PROFILE 2013/14
We understand... Some things never change
FRONT COVER
Audrey Dunn f Having spent her working life as a nurse, caring for people is second nature to Blodwin Court resident Audrey Dunn. Audrey’s gentle and kind character shines through as she reminisces about her working days at the Women’s and Children’s Hospital, Melbourne’s The Alfred Hospital, Sydney’s Repat, and her adventures overseas. “The group I trained with still keeps in touch every 10 years and 2012 was the last time we caught up,” she says. “It’s been 66 years since I finished training. The group that started together is still alive, every single one of us.” “One of the reasons we kept in touch was we all moved into the nurses’ home and lived together, helped each other out and did everything as one big family; that created the basis of the friendships.” Audrey moved to her ECH unit in 2005 and has loved it ever since. “Living here has been exactly what I wanted,” she says.
Watch older people morph into their younger selves in our new video stories -
‘Some things never change’ View on our website at: www.ech.asn.au or simply scan the ECH QR Code using your smartphone or tablet QR Code Reader App. Don’t have a QR Code Reader App on your smartphone? • Go to the App Store on your smartphone • Select Search • Type QR Code • Select a free QR Code Reader App of your choice • Download to your phone Open the App and simply hold your phone over the QR tag reader below to be taken to a couple of creative ‘Some things never change’ videos.
“We are a quiet group but are always there for each other.”
f ECH QR Code
Today there is a lot of change People are living longer
technology is moving faster
the world is ever smaller.
But some things never change While older people may have a slower pace strolling rather than rushing and perhaps names are harder to remember, we know that the essence of a person remains the same. We’re all still young on the inside - with passions, opinions, humour and potential.
It’s this vitality that we aim to enrich
Our Purpose
To provide quality affordable homes and support to enrich the lives of older people.
The men’s social club at Seasiders Day Program engages in a range of activities including woodwork projects. Pictured repairing a table are, (left to right) Warren, Keith and volunteer John.
PROFILE CONTENTS CHAIR AND CHIEF EXECUTIVE’S REPORT
6
STRATEGIC FRAMEWORK 2015+
8
DEVELOPMENT
12
WORKFORCE
16
COMMUNICATION
18
SERVICE AND TECHNOLOGICAL INNOVATION
22
SOUND DISCIPLINES
26
LONG-TERM VIABILITY
28
FINANCIAL RESULTS
34
EXECUTIVE TEAM
38
BOARD OF DIRECTORS
40
LOOKING AHEAD
42
ECH LOCATIONS
44
CONTACT US
45
ORGANISATIONAL CHART
46
ECH SERVICES PROVIDED
47
Printed by AS/NZS ISO 14001:2004 Environmental Management Systems certified printer. Printed on Pacesetter Satin (FSC) stock using 100% vegetable based inks.
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Chair and Chief Executive’s Report People’s needs change. ECH’s homes and services have also evolved over the years in step with our residents’ and clients’ changing needs and aspirations. As a key provider of services to older people we spend much time researching how people like to live, how they anticipate living well in their later years and how we can add greater value to their lives. Our findings inform the design of our homes and villages and an ever-expanding range of tailored community services we offer to best support healthy independent living for the growing number of increasingly older people. To be true to our Purpose the ECH Board and Executive team have always strategically planned for change, but never more so than in the last few years as we’ve prepared for the rising proportion of older people in our community.
These are discerning, savvy people who want to live life to the full and make their own choices about where and how they will live; with support and advice rather than care and direction. Selling our residential care centres in South Australia to Allity in May was a difficult decision as we were proud of the 10 high quality, fully accredited centres which more than 1,000 people call home. The sale does however facilitate further expansion of our affordable retirement housing options and our range of community services, so people can remain in their own home with the support they choose to assist them in achieving their goals. During the year ECH expanded its wellness and day programs tailored to our clients’ specific needs. These programs include the
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(Left to right) Site Improvement Officer Dylan Digby spreads mulch in Branston Court; Information Officer Liz Greenham visits a resident at Rotary Village; Home Support Worker Jill John assists In-home Programs client Joyce Morgan; retirement village neighbours Helen and Colin Woods and Judy Williams (far right).
Star Bene exercise group for an active and funloving Italian community in Greenacres and the men’s woodworking group for some creative and hands-on members of the Seasiders Day Program in Henley Beach. We also opened a new community service office in Clarence Gardens. The program to upgrade our 98 retirement living villages continued throughout the year with a further five villages completely redone and 74 units renovated when they became vacant. Our retirement homes and villages are being remodelled so they can accommodate the changing needs of residents as they age at home – wider pathways, elimination of steps, waterwise gardens and open plan interiors. Our Values continue to be central to all our interactions. We know that happy residents and clients are our best advertising and we
place a high priority on customer service. Our staff now use handheld tablets to log and track maintenance requests from retirement living residents, and to plan and review services with our community clients. So ECH is changing just as the world and older people’s needs are changing. We understand however that the essence of a person doesn’t change as they age. Nurturing this fundamental vitality is central to the homes and support we offer so that residents and clients are able to live full and independent lives at home, where they want to be.
Rob Hankins Chief Executive
Jane Jeffreys Chair
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Strategic Framework 2015+ ECH has developed a Strategic Framework, which is reviewed each year, to guide our operations toward our Purpose. In this report, key achievements during the 2013/14 year are reported against our six Strategic Directions. Development • targeting under-serviced areas in independent 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
Workforce • 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 Communication • establishing various forums to gain feedback on services ECH provides • seeking staff and volunteer input in the workplace and in improving our services
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(Left to right) Customer Service Officer Vicki Blackman; Seaside Wellness client Lorraine McInerney with Therapy Services Coordinator Kevin Holohan; Manager Capital Works Jeff Atkinson and Architectural Draftsperson Damien Smith discuss site upgrades; In-home Programs client Ruth Hill.
• 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 Service and technological innovations • 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 • maintaining a high level of corporate governance across all our operations
• re-assessing the appropriateness of ECH’s legal and tax structure • complying with all relevant legislative requirements and professional standards • ensuring the delivery of services remains consistent with our Purpose and Values • identifying and managing risks and their impact on ECH’s operations Long-term viability • 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
Mavis Fathers f When Mavis Fathers opens the door to her Williams Court home, she opens the door to her generous and selfless heart. Petite and eloquent, Mavis is a doting great grandmother who is only too happy to welcome old and new friends into her home. Mavis and her husband Allan celebrated their 65th wedding anniversary on 5th March and Mavis fondly remembers the night Allan proposed. “One night Allan came over to help me babysit my three younger sisters while my mother and father went out,” she recalls. “He made three attempts to ask me and on the third time he asked, my youngest sister popped her head around the corner and said, ‘Oh lovely. I’ve always wanted a brother-in-law’.” Residents since 1996, Allan and Mavis have had many wonderful years in their home. “Allan and I enjoy coming home and it is truly a home,” Mavis says. “We like the surroundings, everybody is so helpful and we feel really spoilt.”
f
We are committed to
Development
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The younger onset dementia group, Northern Rangers, which meets regularly at Smithy’s Place Day Program, test Adelaide’s new footbridge. Clients (left to right) Deane, Nigel, Jimmy and Len are pictured with Team Leader Susan Kath (third from left) and Alzheimer’s SA Social Support Officer Eric Cruz (far right).
Growth in social program participation in areas of market need During the year, 51 retirement village residents were referred to our Living Well Program, which assists older people to increase their involvement in the community if they are feeling lonely or isolated. This is a 600 per cent increase in referrals from the previous year. There was also rapid growth in the number of participants in the Seasiders Day Program in Henley Beach confirming the need for these valuable social programs. A group for people with younger onset dementia was also started at Smithy’s Place Day Program in Smithfield whilst carer support groups were established at both Seasiders and Southern Day Programs. Consolidation of Community Services offices Smaller therapy program offices in Ridgehaven and Somerton Park were consolidated into larger regional wellness centres offering a broad range of services and programs in Greenacres, Henley Beach, Morphett Vale, Victor Harbor and Tiwi in the Northern Territory. Also, smaller in-home programs offices in Brighton and Westbourne Park were consolidated into larger central premises in Clarence Gardens. Encouraging vitality in care centres Lifestyle coordinators in ECH’s residential care centres continued to organise a changing program of activities for residents’ enjoyment and strength. At Charles Young Residential Care Centre modified yoga and meditation classes were introduced in December and there were up to 20 attendees each week, including residents from the memory support unit. There are many studies proving that yoga can increase mobility and improve wellbeing. Provision of quality affordable housing options The Retirement Living team contracted 114 quality affordable retirement living units and handed over 105 units to new residents. Also, as part of our benevolence ECH provided 324 units for rent to support older people with minimal assets to live independently in the community.
were People received Carers received 15,903 Attendances made by 435 clients 95 in-home social support 318 respite from ECH at our day programs
from Living Well
social programs
13 ECH PROFILE 2013/14
We are committed to DEVELOPMENT by targeting under-serviced areas, creating affordable housing, maintaining market relevance and providing a greater range of services. Our key development achievements during 2013/14 include:
We are committed to
Development
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Residents Shirley and William Adcock enjoy the fully upgraded grounds around their home in Modbury’s Rotary Village.
ECH also supported COTA’s Every Generation Festival to celebrate positive ageing by hosting a number of activities for residents, clients and staff. Our Independent Living Services team (ILS) provided 4,033 service contacts to our retirement village residents including 1,299 home visits and 183 referrals to other agencies to support their independence. The ILS team also conducted 67 village deck chair meetings, which were attended by 510 residents. These casual meetings in our retirement villages give residents another opportunity to ask questions or raise concerns with ECH whilst socialising with neighbours. New and upgraded retirement villages Our newest retirement village Oakden Estate, in the north-eastern suburbs, was fully occupied during the year. The homes are all designed to meet the Livable Housing Design Guidelines to support people to remain in their homes for as long as they choose. Features include wider doorways, greater accessibility and level access to all areas. The modern designs of the villas provide comfort and efficiency with a cost-saving six star energy rating. The range of environmentally sustainable features includes solar panels, solar hot water systems and storm water recycling. Oakden Estate is ideally located close to shops, cafes, parks, public transport and medical facilities. During the year the Capital Works Team refurbished 74 retirement units and completed five full village upgrades to address infrastructure issues, improve accessibility and the amenity and appearance of the villages. The Capital Works team also completed nine major corporate projects including refurbishment of Ross Robertson Memorial Care Centre; upgrades at Marten and Carinya Residential Care Centres, and significant site improvements of ECH premises at Clarence Gardens, Mount Barker, Smithfield, Kidman Park and Morphett Vale.
contacts were refurbished contracted 74 Units 114 Units 4,033 Service were made by ILS and five retirement by the Retirement to village residents
villages were upgraded
Living team
15 ECH PROFILE 2013/14
Activities to support living independently ECH’s annual Independent Retirement Living Expo held at the Adelaide Entertainment Centre was attended by 470 of our retirement village residents and people on our registration list, compared with 245 visitors the previous year, and included 20 exhibitors. The focus was on providing information to support older people living independently.
We are focused on our
Workforce
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In-home Programs client Betty Dunstan receives domestic assistance from Home Support Worker Christine Beavan.
Bullying and harassment and social media training Bullying and harassment and social media training was successfully delivered to more than 1,500 staff across all sites and regions. The training was tailored to suit three distinct tiers of staff within ECH; senior managers, supervisory staff and operational employees. Being a preferred employer Over the course of 2013/14 our Central Recruitment team made 653 offers of employment, completed 1,239 reference checks, performed 2,079 phone screens, participated in 350 interviews and received an amazing 18,348 applications. Developing skills and leadership A range of professional development opportunities were provided across all staff groups covering topics such as medication management, palliative care, lean thinking, customer service and effective services delivery with people who have dementia. Twelve grounds maintenance officers also successfully graduated with a Certificate III in Horticulture. Meanwhile ECH has provided leadership training to 206 employees over the last three years. This training has been delivered as either Certificate IV in Frontline Management or Diploma of Business Management and continues to positively influence the culture of ECH. Support for improvements in service delivery We developed a number of ways to assist staff with their delivery of consumer directed services. These included providing training for home support workers and training for new consultants in conversational assessment and goal setting in pursuit of understanding client aspirations and priorities. Weekly case reviews and peer reviews amongst client services consultants were also introduced for professional development and as an accountability mechanism. A discussion facility established on our intranet provided further support by providing a forum for sharing experiences with the conversion of standard Home Care packages to the government’s new Consumer Directed Care (CDC) packages, where consumers are given more choice.
sent Employees received Employees received 18,348 Applications to our recruitment 206 leadership training 1,500 bullying and team for 653 jobs
in the last 3 years
harassment training
17 ECH PROFILE 2013/14
We are focused on our WORKFORCE by creating a safe and satisfying work environment, supporting staff and service development, providing flexibility and recognising their efforts. Our key workforce achievements during 2013/14 include:
We are dedicated to
Communication
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(Left to right) Capital Works Manager Jeff Atkinson and Project Manager Capital Works Christian MacIntosh discuss retirement village upgrade plans with residents Shirley Scriven and Brian Battersby from Leonard Court, Collinswood.
Consulting with consumers Consumers representing all of our community service business areas were brought together to form a consumer reference group. This group provides feedback on ECH service initiatives, forms and procedures. An external facilitator was also engaged to conduct focus groups with a range of ECH clients and staff to gain feedback on several topics including what is important to people as they age, Consumer Directed Care and healthy/positive ageing. Feedback from the groups has informed ECH’s approach to the implementation of Consumer Directed Care and future service development opportunities. More compliments and fewer complaints Our Independent Living teams received 231 compliments, compared with 226 in the previous 12 months, the majority of which related to service received or the staff delivering the service. They also received 112 complaints, compared with 123 the previous 12 months, the majority of which related to service delivery, contractors or the village upgrades. Our Community Services and Property and Facilities Management (P&FM) areas use a Net Promoter Score to gauge loyalty, which consistently rated between +60 and +100 across all services. Any positive score means more promoters than detractors. The closer the score is to 100 the more loyal promoters. Growing number of community services volunteers In 2013/14 the number of volunteers assisting within centre-based programs by sharing their time, skills and ideas has tripled. This number is increasing in line with the demand for and implementation of new programs and services. Social programs interfacing with the community Our social programs benefit from collaborative working relationships developed with other stakeholders including Carers SA, The Alzheimer’s Association (SA), service clubs and groups, local councils and schools. Three nominations were lodged for external awards highlighting social programs achievements.
views are 40,000 Page recorded on ECH’s website every month
more 2 Times compliments than complaints received
village 510 Retirement residents attended 67 ILS meetings
19 ECH PROFILE 2013/14
We are dedicated to COMMUNICATION by seeking feedback from customers, staff and volunteers, informing stakeholders of our achievements and plans and participating in industry discussion. Our key communication achievements during 2013/14 include:
We are dedicated to
Communication
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Ross Robertson Memorial Care Centre resident Jean Miller enjoys a craft session with volunteer Steve Cook.
Staff retreats continued throughout the year to ensure all employees adopted this methodology of allowing residents to be flexible in how they spent their time each day and the activities they elected to take part in. Lifestyle coordinators in each of the care centres organised a variety of activities to encourage residents to migrate to different wings of the centres and socialise with a range of their neighbours. Industry service and policy development Throughout the year ECH was involved in peak body associations representing most areas of the aged care industry and also actively participated in relevant consultations to inform the formulation of government policy. We provided a response to the Commonwealth Home Support Program consultation and, through our involvement with the Aged and Community Services Retirement Living Committee and industry networks, we continued to work with the government on 34 recommendations which arose from a review of the Retirement Villages Act. ECH supports greater transparency in the Act but is opposed to the unnecessary imposition of red tape regulation which will increase costs for residents. Our staff regularly attend regional collaborative forums, including Southern Services Reform Group, Northern Collaborative Project and the Eastern Regional Collaborative Group, and other networks through which impending government reforms are discussed. Residents and clients telling their own stories ECHo! magazine is produced in-house three times a year and distributed to our residents and clients. The magazine is a vehicle for informing readers about new or changed services whilst our editor also receives many submissions from readers who have interesting life stories to tell or reports on activities in their retirement village. Our annual survey provides feedback to ensure the publication meets their requirements.
village Residents have our were 172 Retirement 10,223 Attendances residents are aged 1,700 publications hand made to allied health services
over 90 years
delivered each year
21 ECH PROFILE 2013/14
Lifestyle Model of Care The acquisition of ECH’s four new residential care centres from Masonic Homes in 2012 ushered in a period of assimilation of a number of ECH models and procedures including the adoption of our Lifestyle Model of Care at each of the new centres. The Lifestyle Model of Care enables residents to make their own choices and decisions and was entrenched in ECH residential care training, service delivery and the day-to-day lives of residents.
We will explore
Service and Technological Innovation
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Bowden Towers residents Colin and Helen Woods catch up with their neighbour Judy Williams (centre).
Retirement Living Handbook We created a Retirement Living Handbook for village residents to provide them with a clear and concise explanation of the services we do and do not provide, their rights and responsibilities, all ECH service contact phone numbers and other valuable information. More focus on client goals Client assessment tools were implemented which are based upon identified key determinants of a client’s ability to maintain independence in the community. The tools include outcome measures that are relevant to the client’s personal goals, for example improved mobility and /or reduced social isolation. The assessment and outcome framework creates a structure for us to measure and evaluate the effectiveness of client engagement. Our model of in-home service delivery was reconfigured to better support clients with our restorative approach to service delivery and within the new CDC framework. The changes included the creation of dedicated support roles to assist clients in their decision making for services most suitable to their individual wishes and needs. Creative service provision in day programs A key priority in our day programs is to provide stimulating activities for people with dementia, and opportunities for creative expression are always popular. Art exhibitions were hosted at each of Seasiders, Southern and Walkerville Day Programs, and during the year a choir was formed from the Seasiders attendees. Also important is care for the carers of our day program attendees. Post graduate counselling students were introduced during the year to provide counselling services to support carers at Seasiders, and 25 carers have utilised this service so far.
hours received In-home visits were 1,486 Clients 196,406 Service provided in ECH packages 221,105 made to deliver care clients’ homes
in their homes
to clients
23 ECH PROFILE 2013/14
We will explore SERVICE AND TECHNOLOGICAL INNOVATION by supporting the independence of our residents and clients, delivering effective outcomes, researching needs and enabling access to services. Our key service and technological achievements during 2013/14 include:
We will explore
Service and Technological Innovation
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Fitness Leader Elena Russo assists clients Melva Tosolini and Margaretha Goczan (in background) during a Fit & Feisty exercise class at Greenacres Therapy Service.
Enhanced online access In response to the growing proportion of our website enquiries that originate from smart phones and tablets, ECH launched a Mobile Optimised Website in December 2013 to ensure that consumers arrive at an easy to read and navigate website tailored to these smaller screens. Resources directed toward search engine marketing and optimisation were increased during the year to ensure our website was visible on search engines such as Google and that consumer enquiries were met with relevant ECH solutions. Review of nursing service Nursing services were reviewed with the aim of ensuring the best staff and skill mix to provide professional, efficient and effective support for ECH clients. Nursing assessments have also been refined to simplify the discussion with clients about their needs. These changes were made to provide a more customer-friendly service consistent with changing community expectations. More wellness services in more places The number of people attending and benefiting from group strength and fitness sessions at our wellness centres increased by more than 100 per cent over the year, reducing their risk of falls, enabling them to increase their social connection with others and increasing their strength and confidence. In response to demand, early morning exercise sessions were added at some wellness centres and satellite services were established in areas identified as having a high proportion of older people. The first location is Cooinda Community Centre at Marion with others being planned across Adelaide.
travelled Jobs are on average are 26,500 Calls 783,271 Kms by P&FM staff 12,300 logged each received by P&FM in one year
year by P&FM
each year
25 ECH PROFILE 2013/14
Improved property management system During the year the former Maintenance Services team transformed itself into Property and Facilities Management (P&FM) to provide the organisation with a better focus on managing its facilities and assets. The business area also enhanced its capability with the implementation of a new asset management system, FSI Concept Evolution. The P&FM team is supported by many approved contractors who all go through corporate induction.
We will implement
Sound Disciplines
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Registered Nurse Nita Ranabhat assists a resident in the nurses’ station at Charles Young Residential Care Centre.
Managing business risk and legislative compliance All ECH managers identify and register operational risks into our electronic risk management system, Enterprise Risk Assessor (ERA), which records and manages the organisation’s risk profile and identifies appropriate controls. Also, to ensure our processes are properly informed by legislative requirements and professional standards, our Legislative Compliance Register is used to alert managers to changes in legislation and standards. This precipitates amendments to policies, procedures and systems. Minimising risks for residents and clients The Independent Living Services team developed and implemented a Significant Life Event (SLE) process that provides a personalised service to support residents to remain living independently in their units in the event of an incident. The SLE process involves educating residents about falls prevention programs and strategies as well as providing residents and their families with assistance to remain comfortably at home. A new Nursing Induction Program for home support workers was established to ensure all new in-home support staff have the basic skills to provide appropriate support to our clients in the areas of infection control, medication management and assisting people with a level of memory loss. Superior safety performance In September, ECH was named Self-Insured Employer of the Year 2013 at the Self-Insurers of South Australia awards. This award was in addition to ECH being given the top rating by WorkCoverSA after an extensive audit as part of our self-insurance licence renewal. All care centres fully accredited ECH is very proud of the 10 high quality residential care centres in South Australia that were fully accredited and assessed as meeting all 44 expected outcomes at each site by the Aged Care Standards and Accreditation Agency when they were sold to Allity in May. Tiwi Residential Care Centre in Darwin was also accredited in September 2013.
gave Self-Insured No. 1 ECH No. 1 WorkCoverSA ECH their top rating Employee of the after extensive audit
Year 2013
care 11 ECH centres were fully accredited
27 ECH PROFILE 2013/14
We will implement SOUND DISCIPLINES by maintaining a high level of governance, complying with legislative requirements and professional standards, managing risks and working to our values. Sound disciplines adopted during 2013/14 include:
We will maintain
Long-Term Viability
ECH PROFILE 2013/14
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In-home Programs client Graham Rogers enjoys a day at the Royal Adelaide Show with Home Support Worker Leah Estevez.
Resource pool for staff efficiencies In July a resource pool was established to more effectively address and manage rostering needs in residential care. People were recruited who were able to work at more than one site and with the capacity to work as casual staff, filling any roster vacancies that arose. ECH was then able to recruit from the resource pool to fill permanent roster vacancies, meaning that positions that once would take many weeks to replace could be quickly filled. This minimised reliance on agency staff, reduced labour costs and created more stability for residents who would get to know familiar faces. Care centre efficiencies Throughout the course of the year we continued to refine and improve the operations of our residential care operations. We made the decision to bring hospitality and cleaning operations in-house at the four centres that had been acquired from Masonic Homes (Ridgehaven, Somerton Park, Heathfield and Tiwi) which required the recruitment of a significant number of staff. These sites were also transferred to our PeoplePoint Clinical Services software. Financial analysis and forecasting During this year of significant change ECH has performed a number of comprehensive reviews and financial analyses to ensure the future viability of the organisation. This included long range forecasting, scenario planning, sensitivity and risk analysis and industry benchmarking. We employed the services of MacroPlanDimasi to prepare a detailed financial model to assess the long range sustainability of our Independent Living business. Funding for growth ECH was successful in obtaining significant funding in the 2013 Commonwealth Home and Community Care funding round, which has ensured longer term viability of ECH’s social programs.
by 5,595 exhibitions held attended ECH 3 Artto showcase 40,270 Attendances 5,595 Clients clients at ECH’s six day wellness centres program creativity
during the year
wellness centres
29 ECH PROFILE 2013/14
We will maintain LONG-TERM VIABILITY by ensuring our services are sustainable, utilising resources effectively and operating a financially viable business that has influence at all levels of authority. Our key achievements during 2013/14 to ensure long-term viability include:
We will maintain
Long-Term Viability
ECH PROFILE 2013/14
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Site Improvement Officer Ian Wood discusses a job, which has been logged on his iPad, with Branston Court residents Maureen and John Atkinson.
Process changes for new Consumer Directed Care (CDC) environment Changes to our business processes were implemented to ensure we are able to deliver home care packages within a CDC framework and continue to direct resources to client service delivery. This included the restructure of the Coordinator role (to become Client Services Consultants) to effectively deliver the requirements associated with CDC and client reablement. We also started using a business process mapping methodology to improve processes associated with commencing a package, rostering, home support worker leave cover and zoning of staff for efficient service delivery. Information tools for service efficiency The implementation of Property and Facilities Management’s (P&FM) new asset management system, FSI Concept Evolution, enables better asset management. As part of this new system the team implemented a mobile solution for P&FM and Capital Works staff whereby mini iPads using suitable software Go App support field staff to better manage requests and job allocations. P&FM also implemented a Knowledge Base that field staff are able to access via their mini iPads, which provides them with a comprehensive guide to all our activities with links to information and responses to questions clients raise. In-home and wellness staff are also now using iPads for assessments to streamline these activities and reduce cost. Working toward financial independence To support ongoing growth of our wellness operations we have been working to source various creative forms of funding, for example: grants from local government, the Medicare Benefits Schedule, private health funds, corporate sponsorship and user pay arrangements.
people in ECH’s Of people in ECH’s people in ECH’s 37% Ofrestorative 82% Ofrestorative program 63% restorative program program avoided hospital
improved mobility
had reduced frailty
31 ECH PROFILE 2013/14
Early intervention to avoid acute care ECH’s restorative program aims to prevent hospital admissions and/or premature entry into residential aged care by identifying risk factors and providing early intervention. The program provides comprehensive non-medical assessment in the community by an occupational therapist, physiotherapist or other allied health professional. Over the last two years 82 per cent of participants had no hospital presentation and continued to live at home for at least the four months after their initial assessment, 63 per cent improved their functional mobility, and 37 per cent decreased their level of frailty.
Dave Roberts f There’s not much that can wipe off the welcoming, heartfelt grin from Dave Roberts’ face. Ask him about baseball and the grin gets even bigger. Dave, who resides at Torrens Court with his wife of 12 years Marlene, played baseball for South Australia from 1949 to 1962 and for Australia from 1950 to 1955 and again in 1962. In 2000 Dave received an award for sporting achievement from the Prime Minister, and in 2005 was inducted in the Australian Baseball Hall of Fame. He has played 868 league, interstate and international games. Dave’s extensive collection of photographs, news articles, trophies and baseball paraphernalia are testament to the profound legacy he has left on the South Australian baseball community. At 86, Dave is a content man who appreciates his retirement years. “Marlene and I love our little house in the village,” he says. “We enjoy the company, it’s nice and small so we don’t have to do too much and we like it here immensely.”
f
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Financial Results STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2014 2014 2013 $’000 $’000 REVENUE 201,739 125,949 EXPENDITURE Employee benefits expense Dietary, medical and housekeeping supplies Depreciation expense Repairs and maintenance Other expenses SURPLUS FOR THE PERIOD
81,219 86,922 6,903 7,293 14,829 14,747 4,139 4,052 13,637 16,398 120,727 129,412 81,012 (3,463)
Revaluation of assets and investments
(1,130) 1,402
TOTAL CHANGES IN EQUITY
79,882 (2,061)
REVENUE BY DIVISION
$’000
EXPENSES
$’000
$’000
Residential Care
82,939
Labour 81,219
Donations 12
Community Services
23,944
Independent Living
13,867
Dietary, Medical and Housekeeping 6,903
Bequests 31
Corporate Services
80,989
Depreciation 14,829
Total
201,739
Repairs and Maintenance
4,139
Utilities 5,448 LABOUR BY DIVISION
$’000
Residential Care
53,273
Community Services
17,112
Independent Living
3,383
Corporate Services
7,451
Total 81,219
Other 8,189 Total 120,727
ECH previously held funds on behalf of the residential care centres’ auxiliaries. Following the sale of the residential care centres in South Australia to Allity Pty Ltd, these amounts have been reimbursed to the auxiliaries.
STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2014 2014 2013 $’000 $’000
35 ECH PROFILE 2013/14
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 TOTAL LIABILITIES NET ASSETS
751 630 132,942 1,286 10,460 17,299 144,153 19,215
- 12,699 171,736 278,626 - 10,873 171,736 302,198 315,889 321,413
68,685 132,672 6,358 27,627 75,043 160,299 1,903 2,053 1,903 2,053 76,946 162,352 238,943 159,061
EQUITY Retained profits 188,855 103,908 Reserves 50,088 55,153 TOTAL EQUITY 238,943 159,061 * 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 5,999 17,684 Expected to be paid after one year 62,686 114,988
Auditor’s Report ECH PROFILE 2013/14
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Southern Day Program client Gertrud Marxsen enjoys a cuddle from regular visitor Penny.
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Executive Team ECH PROFILE 2013/14
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GM COMMUNITY SERVICES
CHIEF EXECUTIVE
GM RESIDENTIAL CARE
GM INDEPENDENT LIVING
GM CORPORATE SERVICES
ANDREW STOLL
ROB HANKINS
JUDI COOMBE
PAUL THORNE
DARREN BIRBECK
Andrew Stoll BA (Social Work), Grad Dip (Public Sector Management), Dip Mgt
Rob Hankins B.Com, MBA, FAICD CHIEF EXECUTIVE
Rob has led ECH for the last 13 years through a period of significant growth and change for both ECH and the aged care industry. He is a strong advocate of quality market research to ensure that housing and support is responsive to the needs of older people and, as a result has encouraged a flexible approach to ECH’s service provision. The ECH Purpose and Values are central to Rob’s leadership through the culture change process.
Judi Coombe RN, M Health Sc, MBA, Dip Mgt GENERAL MANAGER RESIDENTIAL CARE
Judi joined ECH in 2000 and transferred to Allity in May of this year with the sale of ECH’s South Australian residential care centres. Judi was appointed as a General Manager in 2006 and was a valuable member of the executive team for eight years. She worked hard leading up to and through the sale process to minimise disruption to the lives of residents and staff. With extensive experience in the aged care sector, Judi is dedicated to improving the quality of life for residents and creating an environment where they feel valued and able to live the life they choose.
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 customer service and organisational development. He is passionate about building and developing performance driven teams that make a difference for our residents by delivering memorable customer experiences. 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 his current role he is committed to developing the skills and capabilities of ECH staff to meet the needs of residents and clients, while ensuring the future financial sustainability of the organisation. Darren is a Board Member of Aged and Community Services SA & NT and has served on the Finance Committee of the same organisation since 2005.
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GENERAL MANAGER COMMUNITY SERVICES
Andrew has more than 30 years of experience in human services with 27 years dedicated to the management and development of services for older people. He currently chairs the Aged and Community Services SA & NT Community Services Committee and has represented the aged care sector and ECH on a number of industry and stakeholder working groups. His passion is developing sustainable community services which enable older people to live at home for as long as possible.
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ECH Inc is governed by a Board of Directors who are responsible for directing the business affairs of the organisation. The primary role of the members is to set the strategic directions 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. Our Board of Directors and Executive team work together to evaluate opportunities, challenges and priority projects for ECH which are assessed against our Strategic Directions.
Board of Directors Jane Jeffreys Chair
Dr Tom Stubbs Deputy Chair
FAICD, FAIM, FAHRI
B.Sc (Hons), PhD, DipEd, LMusA, FAICD, FAIM
Appointed July 2008
Appointed September 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, South Australian Tourism Commission, Chair, Gaming Care, Chair, West Beach Trust and Member, Kangaroo Island Futures Authority.
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 October 2011
Appointed March 2007
Susy is a risk management consultant, business mentor and Director of MQM Business Consultants. She has 18 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.
Richard has more than 20 years of experience in commercial, industrial and residential property in both construction and development. He has experience in project master-planning, marketing, stakeholder engagement and commercial structuring and has been responsible for high profile projects including the Techport Australia Naval Industry Precinct, the Greater Riverbank Precinct Implementation Plan and the Playford Growth Areas Infrastructure Project.
Steve Laidlaw
Carol Gaston AM
B.Ec, B.Com, CA, FAICD
B.App Sc (Nsg), B.Ed, Grad Dip Env Studies, GAICD
Appointed September 2011
Appointed March 2008
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.
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
Andrew Heard
Appointed July 2003
B.Bus (Acct), Grad Cert Forensic Studies (Acct), FCA, MAICD 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.
B.Com, MBA, FAICD Rob has experience in acute care hospital management in both Australia and South Africa. Over the years, he has been involved in the management of a range of charitable and for-profit organisations providing acute and rehabilitation health services, independent living accommodation, and residential and community care services. He has previously held national and international board positions within the aged care industry.
Back row: Susy Daw, Steve Laidlaw, Andrew Heard, Richard McLachlan and Carol Gaston AM. Front row: Chief Executive Rob Hankins, Chair Jane Jeffreys and Deputy Chair Dr Tom Stubbs.
41 ECH PROFILE 2013/14
Susy Daw GAICD, FGLF
Looking Ahead ECH PROFILE 2013/14
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Project Manager Capital Works Christian MacIntosh and Manager Capital Works Jeff Atkinson assess retirement housing options onsite with contractor Mathew Doyle (left).
Independent Living ECH will maintain, further develop and expand the number of our retirement villages that reflect the type of housing that older Australians have told us that they want via research: • Smaller villages - generally with fewer than 25 units. • Located within established areas - villages in small clusters of homes in the general community, enabling our residents to remain connected to the community where they lived before moving into their ECH home. • Homes designed to cater for needs to the end of life - so residents can stay at home even as their needs change. • With support - our dedicated Independent Living Services team assists residents to continue living independently in the community. • At an affordable price - homes at a range of prices to put quality units within reach of most people. We will continue to provide potential residents with a range of contract options so they have choice in deciding how they wish to spend the funds from the sale of their home. Also, our resident agreements are easy to understand and they outline clear financing arrangements. Community Care ECH will continue to evolve and expand on a range of community services to support the independence that older people want to remain living in their own homes with a focus on: • Reablement - realistic goals developed by clients together with case managers who then assist them in their achievement. • Supporting people with dementia - day centre programs providing socialisation for people with medium to high level dementia / memory loss so they can remain living at home in the community, where they are most comfortable. • Carer support - to actively boost the informal carers’ capacity to continue caring. • Partnerships - community-based programs that benefit from relationships with GPs, allied health, geriatricians, medical and allied health students as well as school students. • Availability - located across the greater metropolitan area, in areas identified in research as being areas of need, our in-home, wellness and day programs offer accessibility.
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ECH has been innovative in the housing and services we have developed over the last 50 years. We plan to continue to be true to our Purpose and provide quality affordable homes and support to enrich the lives of older people for the foreseeable future.
Largs North
ECH Locations ECH locations as at 30 June 2014.
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Modbury
Oakden
Alberton Woodville North
Ridgehaven
Woodville Gardens
Greenacres Athelstone
Seaton
Nailsworth Prospect
Collinswood
Croydon Henley Beach
Walkerville
Findon Kidman Park Lockleys
Underdale
Vale Park
St. Peters Evandale
Thebarton
Kensington Gardens
Norwood
KEY
ADELAIDE CBD
Brooklyn Park
Living Units • Independent Community Services • Residential Care • Corporate Services • North-western North-eastern Eastern Southern Beachside
West Beach
Rosslyn Park Marryatville Leabrook
Parkside Unley Goodwood Fullarton Glandore Hyde Kings Park Park Black Forest Highgate
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
Corporate Office
174 Greenhill Road
Parkside
5063
8407 5151
ask ECH
174 Greenhill Road
Parkside
5063
1300 275 324
Independent Retirement Living Retirement Living
Independent living unit enquiries
8407 5115
Independent Living Services
For independent living unit residents
8407 5111
Property Services
For independent living unit residents
8159 4700
Community Services In-home Programs Clarence Gardens
913-915 South Road
Clarence Gardens
5039
8113 6500
Greenacres
1/1 Rellum Road
Greenacres
5086
8361 5300
Kidman Park
358 Findon Road
Kidman Park
5025
8159 4740
Mount Barker
5/2-4 Cameron Road
Mount Barker
5251
8391 4600
Tiwi
11 Creswell Street
Tiwi (NT)
0810
8922 6650
Victor Harbor
33 Cornhill Road
Victor Harbor
5211
8551 0617
Ross Robertson Day Respite
19 Cornhill Road
Victor Harbor
5211
8551 0600
Seasiders
11 Laidlaw Street
Henley Beach
5022
8356 5398
Smithy’s Place
1a Warooka Drive
Smithfield
5114
8254 2992
Southern
Corner Jade Cres and Hay St
Happy Valley
5159
8381 4901
Sundowner Plus
11 Laidlaw Street
Henley Beach
5022
8356 5398
Walkerville
160 Walkerville Terrace
Walkerville
5081
8407 5285
Greenacres
1/19-21 Fosters Road
Greenacres
5086
8361 5350
Henley Beach
168a Cudmore Terrace
Henley Beach
5022
8356 3169
Morphett Vale
126 Pimpala Road
Morphett Vale
5162
8322 5700
Tiwi
11 Creswell Street
Tiwi (NT)
0810
8922 6650
Victor Harbor
33 Cornhill Road
Victor Harbor
5211
8551 0617
Social Programs
Wellness Programs
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Contact Us
Organisational Chart As at 30 June 2014.
BOARD COMMITTEES
ECH BOARD
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CHIEF EXECUTIVE ROB HANKINS
CHIEF EXECUTIVE ADVISOR
GENERAL MANAGER COMMUNITY SERVICES ANDREW STOLL
GENERAL MANAGER INDEPENDENT LIVING PAUL THORNE
GENERAL MANAGER CORPORATE SERVICES DARREN BIRBECK
In-home Programs
Retirement Living
Social Programs
Independent Living Services
Financial Accounting, Investments and Reporting
EXECUTIVE ASSISTANT
Wellness Programs Service Development and Research Initiatives
Capital Works Property and Facilities Management Corporate Marketing
Caption
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 Quality Management
BACK COVER
In 2013/14 ECH provided: • More than 1,600 independent retirement living units across 98 locations supported by Property and Facilities Management and Independent Living Services. • 11 residential care centres which provided care and accommodation to more than 1,000 residents with food supplied from ECH Food Services. The 10 South Australian care centres and Food Services were sold to Allity Pty Ltd in May. • Packages of care for 1,486 people living at home, coordinated through seven In-home Programs sites. • Six wellness centres promoting fitness and wellbeing. There were more than 50,000 attendances. • Six centre-based day programs to support people still living in the community and provide respite for their carers. There were almost 16,000 attendances. • Living Well Programs offering support for 95 socially isolated people to expand their community networks.
John Reiners f A man of many talents, Little Adelaide Village resident John Reiners was a go-getter from a young age and not much has changed. At just 17 and fresh out of school he joined the Royal Australian Navy for two years, fighting against the Japanese under General Douglas MacArthur. “I was in charge of the radar on the ship,” John says. “My job was to let the ships know where they could land.” When John returned home he studied dentistry at Adelaide University for five years and ran a practice in Melbourne Street, North Adelaide until his retirement. Then he took up painting. “I had a gallery in Melbourne Street and I was with the Adelaide Art Society for many years.” Now living a comfortable life in his ECH village, John says it’s been wonderful. “As soon as I arrived my neighbour said it was good to have another navy man in the village. I also found another neighbour who does painting. They have been great company and we have things in common.” “I joined a croquet club and I enjoy doing my own cooking. A group of us meet twice a week or sometimes more and we get together and have a few drinks.”
f
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