for a further term, depending on the skills required by the Board at that time. Committees of the Board that assist in its governance responsibilities include Audit and Risk Management, Recruitment and Remuneration, and Investment.
Back row: Susy Daw, Steve Laidlaw, Front row: Chief Executive Rob Hankins, Andrew Heard, Richard McLachlan Chairperson Jane Jeffreys and Deputy and Carol Gaston AM. Chairperson Dr Tom Stubbs.
Susy Daw
GAICD, FGLF Appointed October 2011 Susy is a risk management consultant, business mentor and Director of MQM Business Consultants. She has 17 years of experience in risk and strategic consulting for the public and private sectors working in both a strategic and facilitating role. Susy has experience in health, aged care, tourism, finance and banking, tertiary education, real estate, sport and recreation, transport, the building industry and all levels of government.
Steve Laidlaw
B.Ec, B.Com, CA, FAICD Appointed September 2011 Steve is the Chief Financial Officer at People’s Choice Credit Union. He has experience in banking, strategic due diligence, capital allocation, investment valuation, information technology, marketing and product development. With degrees in economics and commerce, Steve has completed the Advanced Management Program at Harvard Business School. He is also a member of the Institute of Chartered Accountants in Australia and is a Fellow of the Australian Institute of Company Directors.
Andrew Heard
B.Bus (Acct), Grad Cert Forensic Studies (Accounting), FCA Appointed July 2010 Andrew is a chartered accountant and joint founder of Heard Phillips, a specialist accounting practice focusing on insolvency, restructuring and litigation support services. A professional accountant for more than 20 years, he is also a Board Member and Trustee of a prominent Adelaide private school and a past Director of the SA Little Athletics Association.
Dr Tom Stubbs Deputy Chair
B.Sc (Hons), PhD, DipEd, LMusA, FAICD, FAIM Appointed September 2008 As Managing Director of Executive Advisory Services, Tom provides advice to the public and private sectors on general management, information management, health system management and reform. He has previously held senior executive positions in numerous state government departments, preceded by a teaching and research role in physics at the University of Adelaide. Tom has extensive board experience and his current roles include being Chair of Education Services Australia Limited.
Richard McLachlan
B.Bus (Property), Grad. Dip Marketing, AAICD Appointed March 2007 Richard is currently General Manager, Riverbank, Infrastructure & Project Coordination at Renewal SA. He has significant experience in commercial, industrial and residential property sectors gained from senior roles in both government and private organisations, and specialist expertise in project masterplanning, stakeholder engagement, market analysis, feasibility studies, project marketing and structuring of project partnerships.
Carol Gaston AM
B.App Sc (Nsg), B.Ed, Grad Dip Env Studies, GAICD Appointed March 2008 Carol has 30 years of experience as a nurse clinician, educator, researcher and senior executive in the public health system across three states, followed by 10 years as an advisor to public, private and not-for-profit community and human service organisations. She has been a member of a number of boards over many years and is involved in overseas humanitarian projects and volunteering.
Rob Hankins Chief Executive
B.Com, MBA, FAICD Appointed July 2003 Rob’s initial experience was gained in private hospital management in both Australia and South Africa. He has managed a range of charitable and for-profit organisations providing acute and rehabilitation health services, independent living accommodation, and residential and community care services. Rob has served on a number of boards during his career and was a director and the National President of Aged and Community Services Australia until late 2012.
Jane Jeffreys Chair
FAICD, FAIM, FAHRI Appointed July 2008 Jane is the Director of Jane Jeffreys Consulting which provides consulting services in strategic and business planning, governance, and executive and board performance. She has previously held executive and senior level positions in the private and public sectors. Jane’s board directorships also include Chair, Adelaide Convention Centre, Chair, Gaming Care, Chair, West Beach Trust and Member, Kangaroo Island Futures Authority.
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ECH PROFILE 2012/13|
BOARD OF DIRECTORS
BOARD OF DIRECTORS
Marilyn Wood attending a Tai Chi class in the newly refurbished exercise room at Seaside Wellness.
THE IMPORTANCE OF ECH TO OUR BOARD “I enjoy being involved in ECH because of the unique opportunity to help people maintain activity, independence, friendship and hope at a time when they might otherwise lose some or all of those aspects so critical to a rich and fulfilling life.” Dr Tom Stubbs
“I‘ve had both professional and personal involvement with aged care organisations and believe ECH to be the provider which puts the client or resident and their family’s needs and interests first. I am in the privileged position of being able to contribute to ECH, continuously improving and adapting to these ever changing needs.” Carol Gaston AM “I believe wholeheartedly in the need for the quality care, services and support ECH provides. Having been responsible for the care of my 100 year old grandmother following the death of my parents, I benefited enormously from the help and support I received in that time.”
“I have a passion for delivering integrated community development projects that provide choices for people of all ages and socio-economic profiles including older South Australians.”
Andrew Heard
Richard McLachlan
ORGANISATION CHART BOARD COMMITTEES
ECH BOARD
CHIEF EXECUTIVE ROB HANKINS
CHIEF EXECUTIVE ADVISOR
EXECUTIVE ASSISTANT
GENERAL MANAGER COMMUNITY SERVICES ANDREW STOLL
GENERAL MANAGER INDEPENDENT LIVING PAUL THORNE
GENERAL MANAGER RESIDENTIAL CARE JUDI COOMBE
GENERAL MANAGER CORPORATE SERVICES DARREN BIRBECK
In-home Programs
Retirement Living
Social Programs
Independent Living Services
Residential Care Centres Resident Referrals
Financial Accounting, Investments and Reporting
Capital Works
Food Services
Property and Facilities Management
Quality Management
Wellness Programs Service Development and Research Initiatives
Corporate Marketing
Volunteer Management
ICT and Records Management People and Culture Group Purchasing Contracts Corporate Reception
• AUDIT AND RISK MANAGEMENT • BOARD RECRUITMENT AND REMUNERATION • INVESTMENT
Internal Audit Risk Management
ECH PROFILE 2012/13|
51
Gwen Tomlinson, Charles Young Residential Care Centre resident, is delighted to receive regular visits from volunteer Kathy Finn and her dog Chloe. Gwen and Kathy have become good friends and often go out shopping together.
In 2013/14, our new initiatives will be to: Technology • implement the Community Services module of our client data collection software called PeoplePoint
• implement a new rostering, time and attendance system
Prevention
Efficiency • actively pursue a range of procurement strategies to improve our buying power and reduce costs • leverage the full potential of our electronic invoicing system to minimise task timeframes and increase productivity • improve the delivery of support to our workforce to reduce the use of resources • provide support and professional guidance to our workforce to ensure that we are operating in the most effective manner • introduce a new property management system to improve the receipt and tracking of maintenance requests from independent living unit residents
Flexibility • continue our commitment to providing residential care which places a priority on meeting the individual preferences of residents • plan for the implementation of community services which reflect the
Consumer Directed Care model with an emphasis on individual budget and statement capabilities
• focus on further equipping staff with the knowledge and resources to understand frailty and prevent falls, particularly within our community and residential care services
Communication • distribute our new Retirement Living Handbook to provide residents with clear information about the services they are entitled to • prepare a service level handbook for older people receiving care through our community services departments
Accreditation • work diligently to achieve accreditation for our retirement living villages under the International Retirement Community Accreditation Scheme (IRCAS)
Enrichment • focus on strategies and care models to enhance quality of life for people living with a diagnosis of dementia
Expansion • determine a sustainable business model for client funded wellness groups and expand to meet demand
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ECH PROFILE 2012/13|
LOOKING AHEAD
LOOKING AHEAD
Largs North
ECH LOCATIONS
Modbury
Oakden
Alberton Woodville North
Ridgehaven
Woodville Gardens
KEY Living Units • Independent Community Services • Residential Care Centres • Corporate Services • North-western North-eastern Eastern Southern Beachside
Greenacres Athelstone
Seaton
Nailsworth Prospect
Collinswood
Croydon Henley Beach
Walkerville
Findon Kidman Park Lockleys
Underdale
Vale Park
St. Peters Evandale
Thebarton
Kensington Gardens
Norwood ADELAIDE CBD
Brooklyn Park
Rosslyn Park Marryatville
West Beach
Leabrook Parkside Unley Fullarton Goodwood Glandore Hyde Kings Park Park Highgate Black Forest
Burnside
Kurralta North Plympton Park
Plympton
Clarence Gardens
Glenelg Morphettville Park Holme
Myrtle Bank
Cumberland Park
Colonel Light Gardens
Heathfield Mitcham
Somerton Park Hove Brighton
Ardrossan Happy Valley Hackham
••• • • • •• ••••
Smithfield Salisbury Nairne Morphett Vale Victor Harbor
Mount Barker
Tiwi Darwin
••
NORTHERN TERRITORY
174 Greenhill Road 174 Greenhill Road
Parkside Parkside
5063 5063
8407 5151 1300 275 324
INDEPENDENT RETIREMENT LIVING Retirement Living Independent living unit enquiries Independent Living Services For independent living unit residents Property Services For independent living unit residents Call Centre
8407 5115 8407 5111 8159 4700
IN-HOME PROGRAMS
Clarence Gardens Greenacres Kidman Park Mount Barker Tiwi Victor Harbor
913-915 South Road 1/1 Rellum Road 358 Findon Road 5/2-4 Cameron Road 11 Creswell Street 33 Cornhill Road
Clarence Gardens Greenacres Kidman Park Mount Barker Tiwi (NT) Victor Harbor
5039 5086 5025 5251 0810 5211
8113 6500 8361 5300 8159 4740 8391 4600 8922 6650 8551 0617
SOCIAL PROGRAMS
COMMUNITY SERVICES
Ross Robertson Day Respite Seasiders Smithy’s Place Southern Sundowner Plus Walkerville
19 Cornhill Road 11 Laidlaw Street 1a Warooka Drive Corner Jade Crescent and Hay Street 11 Laidlaw Street 160 Walkerville Terrace
Victor Harbor Henley Beach Smithfield Happy Valley Henley Beach Walkerville
5211 5022 5114 5159 5022 5081
8551 0600 8356 5398 8254 2992 8381 4901 8356 5398 8342 8367
WELLNESS PROGRAMS
CONTACT US
Corporate Office askECH
Greenacres Henley Beach Morphett Vale Somerton Park Tiwi Victor Harbor
1/19-21 Fosters Road 168a Cudmore Terrace 126 Pimpala Road Grainger Road 11 Creswell Street 33 Cornhill Road
Greenacres Henley Beach Morphett Vale Somerton Park Tiwi (NT) Victor Harbor
5086 5022 5162 5044 0810 5211
8361 5350 8356 3169 8322 5700 8375 1525 8922 6650 8551 0617
Myrtle Bank Morphettville Heathfield Hackham Largs North Ridgehaven Victor Harbor Smithfield Somerton Park Tiwi (NT) Walkerville Kidman Park
5064 5043 5153 5163 5016 5097 5211 5114 5044 0810 5081 5025
8130 6444 8350 3600 8230 5500 8392 6700 8248 9555 8397 0100 8551 0600 8254 4700 8375 1500 8922 6600 8342 8300 8159 4780
RESIDENTIAL CARE Carinya Charles Young Hillside Holly Marten Ridgehaven Ross Robertson Memorial Smithfield Somerton Tiwi Walkerville Food Services
39 Fisher Street 53 Austral Terrace 177 Longwood Road 16-24 Penneys Hill Road 110 Strathfield Terrace Gate 3, Hazel Grove 19 Cornhill Road 1 Warooka Drive Grainger Road 11 Creswell Street 160 Walkerville Terrace 358 Findon Road
ECH Inc 174 Greenhill Road Parkside SA 5063 Telephone: (08) 8407 5151 Country callers: 1800 629 889 Facsimile: (08) 8407 5130 Email: admin@ech.asn.au Web: www.ech.asn.au
Independent Retirement Living Community Services Residential Care