PROFILE 2011/12
Our Purpose To provide quality affordable homes and support to enrich the lives of older people.
William Hilton is an invaluable volunteer at Walkerville Residential Care Centre where he is also a resident. “I chose to move into residential care and it was a good decision. I couldn’t be happier. I enjoy encouraging my fellow residents to join in on the range of lifestyle activities we have here. I try to make people feel welcome and happy.”
COVER: Luke Say, Team Leader Independent Living Services, chats with independent retirement living residents Conrad and Valerie Harmer from ECH’s Brenda Court. PAGE 2–3: Residents Evelyn Newman and Jean Noble enjoying a stroll in one of the beautifully landscaped gardens of Charles Young Residential Care Centre.
SUMMARY OF SERVICES ECH provides:
CONTENTS CHAIR AND CHIEF EXECUTIVE REPORT
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STRATEGIC FRAMEWORK 2015+
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DEVELOPMENT
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WORKFORCE
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COMMUNICATION
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Six therapy service locations offering assistance from allied health professionals and numerous groups promoting activity and wellbeing.
SERVICE AND TECHNOLOGICAL INNOVATION
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SOUND DISCIPLINES
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Five day programs to support people still living in the community and provide respite for their carers.
LONG-TERM VIABILITY
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FINANCIAL RESULTS
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EXECUTIVE TEAM
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ORGANISATION CHART
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BOARD AND EXECUTIVE COLLABORATION
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BOARD OF DIRECTORS
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LOOKING AHEAD
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ECH LOCATIONS
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CONTACT US
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Over 1,650 independent living units across 98 locations supported by Maintenance Services and Independent Living Services. Eleven residential care centres, including nine in metropolitan Adelaide, one in Darwin and one in Victor Harbor on the Fleurieu Peninsula. Eight community service sites coordinating packages of care for people in their own homes.
Two Living Well programs providing social support for independent living unit residents and older people living in the Cities of Salisbury and Port Adelaide Enfield.
Printed and certified to AS/NZS ISO 14001:2004 Environmental Management Systems. Printed on (FSC) paper, using 100% vegetable based process inks.
CHAIR AND CHIEF EXECUTIVE REPORT The flexibility that enables ECH to respond to industry opportunities or react to challenges comes from the collaborative approach that our Board and Executive Team has to strategic planning. The combination of a longer term strategic focus, as well as tactical and operational perspectives, has provided clear direction for a number of important initiatives over the last 12 months. These included: askECH
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The development of an information and advisory service modelled on the findings of an in-depth research study of both existing and potential residents and clients. Independent research Investment into independent research studies to inform housing design and the development of new service models.
It is a privilege to be a key provider of aged care services in Australia at this time of growth and opportunity. The collective voice for the growing proportion of older people in our community is getting stronger and driving industry reform. ECH is at the forefront of this movement through active industry involvement, research and service provision that is responsive to changing market needs. This has included participation in Commonwealth-funded as well as self-funded studies. New retirement living sites Development of new sites for independent retirement living in areas identified as needing affordable retirement options. New homes, as well as refurbishments of homes on existing sites, are designed to meet the changing needs of our residents across their lifetime by providing an adaptable and supportive environment. Preparation for business expansion Extensive due diligence for the expansion of our business through the acquisition of the residential and community care operations of Masonic Homes which took effect on July 1st.
The extra facilities and services increase ECH’s capacity to deliver the highest quality of care to more people as our ageing community grows, whilst generating opportunities for staff to grow as well. Investment into quality of life Commitment to our Lifestyle Model of Care and Enhancing Independence philosophies focuses our work on improving quality of life. Aimed at giving our residents and clients choice and opportunities to do the things they prefer, these philosophies steer our staff training, our policies and procedures and the projects that we fund. All of these projects are pursuant of ECH’s purpose to provide quality affordable homes and support to enrich the lives of older people.
To further advance these and other projects, we look forward to working with our industry colleagues and to government support through its Living Longer, Living Better plan which promises ‘more choice, easier access and better care for older Australians and their families’. ECH will continue to play a leading and active role in the activities of our peak industry associations to ensure aged care reforms are delivered. ECH is an organisation committed to its values. In recruiting, training and managing our staff and in dealing with each other, our residents and clients, and our industry colleagues, we promote integrity, respect and empathy.
Rob Hankins Chief Executive
Jane Jeffreys Chair
STRATEGIC DIRECTIONS
DEVELOPMENT
WORKFORCE
COMMUNICATION
• targeting under-serviced areas in independent retirement living accommodation and community services
• creating a safe, supportive and satisfying work environment so that ECH is a preferred employer and appeals to those wishing to volunteer with us
• establishing various forums to gain feedback on the services ECH provides
• supporting staff to develop their expertise and team skills, and leadership as necessary
• informing different stakeholders of ECH’s achievements and new developments planned
• providing flexibility to meet both work and family needs
• influencing the formulation of Government policy to provide better outcomes for older Australians and ECH
• 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
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• maintaining market relevance in the communities in which we operate • providing a greater range of services, while staying true to our original philosophy
• assisting them in developing better ways to deliver our services • recognising and appreciating their efforts and achievements
• seeking staff and volunteer input in the workplace and in improving our services
ECH has developed a Strategic Framework which is reviewed each year. The Framework guides our operations toward achieving our purpose. In this report, key achievements during the 2011/12 year are reported against our Strategic Directions which are listed below.
STRATEGIC FRAMEWORK 2015+ 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
• ensuring ECH’s services are sustainable for present and future generations
• complying with all relevant legislative requirements and professional standards
• utilising our resources effectively
• 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
• 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
We are committed to
DEVELOPMENT
by targeting under-serviced areas, seeking opportunities, creating affordable housing, maintaining market relevance and providing a greater range of services. Our key development achievements during 2011/12 include: A new service in response to a need for more information In 2010 ECH conducted an extensive market research study which indicated the need for more assistance with understanding aged care services. Throughout the 2011/12 year, we invested significant resources into designing information pathways and software to support the development of a new information service called askECH. This service assists older people to better anticipate and access services to meet their lifestyle goals and plan ahead to remain independent. Being well informed provides security, reduces anxiety and gives a feeling of empowerment and preparedness. Contact askECH on 1300 askECH (1300 275 324) or email askech@ech.asn.au for more information.
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10 Susan Bell, askECH Coordinator, was employed in March to ensure the service was ready for launch at the end of the financial year. Susan is pictured with David and Barbara Robb – some of the first customers to use ECH’s new askECH service during the trial period.
ACHIEVEMENTS 2011/12
STRATEGIC DIRECTION
DEVELOPMENT Offering affordable housing options for older people During the 2011/12 year we increased the number of independent living units offered under the National Rental Affordability Scheme from 99 to 120. Incident benchmarking to minimise risk Our Risk Management Services team implemented a pilot incident benchmarking system at two worksites. The system captures incident data, such as trips and spills, as well as resident or client feedback. This information is then benchmarked against other aged care providers to identify trends and opportunities to improve services. Increasing community services in areas of market need
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Whilst ECH has fully subscribed day programs in each of the four SA metropolitan regions for older people who are frail or who have memory loss, we also have an expanding community services presence in the outer southern suburbs. In-home care packages have been transferred into the region and a day program has been created for people with high support needs.
Our southern therapy services are also well attended. All of the programs are heavily subscribed which is indicative of significant unmet need in the area and an affirmation of our development of new services. To respond to ever-increasing demand for fitness opportunities for older people living independently we have continued to develop programs tailored to the needs of participants and purchased specialised gym equipment to support health and wellbeing. Integrating lifestyle activities into caring In our residential care centres we have commenced a program to integrate lifestyle activities into the carer role, enabling residents to work with a smaller number of staff across the day. This has the benefit of creating more of a family environment with staff who understand both the care needs and lifestyle needs of residents and can integrate these seamlessly. This program was recognised and applauded during the Aged Care Standards and Accreditation Agency visits which occurred earlier this year.
New independent living units Development approval was gained and construction commenced on 15 independent living units at Oakden which are due for completion in May 2013. Almond Grove Retirement Village in Morphett Vale was purchased comprising 23 independent living units as well as offices for community services, and 7,000m² of vacant land at Penneys Hill Road in Hackham was purchased for future development of independent living units. Upgrading facilities to ensure market suitability Numerous capital works projects were completed during the year to ensure our facilities continue serving the market appropriately. These included the upgrade of eight of our retirement living villages as part of our retirement living village upgrade program. Fifteen corporate capital works projects were also completed including a kitchen upgrade at Ross Robertson Memorial Care Centre and internal office alterations at Charles Young Residential Care Centre, both Southern and Western Therapy Services and our Corporate Office in Parkside. During the year, 171 independent living units were refurbished. This included 19 pre-1994 units as part of our village upgrade program, 87 major refurbishments, nine transformations of two small units into one larger unit and 56 minor refurbishments. Major refurbishments include the removal of internal walls to create a more spacious kitchen and living area, and bathroom upgrades that include modern contemporary finishes and dÊcor.
Jeff Atkinson, Manager Capital Works, on the Oakden development site.
ACHIEVEMENTS 2011/12
STRATEGIC DIRECTION
DEVELOPMENT
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New care programs for people discharged from hospital ECH was once again successful in securing a contract for the provision of Transitional Care Packages in our residential care centres to older people who require some additional rehabilitation and/or support before going home from a hospital stay. From reasonably small beginnings in 2010/11, the number of contract places has increased to over 50 beds across six sites in 2012. ECH is also providing support to older people who have been in hospital and are no longer able to return to their own home. This transitional program enables those who are discharged from hospital to live in one of our care centres whilst awaiting permanent placement in a residential care centre that suits both their needs and the needs of their family.
John Koski is photographed making himself a cup of tea in Smithfield Residential Care Centre where he was rehabilitating after a hospital stay for a fall in which he broke his elbow. “I didn’t expect to regain my abilities after the fall, but I feel confident about getting home again now. It is my pleasure to get up every morning and go for a walk to Woolies, whether I need anything or not, so I can chat to my friends along the way.”
Providing a greater range of community services New community services introduced during the year included: • the provision of services specifically for veterans through Veterans’ Home Care • the introduction of an ECH funded service for frail older people in the community who have been identified by their GP as being at risk of falls or hospitalisation • the delivery of Consumer Directed Care packages which enable clients to have greater influence on the care and support that is available to them • assistance to older people managing chronic conditions through a variety of funding sources including the South Australian Government’s health department (SA Health) and the Commonwealth Medicare Benefits Schedule.
Promoting art programs to enrich lives Quality of life is measured not only by physical health but also mental health which comes from feeling happy, valued and fulfilled. To meet our purpose of enriching the lives of older people we continued to support those activities which our clients tell us are important to them. A number of arts projects resulted in wonderful outcomes for clients during the year, including the Also a Mirror drama production which was first run during the 2011 Fringe Festival and again in August. The production was awarded the Every Generation Creative Arts Award in the COTA Positive Ageing Awards. The Walkerville Day Program ran another successful Arts Inclusion Project in conjunction with Pembroke School during the year. Students and day program clients worked together to produce artwork which was then on display in an exhibition held at the school. The craft group at Smithfield Residential Care Centre, as well as clients of Smithy’s Place Day Program also won awards for their handicraft projects on display at the Gawler Show.
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 2011/12 include: People and Culture Plan In February 2012, the Board endorsed ECH’s People and Culture Plan. This plan provides a framework that will guide us in delivering our people and culture objectives to meet the workforce needs of the future. It includes the development of our leadership capacity, succession planning and talent identification, reward and recognition, recruitment, organisational development frameworks and an investment in the personal and professional development of all of our staff. Listening and responding to our staff
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Risk Management Services facilitated the biennial Staff Cultural Survey. The results highlighted an increasing level of staff engagement. ECH has progressed to a culture of ambition whereby staff are looking at better ways of doing things, there is more innovation and an ’anything is possible’ mentality is quite common. Business unit managers communicated results to their staff and action plans were developed to address priority issues. Clinical staff Goretti Lesarge, Nerizza Garcia, Grace Augustine and Nita Ranabhat at our Charles Young Residential Care Centre.
ACHIEVEMENTS 2011/12
Developing leadership and peer support
STRATEGIC DIRECTION
WORKFORCE The first graduates of ECH’s Leadership Development Program were presented with a Diploma of Management in February whilst the next group of senior and first line managers began their studies. The leadership skills program has been tailored to ECH’s requirements and gives participants the opportunity to develop appropriate industry skills and put them into practice immediately. We are committed to developing our future leaders and have selected over 40 staff to be a part of the next phase of the expanded program which now includes a business administration qualification. Plans are underway to continue the program in 2013 to incorporate new employees that have joined us since the program’s inception.
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We have also implemented a peer support program for senior staff at our residential care centres. This has involved each Residential Site Manager and Care Services Manager taking responsibility for a portfolio area.
These areas focus on issues of strategic importance to residential care, such as falls prevention, the dementia environment, pain and palliative care, and infection control. Offering support to valuable new staff with special needs ECH has been pleased to employ some very skilled and highly qualified staff who have come to Australia to further their studies and improve their English. To assist with this, we have been offering English language courses with a focus on clinical and workplace English. ECH was also recognised at a ceremony at Government House for offering employment and support to younger people with mild cognitive and intellectual disabilities looking to enter the workforce. The award was presented to management by His Excellency Rear Admiral Kevin Scarce, Governor of South Australia, for our collaboration with Personnel Employment in providing workforce opportunities across several sites in hospitality and site orderly roles.
Maintenance Officers Colin Letts and Aldo Strippoli working at McGregor Lodge.
Ensuring our suppliers and contractors work safely ECH Maintenance Services was awarded the Self-Insurers of South Australia (SISA) Award for Excellence in Supplier and Contractor Workplace Health and Safety Management. The award recognises contractor management initiatives and covers areas such as occupational health and safety practices, tendering, contractual arrangements and service delivery. Negotiating an Enterprise Agreement There was an excellent level of interest in our Enterprise Agreement process undertaken across employee groups and sites. To allow employees to be involved we provided the opportunity for all sites and work groups to have a nominated member of their work team attend the enterprise bargaining meetings as a site representative and to provide feedback to their work group on the progress of the negotiations. Meetings of these employees and representatives from the relevant unions were held to reach agreement on wages and allowances that considered additional clauses from the relevant awards. Promoting staff fitness Our Therapy Services site in Victor Harbor offers a Strong to the Core program to improve staff fitness, particularly in their core and lower body, whilst Therapy Services in Greenacres offers monthly health education lectures, attended by both clients and staff.
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STRATEGIC DIRECTION
ACHIEVEMENTS 2011/12
WORKFORCE
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Carmel Siebert, Registered Nurse and Staff Development Officer, delivers manual handling training to Bonnie Smith, Dawn Harvie and Susan Wise at Walkerville Residential Care Centre. They will, in turn, train staff at the site in correct manual handling techniques.
Manual Handling Train the Trainer Program The main objective of this program is to reduce manual handling injuries and incidences in residential care. Thirty staff are being equipped with the skills and knowledge required to enable them to deliver training and assess the competency of all site staff in manual handling on an ongoing basis. The intensive three day program covers comprehensive theoretical and practical segments incorporating adult learning principles. This is a collaborative approach involving residential care, corporate training and development, human resources, physiotherapists and specialist equipment suppliers. Reaction and enthusiasm by participants has been exceptional and is leading to positive results back in the workplace.
Rewarding and recognising good performance Reward and recognition programs are run across the organisation. Some staff are given individual rewards for going ‘above and beyond’ and others are awarded titles for the year such as Lifestyle Model of Care Champion and Occupational Health and Safety Advocate. A number of successful staff recognition events were conducted during the year. These included a movie night with 660 people attending, a staff picnic with 500 participants and the City to Bay Fun Run with 54 staff participating. Teaching goal-setting Community Program Coordinators receive intensive applied training in the skills necessary to deliver services with a focus on independence. Key features of the training include understanding what is important to clients and setting goals towards these priorities.
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 2011/12 include: Communication with our residents The Annual General Meeting was held for residents in our retirement living villages in four locations during October. The meetings were attended by 139 residents representing 52 villages. Update meetings were also held in four locations during May to provide residents with important information about current initiatives and new projects. A total of 197 residents attended the update meetings.
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A casual onsite ‘deck chair meeting’ is scheduled at each of our 98 retirement living villages once every two to three years to give residents a chance to get together with their Independent Living Services Coordinator. These meetings can also involve guest speakers. Information provided is specifically targeted at helping residents to remain safe and independent. They also provide another occasion for residents to ask questions and give feedback. During the year, ‘deck chair meetings’ were held at 37 ECH villages and were attended by a total of 331 residents. Independent Living Services Coordinator Lorraine Wilkin chats with Alfred Windsor, from Brenda Court, at an onsite ‘deck chair meeting’.
ACHIEVEMENTS 2011/12
STRATEGIC DIRECTION
COMMUNICATION Various forums for communication with residents, clients and families Coffee and Conversation forums are held in some of our day programs for carers of participants in the programs. The intent is to understand carer needs, assist in accessing services and to inform future service development. A number of our residential care sites have implemented forums specifically for families who have a loved one in a Memory Support Unit. The purpose of the forum is to provide education and support for families as they engage with their relative who is living with cognitive impairment and experiencing a decline in their abilities. This has also enabled families to share their grief and experience with each other in a supportive environment. Residents and clients telling their own stories
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ECHo! magazine is produced in-house three times a year and distributed to residents and their families in our residential care centres, community services clients and by volunteers to each independent retirement living resident.
Our ECHo! Committee receives many submissions for each issue from residents and clients who have interesting stories to tell or milestone anniversaries. Industry communication and partnerships for better client outcomes ECH senior managers are represented on many peak association and industry committees and regularly present papers at many industry forums and conferences. One such paper was delivered by Area Manager Rosanne Collins at the National Community Transitional Care Conference. The presentation was jointly delivered with staff from the Central Adelaide Local Area Health Network and recognised the Partnership in Care program implemented at Charles Young Residential Care Centre. The focus of the program has been on rehabilitation for functional independence ensuring that staff do not undertake activities that compromise the participant’s ability to self care. It has been very successful in assisting a large proportion of participants back to managing independently in their own home and has reduced the time spent in residential care.
Participating in the formulation of government policy ECH provided input into the South Australian Government’s review of the Retirement Villages Act 1987, and the Regulations and Housing Strategy for South Australia. We also provided input into the joint initiative of Commonwealth, State and Territory Governments in preparing National Regulatory Systems for Community Housing and in the introduction of not-for-profit housing legislation in South Australia. Attracting and retaining valuable volunteers Volunteers are an important part of our service delivery and their contributions add so much to the quality of life of residents. A review of ECH’s volunteer program was completed during the year and work was undertaken to identify opportunities to improve the way the organisation attracts, retains and recognises volunteers. A number of functions were held to recognise their contributions including luncheons and theatre performances.
Norman Austin, volunteer at Walkerville Residential Care Centre, is as enthusiastic as residents about the regular indoor bowls games he organises at the centre together with his wife Sue.
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 2011/12 include: Living Well Our Living Well program offers one-on-one support to people who can benefit from expanding their community networks and, through social inclusion, avoid loneliness and hopefully prevent or assist in treating depression. The program offers an opportunity to explore individual preferences and aspirations with personal support from our Living Well Project Officers. Through the program 51% of clients have reported that they have improved their mobility, 40% their sense of wellness and 59% their connectedness.
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Lewis Akhurst, a client of the Living Well program, enjoys doing cross-stitch but found that he was lonely after his wife passed away. He has been able to enjoy great camaraderie since Northern Living Well Project Officer Ashling O’Boyle organised for him to join the Salisbury Stitches group where his cross-stitching is envied by all.
STRATEGIC DIRECTION
SERVICE AND TECHNOLOGICAL INNOVATION Assisting carers to assess options Services provided through our day programs are tailored to the needs of two different client groups – the program participants and their carers. We have increased our focus on providing information and consultative opportunities to carers to assist them to access services they need and to inform our service development. Researching effectiveness of initiatives During the year we commenced and funded longitudinal research to investigate the effect of purpose built housing on the health and wellbeing of older Australians. ECH is also a lead partner in a consortium of agencies and researchers undertaking a research project to evaluate the effectiveness of intervention strategies to reduce social isolation amongst older people.
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ACHIEVEMENTS 2011/12
Resident feedback driving effective maintenance service delivery As reported last year Maintenance Services implemented a new call management system and personal data assistants (PDA) to improve our efficiency in responding to maintenance requests. This year the maintenance team received 21,390 phone calls at an average of 1,782 calls per month. The Maintenance Services team conducts a monthly phone survey of residents. During the year the team achieved an average resident satisfaction rating of 82%. The team received 143 formal compliments about the service they delivered and 39 complaints about their service which was down from 85 the previous year. Greater efficiency in invoice processing This year we upgraded our existing electronic invoice processing software called Basware. The new version includes improved functionality which now incorporates a purchasing module. The system allows us to scan and workflow invoices electronically for approval via email, reducing the processing of paper.
Ivan Lohmeyer, resident of Marten Residential Care Centre, gets great satisfaction from working in the garden at the centre and knowing he is making a valuable contribution.
Lifestyle Model of Care Ongoing delivery of the Lifestyle Model of Care within our residential care centres continues to enable residents to make their own choices and decisions. Five years after the model was first introduced it has become entrenched in our training, service delivery and the dayto-day lives of our residents. Enhancing Independence through community service delivery Implementation of our Enhancing Independence philosophy and method of community services delivery resulted in 37% of clients having reduced dependency, 21% gaining increased functionality and 45% increasing their mobility. We have gained valuable insights into promoting independence in practice.
STRATEGIC DIRECTION
SERVICE AND TECHNOLOGICAL INNOVATION
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ACHIEVEMENTS 2011/12
ECH independent living unit residents Colin and Helen Woods and Judy Williams in the sunroom of Bowden Towers.
Supporting our residents in independent retirement living The Independent Living Services team works in partnership with our independent retirement living residents. In 2011/12 the team provided: • 3,740 occasions of service including 1,294 home visits, 167 new resident visits, assistance with the resolution of 30 resident disputes and 550 visits to residents aged over 80 years as part of our program to increase the frequency of visits to these residents. The top five reasons for service were: • information/resources • referrals to agencies • emotional support • physical support • home and personal safety • 373 referrals to services including RDNS, the Doctors’ Safety Line, the Cancer Council, the Department of Veterans’ Affairs, occupational therapists for home assessments and community services including in-home care, therapy and other programs.
• 15 resident referrals to our ECH STAR (Short Term Assistance and Recovery) program. STAR is a self-funded program to support our independent living unit residents to recover from an event that has compromised their independence such as hospitalisation, ill health, a fall or bereavement. The focus is on maintaining independence. The service is filling a gap for people who are unable to receive alternative services and is provided for a short period of time. Working to prevent falls Falls prevention groups being run by ECH Therapy Services have increased participants’ mobility and significantly reduced their incidence of falls. Falls and balance programs include both education and exercises tailored to individual needs and lifestyle goals with a focus on developing wellbeing and functional independence.
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 2011/12 include: Meeting highest standards and full accreditation After only six months of ECH delivering Veterans’ Home Care services, an external quality review was conducted by the Department of Veterans’ Affairs. All requirements were met and our service delivery was praised by the reviewers. Five of our residential care centres underwent assessments by the Aged Care Standards and Accreditation Agency during the year. This major round of accreditation visits involved Smithfield, Marten, Ross Robertson Memorial, Carinya and Holly Residential Care Centres. Assessed as meeting all 44 expected outcomes at each site, the Agency identified no issues for consideration or recommendation. All ECH residential care centres are fully accredited.
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Accreditation visits involve reviews of procedures and documentation, observations of staff in action, and interviews with staff, residents, visitors and volunteers.
Daniela Paprotny, resident of Marten Residential Care Centre, is visited in her room by her daughter Sandra Foreman.
ACHIEVEMENTS 2011/12
STRATEGIC DIRECTION
SOUND DISCIPLINES
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Greater focus on risk management
Selecting staff who share our values
The Board of Directors approved a revised Risk Management Policy providing an increased focus on high level risks and promoting a risk awareness culture.
Our Central Recruitment team ensures that candidates are selected in accordance with our values of integrity, respect and empathy. The centralised process has provided consistency and rigour to our recruitment decisions. By selecting the most suitable candidates we have seen a reduction in staff turnover, particularly in the first two years of employment. Our strong culture and purpose makes ECH a great place to work and in 2011/12 we received over 7,000 applications.
Our Risk Management Services team implemented an electronic risk management system called Enterprise Risk Assessor (ERA). Managers have added operational risks into ERA and the system will improve the way ECH records risks and manages its risk profile. A review of ECH’s risk profile commenced with the objective of focusing on high level risks and the effectiveness of risk controls. The current Risk Register includes 39 assessed risks. Workshops were conducted for staff involved in the risk, audit and compliance systems. This proved to be a successful program and staff gained a greater appreciation of these systems and their obligations.
Linda Dunne, Carer at Charles Young Residential Care Centre, gives a hand massage and manicure to resident Hannah Reynolds.
ACHIEVEMENTS 2011/12
STRATEGIC DIRECTION
SOUND DISCIPLINES
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Ensuring the standards of in-home service delivery Customer feedback about the in-home services they receive is sought from a sample of carers and clients by telephone each month. Coordinators also make unannounced visits to clients to ensure services are being delivered in accordance with assistance plans.
Community Programs Coordinator David Dann is pictured visiting one of his clients, June Davies. June is 90 years old and receives a Community Aged Care Package (CACP) which includes five visits per week to assist with personal care and also one visit per week for domestic support. June broke her hip in late 2011 and required four months of rehabilitation. In-home assistance has enabled June to remain independent and to look after her cat Pixie. June’s son John says, “Mum really likes the home support workers and we are very pleased with the way she has progressed since coming home from hospital.”
Legislative compliance and improved systems The Risk Management Services team also developed and maintains a Legislative Compliance Register. This is used to alert managers to changes in legislation and standards. This precipitates amendments to policies, procedures and systems to ensure our organisational processes are properly informed by legislative requirements and professional standards. To implement the changes staff are advised and training is arranged where necessary. The implementation of ECH’s audit and systems review has been embraced by staff and has contributed to the good outcomes from residential care accreditation assessments.
Registered as a Registrable Australian Body ECH is an incorporated association in South Australia. As a result of taking on residential and community care operations at Tiwi in the Northern Territory, as a part of the acquisition of Masonic Homes’ care services, it was necessary for us to be registered as a Registrable Australian Body. This enables us to operate services outside of South Australia. Lean Thinking ECH remains committed to improving the way we do things. Our Service Improvement team has been collaborating with the Redesigning Care team from Flinders Medical Centre, who provided training to 140 staff on the concepts of ‘Lean Thinking’. Our staff have been using these concepts to improve the efficiency of our operations allowing us to dedicate more time to our residents and clients.
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 2011/12 to ensure long-term viability include: Efficiencies through co-location of community services ECH’s community programs office at Campbelltown was relocated to a site adjacent to our newly expanded and refurbished Greenacres Therapy Service. This is expected to enhance cross referrals to support greater client health, wellbeing and independence, and improve our staff’s effectiveness and service delivery.
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A Tai Chi class being held in the newly refurbished Greenacres Therapy Services fitness room. Tai Chi is an ancient Chinese health exercise to simultaneously benefit the mind, body and spirit. It has gentle and controlled movements for muscle strength, balance and relaxation. Research has shown that this program is effective in improving stability and in reducing stress and preventing falls.
ACHIEVEMENTS 2011/12
STRATEGIC DIRECTION
LONG-TERM VIABILITY
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Environmental sustainability Throughout the year staff have been encouraged to adopt environmentally friendly work practices including minimising paper use, reducing waste, applying correct waste disposal procedures, recycling appropriate materials, switching off lights and unattended computers, and setting air conditioning at optimal temperatures. We are also purchasing more environmentally friendly chemicals, rechargeable batteries and energy efficient appliances. We decreased the number of six cylinder cars and increased the number of four cylinder cars in our large fleet of motor vehicles during the year and we are encouraging car pooling. ECH has purchased photocopiers that are energy efficient and are made of biomass plastics containing over 60% plant derivatives. We have a private cloud computing environment that reduces energy consumption through fewer physical servers and we are using thin client terminals that have a lifecycle that is twice that of a standard computer terminal and 90% recyclable. Planning has commenced to implement solar panels across our corporate facilities.
Eight retirement living villages have been developed with drought and heat resistant plantings in place of ‘thirsty’ lawns. This initiative has been well accepted by residents and other villages will undergo similar enhancements over the next year. Recognition for Food Services practices ECH Food Services, our central production kitchen, adopts food and nutrition management software created and supported by an international provider called The CBORD Group. This software assists Food Services staff in the efficient management of food production processes. Food Services was a runner up in the ‘Visionary category’ for CBORD’s 2011 Excellence Awards held in October. Chief Executive Rob Hankins and Food Services Manager Trevor Cook represented ECH at the awards ceremony held in Scottsdale, Arizona. CBORD nominated ECH for the award for being a “great example of a visionary organisation” and for having achieved significant savings and operational benefits.
Colin Letts, Plumber and gas-fitter with ECH Maintenance Services, says that he is grateful for the flexibility that ECH gives him. “It’s been valuable to me to be able to organise time off for the extra studies I’ve been doing in the area of environmental protection. There isn’t one aspect of this job I don’t like!”
Efficient operations and work-life balance As a part of a review of our corporate overhead costs, mapping and measuring of the fortnightly payroll process was undertaken which resulted in a range of improvements. The time taken to complete the process was reduced by over a third, improving work-life balance for our payroll staff. Similar reviews were undertaken in our Accounts Payable, Accounts Receivable and Management Accounting teams. Community Services also achieved efficiencies for staff in service delivery. The out of hours on-call system for community services coordinators was refined during the year to reduce the number of calls experienced on weekends, making this work requirement sustainable and more effective. Staffing rosters for home support workers were also restructured to minimise the travel distance in delivering services to clients’ homes.
FINANCIAL RESULTS STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2012 Revenue Expenditure Employee benefits expense Dietary, medical and housekeeping supplies Depreciation expense Repairs and maintenance Other expenses SURPLUS FOR THE PERIOD Revaluation of assets and investments TOTAL CHANGES IN EQUITY
ECH PROFILE 2011/12 |
42
2012 $'000
2011 $'000
87,679
76,692
53,134 4,864 11,469 3,594 9,912 82,973 4,706 (754) 3,952
46,383 4,727 10,669 3,698 8,229 73,706 2,986 325 3,311
STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2012 CURRENT ASSETS Cash assets Investments Other current assets NON CURRENT ASSETS Investments Property, plant and equipment TOTAL ASSETS CURRENT LIABILITIES *Amounts payable to residents Payables, provisions and other liabilities NON CURRENT LIABILITIES Provisions TOTAL LIABILITIES NET ASSETS EQUITY Retained profits Reserves TOTAL EQUITY
2012 $'000
2011 $'000
1,613 4,440 42,115 48,168
1,261 34,597 7,577 43,435
10,678 207,634 218,312 266,480
11,885 195,281 207,166 250,601
92,670 10,974 103,644
83,125 8,631 91,756
1,714 1,714 105,358 161,122
1,675 1,675 93,431 157,170
110,093 51,029 161,122
105,387 51,783 157,170
*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
11,873 80,797
12,936 70,189
ECH PROFILE 2011/12 | 44
AUXILIARY FUNDS - BALANCE OF ACCOUNTS AS AT 30 JUNE 2012 Balance 1/7/11
Plus Receipts
Less Payments
Plus or Less other
Balance 30/6/12
Ross Robertson
6,207
6,213
2,378
0
10,041
Walkerville
79,015
15,855
734
(29,862)
64,274
Total
85,221
22,068
3,112
(29,862)
74,315
Residential Care Centre
ECH gratefully recognises the receipt of $78,277 in donations and $41,800 in bequests during 2011/12.
LABOUR BY DIVISION Residential Care
$'000 35,535
Community Services
8,414
Independent Living
3,329
Corporate Services
5,856
Total 53,134
EXPENSES
$'000
Labour 53,134 Dietary, Medical and Housekeeping 4,864 Depreciation 11,489 Repairs and Maintenance
3,594
Utilities 3,512 Other 6,400
Total 82,973
REVENUE BY DIVISION
$’000
Residential Care
56,681
Community Services
11,437
Independent Living
13,316
Investment and Other Income
6,245
Total 87,679
KEY STATISTICS 1,800 residents living in 1,652 units over 98 villages with an average age of 79.8 years, with five residents aged over 100 Over 1,000 residents are living in either high or low care accommodation across our eleven residential care centres Almost 650 packages of care delivered to clients in their own home Over 4,000 clients participating in day programs, exercise and wellbeing classes, therapy sessions and/or allied health services 2,000 staff and more than 300 volunteers
DURING THE YEAR THERE WERE 3,740 occasions of service from Independent Living Services to independent retirement living residents including 1,294 home visits 14,694 maintenance requests at an average of 1,224 per month Over a million meals prepared by ECH Food Services and delivered to residents in our care centres Over 7,000 job applications received
EXECUTIVE TEAM Rob Hankins Chief Executive B.Com, MBA, FAICD
Rob has led ECH for the last 11 years through a period of growth and change. Experience gained from managing a number of organisations in both the charitable and for-profit sectors within health and aged care has developed Rob’s leadership style which is values-driven, and has a strong focus on promoting the purpose of ECH and supporting our people through the culture change process.
Darren Birbeck GM Corporate Services B.Ec (Acc), FCPA, MBA, GAICD
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 is a member of the Aged and Community Services SA & NT Finance Committee.
Andrew Stoll GM Community Services BA (Social Work), Grad Dip (Public Sector Management), Dip Mgt
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Andrew has over 28 years of experience in human services and 24 years of experience in the management and development of aged care services with extensive knowledge of community networks and community services program development. He represents the aged care sector and ECH on a number of industry and stakeholder working groups.
Mike Blake GM Risk Management Assoc Dip (Bus), CPAHRI, AFAIM, Dip Mgt
Mike has extensive experience in human resources and industrial relations having worked in the SA Public Service for 17 years in various departments and also for Adelaide City Council as Senior Industrial Officer and Manager Human Resources for six years. He has worked for ECH since 1994 in several positions, initially as Human Resources Advisor and also as General Manager Corporate Services for three years before his current role. He has represented the aged care sector on a range of industrial relations and workforce matters.
Judi Coombe GM Residential Care RN, M Health Sc, MBA
Judi joined ECH in 2000 as Director of Care at the Bellevue site. With extensive experience in the aged care sector both in Australia and New Zealand, Judi was appointed to 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 has an active involvement in a number of industry service provider groups and is a member of the Aged and Communtiy Services SA & NT Residential Care Committee.
Paul Thorne GM Independent Living B.Ed (Bus), Dip Mgt
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 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.
ORGANISATION CHART
ECH Board Chief Executive Mr Rob Hankins
Executive Assistant
General Manager Community Services Mr Andrew Stoll
General Manager Independent Living Mr Paul Thorne
General Manager Residential Care Ms Judi Coombe
General Manager Risk Management Mr Mike Blake
General Manager Corporate Services Mr Darren Birbeck
Community and Day Programs
Corporate Reception and Central Enquiries
Residential Care Centres and Referrals
Risk Management
Accommodation Services
Food Services
Financial Accounting, Investments and Reporting
Therapy Services Service Development and Research Initiatives
Independent Living Services Capital Works
ECH PROFILE 2011/12 |
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Board Committees • Audit and Risk Management • Board Recruitment and Remuneration • Investment
Service Assessments, Audit and Compliance Programs Events Coordination
ICT and Records Management Human Resources and OHS&W
Maintenance Services
Service Improvement
Corporate Marketing
Group Purchasing Contracts Organisational Development Central Recruitment
BOARD AND EXECUTIVE COLLABORATION Our Board of Directors and Executive Team work together at planning days held every six months, and throughout the year, to evaluate opportunities, challenges and priority projects for ECH. Projects are assessed against our Strategic Directions which are reviewed annually for their market and business relevance. This process proved particularly effective over the past year as we agreed to proceed with the feasibility assessment for the acquisition of the community and residential care operations of Masonic Homes. Extensive due diligence led to a contract being signed for the change of ownership to ECH on July 1st. Acquiring these new services and facilities is consistent with our intention to look for opportunities for growth in our capacity to deliver more quality homes and support to the growing number of older Australians. The increased size of our operations creates a scale that will enable efficiencies in terms of our systems, procedures and models being applied across more services.
ECH aspires to be a leading not-for-profit provider of affordable, diversified, quality support services to older Australians and will use this position to have input into policy development and decision making that represents their interests.
BOARD OF DIRECTORS
1 Jane Jeffreys Chair FAICD, FAIM, FAHRI
Appointed July 2008 Director, Jane Jeffreys Consulting, providing consulting services in Strategic and Business Planning, Governance and Executive and Board Performance. Previously held executive and senior level positions in the private and public sectors. Board directorships include Chair, Adelaide Convention Centre, Chair and currently CEO at SA Tourism Commission, Chair, Gaming Care, Director, West Beach Trust and a member of the Kangaroo Island Futures Authority.
2
3
Rob Hankins Chief Executive B.Com, MBA, FAICD
ECH Inc 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.
ECH PROFILE 2011/12 |
50
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.
Appointed July 2003 Experience in acute care hospital management in Sydney, Adelaide, Brisbane and South Africa and management of a range of organisations (both charitable and for-profit) providing acute and rehabilitation health services, independent living accommodation, and residential and community care services. Currently National President of Aged and Community Services Australia (ACSA) and a Director of the International Association of Homes and Services for the Ageing (IAHSA), a global ageing network organisation. Pictured left: Rob Hankins and Jane Jeffreys
4
5
6
1 Dr Tom Stubbs Deputy Chair
3 Carol Gaston AM
B.Sc (Hons), PhD, DipEd, LMusA, FAICD, FAIM
B.App Sc (Nsg), B.Ed, Grad Dip Env Studies, GAICD
Appointed September 2008 Managing Director, Executive Advisory Services, providing advice to the public and private sectors in general management, information management, health system management and reform. Former Chief Executive, Government Reform Commission, and previously held senior executive positions in numerous SA Government departments, preceded by a teaching and research (physics) role at the University of Adelaide. Extensive experience in health and aged care, extensive board experience at state and national level, currently Chair, Education Services Australia Limited.
Appointed March 2008 Thirty years of experience as a nurse clinician, educator, researcher and senior executive in the public health system across three states, followed by ten years as an advisor to public, private and not-for-profit community and human service organisations. A member of a number of boards over many years and involved in overseas humanitarian projects and volunteering.
2 Andrew Heard B.Bus (Acct), Grad Cert Forensic Studies (Accounting), FCA
Appointed July 2010 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. A Board Member and Trustee of a prominent Adelaide private school and a past Director of the SA Little Athletics Association.
4 Richard McLachlan B.Bus (Property), Grad. Dip Marketing, AAICD
Appointed March 2007 General Manager, Riverbank, Infrastructure & Project Coordination at RenewalSA. Significant experience in commercial, industrial and residential property sectors gained from senior roles in both government and private organisations. Specialist expertise in project master-planning, stakeholder engagement, market analysis, feasibility studies, project marketing and structuring of project partnerships. Previously Business Development Manager, Bardavcol Pty Ltd, civil engineering construction contractors and General Manager, Development & Asset Management with Defence SA responsible for the development
of key industrial and commercial precincts of the Techport Australia Naval Industry Hub. 5 Susy Daw GAICD, FGLF
Appointed October 2011 Risk management consultant, business mentor and Director of MQM Business Consultants. Sixteen years of experience in risk and strategic consulting for the public and private sector working in both a strategic and facilitating role. A guest speaker on a variety of topics with 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. 6 Steve Laidlaw B.Ec, B.Com, CA, FAICD
Appointed September 2011 Chief Financial Officer at Rural Bank Limited. Experience working in the areas of commodities trading, banking, strategic due diligence, capital allocation, investment valuation, marketing and product development. Degrees in economics and commerce and completed the Advanced Management Program at Harvard Business School. Member of the Institute of Chartered Accountants in Australia and a Fellow of the Australian Institute of Company Directors.
LOOKING AHEAD Integrating new services, sites and staff
Continued property development
Much work during the coming year will be focused on the full integration of the residential and community care services and staff of Masonic Homes that became part of ECH on 1st July.
We will progress our program to upgrade our retirement living villages, refurbish units, complete the new village development project at Oakden and investigate options to further expand the independent living portfolio. More community services will be made available to older people and their carers in the western suburbs where increased need has been identified. Social, health and wellbeing programs will be offered from the refurbished Western Nursing Home site at Henley Beach.
We employed all the Masonic Homes’ staff working in these services who wanted to join us, which increased our staff complement from 1,400 to 2,000. This involved a huge amount of work to amalgamate systems and migrate information, as well as keep all stakeholders informed during the process. Whilst both organisations share similar values, there will be a level of acclimatisation that will provide both learning opportunities and challenges for all our people. Supporting staff to support residents and clients
ECH PROFILE 2011/12 |
52
Corporate Services will continue to work toward providing effective and efficient support to our teams so they can deliver quality homes and services to residents and clients. This may well involve some restructuring to meet the needs of our growing organisation.
Ongoing commitment to Enhancing Independence We have gained valuable insights into promoting independence in practice. The positive outcomes being experienced through our Enhancing Independence and Lifestyle Model of Care philosophies will ensure that our residents, clients and their carers benefit from the ‘independence’ approach we provide in any of the services they access from us.
Charlie and Eileen Paull, residents at Ridgehaven Residential Care Centre which was recently acquired by ECH from Masonic Homes, are served dinner by Lia Parisi in one of the homely dining rooms.
Largs North
ECH LOCATIONS
Modbury
Alberton Woodville North
Ridgehaven
Woodville Gardens
Key
Greenacres Athelstone
• Independent Living Units • Community Services • Residential Care Centres • Corporate Services
Seaton
Nailsworth Prospect
Collinswood
Croydon Henley Beach
Lockleys
North-western North-eastern Eastern Southern Beachside
Walkerville
Findon Kidman Park Underdale
Vale Park
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
Cumberland Park
Colonel Light Gardens
Heathfield Mitcham
Somerton Park Hove Brighton
ECH PROFILE 2011/12 |
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Ardrossan Happy Valley Hackham
••• • • •••• •••
Smithfield Salisbury Nairne Morphett Vale Victor Harbor
Mount Barker
• ••
Tiwi Darwin
NORTHERN TERRITORY
174 Greenhill Road
Parkside
5063
8407 5151
askECH
174 Greenhill Road
Parkside
5063
1300 275 324
INDEPENDENT RETIREMENT LIVING Accommodation Services Independent living unit enquiries Independent Living Services For independent living unit residents Maintenance Services For independent living unit residents
8407 5115 8407 5111 8159 4700
COMMUNITY PROGRAMS
Brighton Greenacres Kidman Park Ridgehaven Tiwi Totness Victor Harbor Westbourne Park
498 Brighton Road Unit 1, 19-21 Fosters Road 358 Findon Road Gate 2, Hazel Grove 11 Creswell Street 23 Mount Barker Road 33 Cornhill Road 433 Goodwood Road
Brighton Greenacres Kidman Park Ridgehaven Tiwi (NT) Totness Victor Harbor Westbourne Park
5048 5086 5025 5097 0810 5250 5211 5041
8172 3100 8369 3393 8159 4740 8219 8222 8922 6650 8391 4600 8551 0617 8271 2166
DAY PROGRAMS
COMMUNITY SERVICES
Ross Robertson Day Respite Smithy’s Place Southern Sundowner Plus Walkerville
19 Cornhill Road 1a Warooka Drive Corner Jade Crescent and Hay Street 168a Cudmore Terrace 160 Walkerville Terrace
Victor Harbor Smithfield Happy Valley Henley Beach Walkerville
5211 5114 5159 5022 5081
8551 0600 8254 2992 8381 4901 8356 3169 8342 8367
THERAPY SERVICES
CONTACT US
Corporate Office
Greenacres Henley Beach Morphett Vale Somerton Park Tiwi Victor Harbor
Unit 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
8369 3393 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
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
Kidman Park
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 Living Units Community Services Residential Care