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Profile
2010/11
Independent Living Units
Community Services
Residential Care
Independent living residents from Rotary Village enjoy regular social
gatherings and are always up for some friendly competition.
Our Purpose
To provide quality affordable
homes and support
to enrich the lives of older people.
Colin and Helen Woods, independent living residents from Bowden Towers
and ECH volunteers, maintain an active lifestyle.
Contents
Message from the Chair and Chief Executive
6
Strategic Framework 2015+
8
Development
10
Workforce
14
Communication
18
Service and Technological Innovation
22
Sound Disciplines
26
Long-Term Viability
30
Financial Results
34
Executive Team
38
Organisation Chart
39
Board of Directors
40
ECH Locations
42
Independent Living Units
43
Contact Us
44
We appreciate the residents, clients, volunteers
and staff members who were photographed for
Profile 2010 /11.
Printed and certified to AS/NZS ISO 14001:2004 Environmental Management Systems.
Printed on Impress Satin (FSC) stock using 100% vegetable based process inks.
Front cover: Side by Side art project participants Clarice Chalmers,
Kevin Stewart and Lidia Minicozzi with Activity Assistant Emma Sanderson.
Message
6
from the Chair and Chief Executive
Side by Side art project participant Kevin Stewart adds some finishing
touches to his artwork with Activity Assistant Emma Sanderson.
Our values and our Strategic Framework guide our work at ECH
In providing services to over 5,000 older South Australians, we work and communicate with a large
number of people and organisations. How effectively we cater for the ever evolving needs of this
dynamic group is reliant upon the way we listen and respond to them. Therefore, the focus of our
service delivery always comes back to how we interact with our residents and clients, their families
and supporters, and with each other. Our dedicated workforce of more than 1,200 staff and 300
volunteers is involved in this process. They are guided by our Strategic Framework and our values
of integrity, respect and empathy.
We focus on achieving goals
We are a dedicated team
It is important to us to encourage, support
and assist our residents and clients to
achieve their goals. Similarly, we need to
consolidate and improve our services to
achieve the goals we set for ourselves within
our Strategic Framework. Reflecting on
our activities over the last year, this report
outlines for you the steps we have taken
toward meeting our strategic objectives.
Profile 2010/11 highlights the achievements
of our staff, residents and clients, and
indicates how we plan to build on their
efforts in the coming year.
A major influence over the success of our
initiatives in the last twelve months has been
our continued commitment to supporting
our employees, researching new ways to
assist people and seeking feedback from our
stakeholders. This requires dedication and
hard work by our people, and they have risen
to the challenge. We would like to take this
opportunity to thank our staff and volunteers
for their contribution to ECH’s achievements
during the year and to our role as a leading
provider of aged care services in South
Australia.
We invest in service initiatives
We are committed to our purpose
This year has seen significant advances made
in the way we operate and the services we
provide. As you will discover in the following
pages, we have further consolidated our
Enhancing Independence and Lifestyle
Model of Care philosophies through training,
new developments and service initiatives. At
the core of these models is our strong desire
to enable older people to continue living as
independently as they are able to through
providing assistance they see as creative,
flexible and empowering. Our new initiatives
focus on responding to trends in market
need and in allowing consumers greater
freedom and choice.
Ultimately, our reason for being is to
ensure our residents and clients, and their
families and caregivers, are living to their
full potential. Our success is not simply
measured by what we do, but more
importantly by the personal achievements
of our residents and clients. We are totally
committed to our purpose - providing quality
affordable homes and support to enrich the
lives of older people.
Rob Hankins
Chief Executive
Side by Side art project participants, ranging in age from 60 to
100, created over 150 pieces of art over nine weekly sessions,
most of which were displayed to the public at a formal exhibition.
Jane Jeffreys
Chair
7
Strategic
Framework 2015+
Aspirations
• To be a leading not-for-profit provider of affordable, diversified,
quality support services to older South Australians, particularly
people who are not as well off financially, at their chosen
place of abode.
• To establish services that will provide coverage to the majority
of older South Australians.
• To be acknowledged by a range of stakeholders as an
organisation that provides valued services and communicates
with its residents and clients, and the wider community.
• To be acknowledged as an employer that provides a high level
of workforce support and development.
• To be acknowledged as a responsible corporate citizen with
respect to the environmental impact that the delivery of its
services has on society.
• Through achieving and maintaining this position, ECH will
continue to be recognised as a major provider within the
sector, and will use this position to have input into policy
development and decision-making, representing the interests
of senior South Australians.
Strategic Directions
Development
Workforce
Communication
• targeting under-serviced
areas in independent
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 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 for the
future
• 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
8
• providing flexibility to meet
both work and family needs
• assisting staff 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
• participating, where possible,
in influencing the formulation
of Government policy to
provide better outcomes for
older South Australians and
ECH
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
• re-assessing the
appropriateness of ECH’s
legal and tax structure
• utilising our resources
effectively
• complying with all relevant
legislative requirements and
professional standards
• ensuring the delivery of our
services remains consistent
with the values of ECH
• identifying and managing
risks and their impact on
ECH’s operations
• 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
Beryl Hazel, a resident of Smithfield Residential Care Centre, shares a moment
with Receptionist Dianne Carter in one of the centre’s tranquil courtyard gardens.
9
Strategic Direction
10
Development
Smithy’s Place Team Leader Susan Kath welcomes day program participant
Ruby Dawe as she is dropped off by her daughter Pamela Wilson.
Achievements 2010/11
Responding to market need for
independent living options
Development applications were lodged for
new independent living sites in two areas
which have been identified as having a
shortfall in older age-friendly housing. ECH
plans to construct 15 units at Oakden and 30
units across two sites at Smithfield. We also
increased the number of units offered under
the National Rental Affordability Scheme
from 64 to 99.
Expanding services for day program
participants
The James Martin Day Program, previously
located at Willaston, was relocated in
February 2011 to refurbished premises
at Smithfield and reopened as Smithy’s
Place. In this new location, the program is
better placed to respond to the needs of
the participants while also enabling them
to reconnect with the wider community.
The Southern Day Program in Happy Valley
continues to experience rapid growth in client
numbers and has been expanded to operate
for five days per week.
Funding initiatives to address
community service gaps
During 2010/11, we continued to respond
to unmet needs in the community by
establishing new programs based on service
gaps identified through market research. An
example of this is the Southern Day Program
at Happy Valley where ECH funds the full
cost of the service. The program is highly
successful and well attended and we are
therefore seeking ongoing funding to ensure
its long-term sustainability. The rapid growth
of the program is a testament to the need for
these services. We also provide additional
funding to increase the operational capacity
of Smithy’s Place. This support equates to
two full days of client activities each week.
Offering new and innovative community
services
Due to the success of the Living Well
program for our independent living residents,
we launched a similar program, called
Northern Living Well, in early 2010 in
partnership with the City of Salisbury’s Home
Assist. Specifically for residents living in the
City of Salisbury, this Home and Community
Care funded service offers one-on-one
support to help older people reconnect with
their community.
ECH also initiated and is funding the
Restorative Project which provides nonclinical support for frail older people who are
frequent visitors to their general practitioner
and who are at risk of hospitalisation. The
project works on identifying risk factors for
each participant and providing support to
improve their health and reduce the need
for frequent medical assistance. In addition
to these new services, we gained a further
37 packages to provide in-home services to
community clients.
Using creativity to raise awareness of
memory loss
ECH has continued to place an emphasis on
art as a medium for people with dementia to
remain connected and engaged while also
enhancing the community’s perception of
memory loss. Riding on the success of three
previous projects, Walkerville Day Program
ran its fourth Arts Inclusion Project in 2011.
We provided meaningful support and activities to almost 200
older people through over 8,300 attendances at our day programs.
11
Strategic Direction
12
Development
Smithfield Residential Care Centre residents Bessie Gallop
and Elizabeth Henry return home after a shopping expedition.
Achievements 2010/11
Entitled ‘Side by Side’, the project involved
the collaboration of nine older people,
nine high school students and an artist to
produce several works of art which were
displayed at a formal exhibition.
Beginning in late 2010, ECH partnered with
Urban Myth Theatre of Youth to develop a
theatre production entitled ‘Also a Mirror’.
The production focused on the stories of
some of our clients to raise awareness
of and change misconceptions about
memory loss and dementia. A cast of young
performers took the production to the stage
as part of the Adelaide Fringe Festival.
We also supported ‘Telling My Story’, a
project between Helping Hand Aged Care
and the Media Resource Centre, which gave
fourteen older people the chance to record a
short film about their lives.
Ensuring residents in care
are enabled to choose
We consolidated our Lifestyle Model of
Care through training and peer support in
2010/11, with a focus on the manner in
which staff communicate with residents and
the degree to which they enable residents
to make choices and decisions. The Lifestyle
Model of Care was implemented four years
ago to provide flexibility in care delivery so
residents can be assisted to live their lives
the way they did in the community.
Enhancing care for residents
with dementia
In 2010, we engaged the services of
an educator specialising in dementia to
enhance our Lifestyle Model of Care
concept through a structured behaviour
management process. As a result of this
training, staff developed a number of new
initiatives including a concept entitled
The Aged Care Standards & Accreditation Agency conducted
ten visits across our seven residential care sites in 2010/11.
Assessors reported that they were able to observe how the
Lifestyle Model of Care improved residents’ quality of life.
‘Just a Minute’. Some residents do not
remember every staff member, to the point
where they feel uncertain about why the
staff member has entered their room. Reestablishing a relationship of trust with the
resident prior to undertaking care activities
is very important. This does not take very
long. In fact, it takes ‘just a minute’. This
minute ensures the resident feels safe and
that they know they are being looked after
by a trusted person who cares about their
dignity, privacy and wellbeing.
Looking forward to
2011/12:
• Investigate options to expand our
Independent Retirement Living
portfolio.
• Finalise documentation for
approval of a new development
at Hackham and commence
construction of units at Oakden
and Smithfield (stage one) once
council approval has been granted.
• Develop an Independent
Retirement Living Service
Statement and implement
the International Retirement
Community Accreditation Scheme.
• Review unit design and
refurbishment specifications for
one bedroom units to ensure they
are meeting market need.
• Refurbish the Western Nursing
Home site to provide areas
for new community services,
including support for carers.
• Create work process efficiencies
in residential care to enable more
resident contact time.
13
Strategic Direction
14
Workforce
Margi Arnold, Registered Nurse at Carinya Residential Care Centre,
takes a moment to check resident Mavis Toms’ blood pressure.
Achievements 2010/11
Providing leadership training
The new Leadership Development Program
was successfully launched in 2010/11, with
more than 100 senior and first line managers
participating. The program clarifies what
ECH expects of its leaders and gives
them the opportunity to develop and apply
skills that will assist them to meet future
challenges in the industry. This program was
funded by the State Government under their
Productivity Places Program.
Supporting residential care
in business operations
The position of business services manager
was introduced across our seven residential
care centres to enhance our capability to
meet regulatory outcomes efficiently and
effectively without sacrificing our focus on
lifestyle requirements.
The business services manager role is
responsible for areas of finance, human
resources, quality, occupational health,
safety and welfare, and administration at
site level. This new staffing model has
increased our capacity and capability in both
clinical and business roles.
Continuing annual training for all staff
ECH is committed to ensuring all staff
members have the opportunity to maintain
and increase their skills and knowledge
to perform their tasks to the highest
standard possible. In 2010/11, staff across
the organisation were provided with an
extensive range of learning programs,
including regular update workshops and
refresher training.
In recognition of their time on the road,
home support workers and community
services coordinators were provided with
driver safety training.
Volunteer and staff bus drivers underwent
driver accreditation in order to ensure safe
driving standards were maintained. We
also supported the up-skilling of community
services staff through aged care certificate
studies and dementia training, with a
number of positions being filled through
internal promotions.
Improving efficiency in volunteer
management
We have over 300 volunteers with a wide
variety of talents and skills who assist us
in enriching the lives of our residents and
clients. In 2011, a review of volunteers
was completed to assess how they were
being utilised across our organisation. The
findings from the review will provide a basis
for improving our volunteer attraction and
retention strategies.
Equipping staff for more effective
service delivery
An internal audit program was implemented
across all business units within ECH. This
program identified a range of opportunities
to improve policies, procedures, services
and systems for the benefit of residents,
clients and staff, and also more efficient
ways to assist staff in meeting our
compliance obligations.
The need to improve the way we
communicate policies and procedures
to staff was identified during the audit
program. A revised system will be
implemented in 2011/12.
In providing residential care accommodation to around 800 residents,
our commitment to quality clinical care has been further enhanced
through the introduction of business services managers.
15
Strategic Direction
Workforce
16
Smithy’s Place Coordinator Kelly Reardon works part-time with flexible hours, providing her with
a satisfying work-life balance which allows her to spend more time with her two young children.
Achievements 2010/11
Providing flexible work arrangements
ECH understands that a balance between
work and home life is essential to a satisfied
workforce. Part-time and flexible work
arrangements continue to be offered across
several staffing groups, providing support
to those who have family responsibilities.
We have also been focusing on ways to
ensure the most effective and appropriate
workplace culture is developed.
Recognising the efforts and
achievements of our workforce
Showing appreciation to staff for their
efforts and achievements is of high
importance to ECH, and we have several
reward and recognition schemes in place.
In 2010/11, the contributions of staff across
all departments were recognised with a
movie night, family picnic and through
sponsorship of staff entering the City to Bay
Fun Run. Volunteers were acknowledged
during National Volunteer Week in May
2011 and were provided with movie tickets
as gifts of appreciation. Auxiliary members
and bus drivers were also invited to attend a
Christmas luncheon.
Investing in staff wellbeing
In early 2010, we initiated a pilot staff
wellbeing program with the assistance of
an external health service provider. The
program aims to improve staff health and
maximise their wellbeing through offering
professional education, support and
coaching, ultimately contributing to a more
satisfied and productive workforce.
This year, we continued to pilot the
wellbeing program to selected ECH sites,
including Ross Robertson Memorial
Almost 85% of our workforce is employed on a part-time
or casual basis, providing flexibility and work-life balance
for staff members with family commitments.
and Holly Residential Care Centres,
Community Services Southern Regional
and Maintenance Services. As part of this
initiative, the Step Up Program was delivered
to staff at these sites during September and
November 2010. This program specifically
focused on increasing the physical activity
habits of staff. Results have been very
positive for those who have participated
in this program, with several individuals
achieving personal wellbeing goals.
Looking forward to
2011/12:
• Enhance staff wellbeing and
engagement, and reduce staff
injuries and absenteeism by
identifying common risk factors
and making changes or providing
training to address them.
• Prepare a People and Culture Plan
to outline initiatives and strategies
that will assist us in moving
towards our aspired workplace
culture.
• Improve manual handling
competence and practices of staff
through communication, training
and assessments.
• Review the existing reward and
recognition program and develop a
matrix for talent identification.
• Develop frameworks and systems
for the effective delivery of cultural
change, leadership development,
performance management and
training across the organisation.
• Implement strategies to embed
risk management functions into
ECH’s culture and operations.
17
Strategic Direction
Communication
18
Charles Young Residential Care Centre staff members Ali Gow-Smith, Jasmin Hodder
and Deanne Stefanek discuss ways to improve services for residents at a training retreat.
Achievements 2010/11
Providing numerous avenues
for feedback
It is vital that we assess whether our
services are meeting the needs of our
residents and clients, and also whether
there are any improvements which could
be made to the services we provide and
the way we operate. All ECH residents,
clients, their families and carers, staff and
volunteers are invited to provide feedback
at any time during the year through forms
which are readily available at each of our
sites.
Assessing the satisfaction of our
independent living residents
In September 2010, ECH engaged
an external organisation to conduct a
satisfaction survey of our independent
living residents. We had a response rate
of almost 70 per cent which gave us
a comprehensive view of whether our
residents’ needs were being adequately
met and what improvements could be made
to our services. The information gained
from this survey is already shaping how we
operate and is guiding our future plans. We
also held our usual Update Meetings and
Annual General Meetings, where residents
received information about developments
and services and were also given the
opportunity to provide feedback directly to
staff.
Surveying consumers of our
day programs
Participants of our day programs, and
their carers, were given the opportunity to
provide feedback via a survey which was
conducted internally.
Three retreats were held for residential care staff,
involving 134 people from our seven care centres.
The results revealed that these programs
deliver significant benefits to both the
participants and their carers. For example,
87 per cent of clients reported that they felt
less lonely and 95 per cent agreed that they
felt part of a group where their contribution
was valued. Carers also rated the program
highly, with 100 per cent reporting that they
have peace of mind that their loved one is
well cared for and 91 per cent agreeing that
the program contributes to their positive
morale and emotional and mental health.
Opportunities for improvement were also
identified and these will be addressed in the
coming year.
Seeking staff and volunteer input into
improving services
Staff members and volunteers are
encouraged to provide suggestions for
improvements because ECH recognises that
each person has a valuable and varied set
of skills and knowledge. During 2010/11,
specific input was sought from community
services staff involved in administering
packages of care. Community coordinators
and administration staff also participated
in time and motion studies to address
workload concerns.
Home support workers provided valuable
input into improving the assessment
process for clients with dementia through
sharing their practical insights into the
day to day needs of clients. During the
extensive volunteer review conducted
in 2011, volunteers from each site were
consulted and their views taken into account
in preparing action plans in response to the
review’s recommendations.
19
Strategic Direction
Communication
20
Independent Living Services (ILS) Coordinator Lorraine Wilkin provides Fred Smeaton,
independent living resident from Kardella, with information about local activities and support services.
Achievements 2010/11
Developing a new marketing brand for
Independent Retirement Living
Over the last twelve months, a new suite
of marketing materials was produced and
implemented to showcase the work that
has been done to refurbish and upgrade our
units.
The materials have a fresh, modern design
which reflects the new style and features
that ECH Independent Retirement Living
offers to prospective residents.
Sharing our knowledge
We relish our involvement in industry
conferences and workshops because
it gives us an avenue to share what we
have learnt and achieved with other
similar organisations and stakeholders.
In 2010/11, community services staff
presented to audiences at national and
state conferences as well as regional
workshops on many topics, including our
Enhancing Independence model of service,
translating research into practice and service
enhancement in dementia care. Residential
care staff gave a presentation at a national
conference outlining the cultural change
program implemented to establish the
Lifestyle Model of Care within ECH’s care
centres. Chief Executive Rob Hankins also
spoke about housing affordability at the
Retirement Communities World Conference
in Melbourne.
Influencing industry policy-making
ECH advocates for older people at both
a state and national level through active
involvement with peak associations
and membership on numerous industry
committees in both the aged care and
health sectors.
The ILS team provided support to independent living
residents through over 1,450 home visits and 1,700
phone contacts and coordinated almost 1,200
referrals to other services.
During the year, we provided significant
input into the industry’s response to the
Australian Government’s Productivity
Commission report ‘Caring for Older
Australians’. We have had input into
the State Government’s 30 year plan
for Greater Adelaide, local government
structure planning, and changes to
legislation including the Valuation of Land
and Retirement Villages Acts. ECH also
represents the aged services sector in the
State Health Older People Clinical Network –
Community Geriatric Service Workgroup.
Informing through regular publications
The ECHo! magazine has been in production
since 1974 and continues to be an important
tool for communicating achievements,
developments and new services to
stakeholders.
Looking forward to
2011/12:
• Continue to conduct service
assessments to gauge resident,
client, family and staff satisfaction
and improve services.
• Conduct a resident and family
survey in residential care in 2012.
• Implement outcomes of the
volunteer review.
• Conduct a staff cultural survey in
2012.
• Research programs to combat
social isolation in partnership
with the University of Adelaide
and other service providers and
academic groups.
• Increase the circulation of our
publications to inform a greater
number of older people and carers
about our services.
21
Strategic Direction
Service and Technological Innovation
22
Site Improvement Officer Gary Bilsborough tends to
the new garden beds at Bright Court in Highgate.
Achievements 2010/11
Refurbishing our units, upgrading
our sites
In 2010/11, we refurbished 158 independent
living units and upgraded eight of our
independent living sites. The aim of the
refurbishment and upgrade program
is to modernise our units and provide
residents with a safe living environment
which enhances their ability to remain
independent. In particular, we have been
increasing accessibility at our sites by
widening paths and providing ramps to
doorways, where possible, while also
improving security lighting and removing
potential trip hazards.
Refurbished units include features such
as modern bathrooms, built-in robes, and
kitchens with soft-close drawers, ovens
raised to mid-level for ease of use and tap
fittings which can be more easily turned
on and off. Non-slip, contemporary flooring
is also being installed along with energy
efficient appliances. We also completed a
review of car-parking at each site to ensure
the limited spaces available were being
used appropriately. In addition to this review,
we undertook a safety audit to assist us
in the better management of contractors
working on ECH sites.
Keeping up with software advances
In December 2010, we successfully
upgraded our resident and client
information record system, PeoplePoint,
to a newer version. PeoplePoint is a
valuable knowledge database designed to
support informed and responsive service
delivery. The new version offers enhanced
functionality and is a prerequisite for the
planned implementation of the Community
Services and Independent Retirement
Living modules. Our project manager
We upgraded eight of our Independent Retirement
Living sites in the last 12 months, including the addition
of new water-wise and heat tolerant gardens.
has been instrumental in the setup of
the South Australian User Group, which
works collaboratively with PeoplePoint’s
design team to improve and customise the
software to meet the needs of the industry.
Implementing portable technology
Several new strategies involving portable
technology have been implemented to
assist staff across all areas of ECH in
performing their roles more efficiently,
especially during times when they are out
of the office. Maintenance officers and site
improvement staff have benefited from
the recent introduction of personal data
assistants (PDAs) which allow them to log
completed jobs and receive and record job
requests while out onsite.
Laptops have ensured more efficient
service delivery for community package
clients, with assessments now being
recorded electronically in clients’ homes.
Accommodation consultants and
Independent Living Services coordinators
are now using dashboard reporting, allowing
them to access timely information to better
manage and deliver services.
Improving our responses to requests
In early 2011, a new call management
system was implemented to improve our
efficiency in responding to maintenance
requests. Requests are assigned one of
three priority levels: emergency, urgent
or normal. They are then electronically
allocated to a maintenance officer or site
improvement staff member in the field on
their PDAs for them to address within the
pre-determined timeframe. This enables
issues to be resolved in a timely manner
with regard to resident safety and comfort,
and with respect to competing priorities.
23
Strategic Direction
Service and Technological Innovation
24
ICT Helpdesk Officer David Page
assists Executive Assistant Katrina Stamp.
Achievements 2010/11
Launching a new interactive website
We have updated our website to improve
communication with residents and clients,
as well as to enable potential customers
to more easily assess the services we
offer. The website covers all aspects of
our services and includes videos which
showcase each business area. Independent
living residents can also use the new
website to submit maintenance requests.
Keeping in touch with our residents
ECH’s Independent Living Services team
has a schedule to conduct group visits at
several different sites each year. These
visits are known as Deck Chair Meetings
and offer residents an informal opportunity
to meet with their regional coordinator, hear
about services available and register any
issues they require some assistance with. In
2010/11, 30 sites experienced a Deck Chair
Meeting, with 174 residents attending in
total. The team also conducted home visits
and assisted residents by phone.
Opening new lines of communication
ECH endeavours to provide the most
appropriate systems to its staff and
residents to ensure they are enabled to
communicate with each other efficiently.
As part of our efforts to achieve this aim,
a new nurse call system was installed at
Marten Residential Care Centre. The same
system will be installed at Charles Young
and Walkerville Residential Care Centres in
2011/12. These new systems include the
ability for staff to remotely open the front
door to after hours visitors, video recording
of visitors entering and leaving the facility
and an automatic re-send of call bells if
the call is not answered within a specified
timeframe.
Our ICT team maintained more than 400 computers,
14 separate phone systems and seven nurse call
systems, and responded to more than 8,485 requests
for assistance from staff.
Researching service innovations
creatively
Always looking for innovative improvements
to our services and programs, we invest
many hours into research involving the
people who use and deliver our services,
and who are affected by the issues for
which we are seeking solutions. Continuing
this commitment in 2010/11, we based the
Also a Mirror theatre production, aimed at
increasing awareness of memory loss and
dementia, on actual ECH client stories and
experiences. In residential care, retreats and
workshops were conducted to give staff
opportunities to develop new options for
service delivery and to trial these options
through role playing with colleagues.
Looking forward to
2011/12:
• Increase support to independent
living residents through the
Independent Living Services team.
• Introduce rostering, time and
attendance (RTA) software across
all departments to streamline
rostering of staff and scheduling
of services and visits, and to
assess staff leave patterns.
• Prioritise the redevelopment of
independent living units and sites.
• Continue to seek opportunities
to research issues relating to the
support of older people.
• Install new nurse call systems
at Charles Young and Walkerville
Residential Care Centres.
25
Strategic Direction
Sound Disciplines
26
Volunteer bus driver Barrie Malpass greets Daphne Air, a resident of
Walkerville Residential Care Centre, as she boards the bus for an outing.
Achievements 2010/11
Staying ahead of compliance
requirements
As an aged care and health organisation,
ECH is subject to a vast range of legislative
requirements and professional standards. To
assist us with managing these requirements
and to ensure we are performing to a high
standard, we have implemented a Corporate
Legislative Compliance Register. The
register is used to record legislative changes
and refer recommended actions to the
relevant general or business unit managers
for implementation.
ECH has also engaged an external company
to conduct preliminary accreditation
assessments of our residential care centres,
enabling us to be better prepared for the
formal accreditation process. The Transition
Care Programs in place at Charles Young
Residential Care Centre and Community
Services West and North/East underwent
formal accreditation assessments and
were awarded compliance. As part of the
assessment, some potential improvements
were identified and these will be addressed
in the coming year.
Achieving high standards in
Community Services
A number of our other community programs
also underwent assessments in 2010/11,
with Community Services North/East
successfully completing a Commonwealth
Quality Report review and all Home and
Community Care (HACC) funded programs
subjected to rigorous National Service
Standards reviews.
Our 25 volunteer and staff bus drivers provided
transport for over 400 trips and outings.
The feedback received from HACC
reviewers was very positive in relation to
client impressions of staff, our commitment
to continuous quality improvement and
the vision associated with our Enhancing
Independence model. There were also areas
for improvement identified and these will
be incorporated into existing continuous
improvement processes.
Managing risks, responding with action
ECH’s operational risk controls are
monitored by the Executive Team and
the Board’s Audit and Risk Management
Committee. Our annual audit program
included reviews of the timeliness and
effectiveness of key risk controls and a
risk management software program was
purchased and implemented to better
record and manage them.
Examples of the actions taken to reduce
risks during 2010/11 include driver safety
training and vehicle roadworthiness
assessments for community staff who
regularly travel between clients.
Volunteer and staff bus drivers also
undertook accreditation to assess
their driving ability and to ensure safe
driving standards are maintained. These
assessments are performed annually
to ensure the safety of our residents,
clients, volunteers and staff. ECH has also
implemented a program for conducting
quality systems review checks. These
are essentially ‘health checks’ on a range
of human resources, safety and quality
systems.
27
Strategic Direction
Sound Disciplines
28
Western Therapy Service Exercise Physiologist Chelsea Le assists John Finlay to
increase his strength and maintain his wellbeing through tailored group therapy.
Achievements 2010/11
Finalising workplace agreements
Providing a safety culture
After significant consultation with our
staff, Fair Work Australia approved our
Enterprise Agreement with the Australian
Nursing and Midwifery Federation on 6th
January 2011. Of the 107 nurses eligible
to vote, 53 endorsed the agreement and
only three voted against it. The agreement
came into effect on 13th January 2011 and
will continue until 1st January 2014. The
majority of ECH nursing staff members are
covered by the agreement.
We reviewed the systems used to engage
external contractors and evaluated how they
meet their occupational health and safety
obligations. A new program was launched,
including a more comprehensive contractor
induction process and closer monitoring
of safety systems and compliance. Our
contractors have responded positively to
the new process, recognising the need for
providing evidence of compliance.
Recruiting based on our values
In 2010, a central recruitment team
was formed to streamline our recruiting
processes and to ensure that candidates
were selected in accordance with our values
of integrity, empathy and respect. The
centralised process provides consistency
and rigour to our recruitment decisions
and has resulted in improved outcomes,
reducing staff turnover and increasing
retention rates.
Finding the right balance
We have been steadily working towards
reducing the number of incidents within
residential care delivery. Over the last
twelve months we have invested time
into finding a balance between our duty
of care to prevent injury and our equally
important duty of care to respect residents’
rights to take risks and live in a dignified
manner. Early indications demonstrate
some improvement in reducing the
incidence of injuries with further strategies
planned for 2011/12. In order to measure
our performance in how we manage
incidents, we will participate in an external
benchmarking program in the coming year.
Our four therapy centres assisted more than 2,500
older people over a total of 23,000 attendances to
enhance their fitness and wellbeing.
Looking forward to
2011/12:
• Develop and implement an overall
Business Continuity Plan to
identify key systems, personnel
and compliance obligations
together with planned responses.
• Continue the consistent and
constant promotion of our values
to all staff and volunteers.
• Implement strategies to embed
risk management functions into
ECH’s culture and operations so
that all staff are engaged in the
process.
• Implement an external incident
benchmarking system to identify
opportunities for systems, service
and performance improvement.
• Implement systems to ensure
compliance with the new national
occupational health and safety
legislation.
29
Strategic Direction
Long-Term Viability
30
Margaret Butt receives shopping assistance
from Home Support Worker Karyn Hill.
Achievements 2010/11
Continuing our commitment to
preventative maintenance
The Preventative Maintenance Program
implemented in 2010 has continued over
the last twelve months and is ensuring the
integrity and viability of our independent
living units. The program involves a routine
inspection of units, ensuring that the
safeguards in place are functioning optimally
and that repairs are carried out before
small issues become major. This program
has been expanded in 2011 to include a
preventative painting program. The painting
component involves assessing each site
annually and addressing any external areas
which require touch-up painting to maintain
them at an acceptable standard until the
next full coat of paint is due.
Assessing potential business
improvements
Over the last two years, ECH has
successfully implemented several initiatives
to improve the way in which we deliver
our services. The Business Improvement
Team, formed in May 2009, works closely
with staff across the organisation to identify
and implement improvements using lean
thinking techniques. Significant savings
and improved service outcomes have been
achieved, ensuring our resources are being
used effectively and that our services are
sustainable. The team is also responsible
for budgeting and financial analysis, and for
performing detailed reviews of potential
business opportunities.
Being involved in new consumer
focused initiatives
services which are more responsive to
complex needs and personal preferences.
These services respond to the growing
trend of greater consumer involvement
and control over service delivery, ensuring
our services remain relevant to current and
future market need.
Over the last twelve months, we were
successful in our application for further
packaged care under a new initiative called
Consumer Directed Care. This initiative is
closely aligned with existing care packages,
but has been designed with more flexibility
and greater consumer involvement.
Consumer Directed Care packages allow
the recipient to have more control over their
lives, giving them the opportunity to make
choices about the types of services they
require, and to decide how, when and by
whom these services will be delivered. The
recipient is allocated a personal budget of
money to purchase these services, including
equipment if required, to assist them with
living independently at home.
Ensuring our services are
complementary
In striving to ensure we are using our
resources effectively, ECH has continued
to adopt new initiatives which allow our
service areas to intersect and support each
other, as well as be complementary to
existing external services. This also enables
us to offer more complete and effective
services for older people.
A significant example from 2010/11 includes
the development and rapid growth of our
transition care initiatives, which involve both
our community and residential care services.
ECH has been involved in several new
initiatives in 2010/11 which focus on
consumer involvement and providing
Our community services staff provided over 80,000
hours of support to more than 400 older people living
in their own homes.
31
Strategic Direction
Long-Term Viability
32
Leonore Sanders, independent living resident from
McGregor Lodge, watches on as Maintenance Officer
John Fridmanis checks the rangehood filter.
Achievements 2010/11
Transition care involves supporting older
people who are in public hospitals to
return home through providing short-term
rehabilitation and therapy services.
Older hospital patients can be referred
straight to a Transition Care Package to
be administered in their own home or, for
more frail people, can be offered initial
rehabilitation in a residential care setting
under our Transition Care Program. After
their stay in residential care, they can
complete their transition back to their
own home by receiving ECH Community
Services under packaged care.
These initiatives have grown over the
last twelve months, with Transition Care
Packages now offered in all four Community
Services regions and the Transition Care
Program, originally only at Charles Young
Residential Care Centre, extending to Holly
and Walkerville Residential Care Centres.
Transferring ownership of some
regional sites
In staying true to our philosophy of providing
accommodation in established areas close
to community facilities and transport, we
transferred ownership of James Martin
Village, Willaston, to Gawler and Districts
Aged Cottage Homes. ECH is also searching
for an appropriate service provider to take
over Nairne Retirement Estate. Both sites
have the potential to be developed into
much larger villages. Over time, ECH has
developed a market niche of predominantly
operating well located, smaller sites.
We have decided to concentrate our
development activities on such sites for the
foreseeable future.
We have over 1,600 independent living units. Maintenance
officers performed a routine inspection of each of these
units as part of the Preventative Maintenance Program.
Assessing the viability of future projects
Detailed financial modelling is undertaken to
assess the viability of all future projects. In
2011, we benchmarked our models against
those used by for-profit developers to assist
us in determining our charitable contribution
to the aged care industry. This process will
continue in the coming year, with outcomes
influencing the development of new and
existing projects.
Looking forward to
2011/12:
• Review internal processes to
reduce the timeframe that units
remain vacant and improve the
allocation of units.
• Reduce the use of agency staff in
residential care to not more than
five per cent of total direct care
costs.
• Seek alternative revenue
initiatives for therapy clients such
as introducing full fee paying
fitness, health and wellbeing
opportunities.
• Double the number of clients and
revenue under full fee paying
services.
• Seek external sources of funding
for ECH projects in high demand
so that they can be expanded.
• Expand the Transition Care
Program (TCP) and Transition to
Residential Aged Care Program
(TRAC).
33
STATEMENT OF COMPREHENSIVE INCOME
AS AT 30 JUNE 2011
Revenue
Expenditure
Employee benefits expense
Dietary, medical & housekeeping supplies
Depreciation expense
Repairs and maintenance
Other expenses
Net loss on impairment of intangible assets
SURPLUS FOR THE PERIOD
Revaluation of assets and investments
TOTAL CHANGES IN EQUITY
2011
$'000
2010
$'000
76,692
72,752
46,383
4,727
10,669
3,698
8,229
73,706
2,986
0
2,986
325
3,311
43,864
4,578
9,693
3,451
6,179
67,765
4,987
(1,614)
3,373
(161)
3,212
These statements include some minor allocation changes from last year as recommended by our auditors.
STATEMENT OF FINANCIAL POSITION
AS AT 30 JUNE 2011
CURRENT ASSETS
Cash assets
Investments
Other current assets
NON CURRENT ASSETS
Investments
Property, plant and equipment
TOTAL ASSETS
2010
CURRENT LIABILITIES
*Amounts payable to residents
Payables, provisions & other liabilities
NON CURRENT LIABILITIES
Provisions
TOTAL LIABILITIES
NET ASSETS
EQUITY
Retained profits
Reserves
TOTAL EQUITY
2011
$'000
2010
$'000
1,261
34,597
7,577
43,435
302
26,315
9,257
35,874
11,885
195,281
207,166
250,601
11,759
195,429
207,188
243,062
83,125
8,631
91,756
79,512
8,012
87,524
1,675
1,675
93,431
157,170
1,679
1,679
89,203
153,859
105,387
51,783
157,170
102,401
51,458
153,859
*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.
34
Amounts payable to residents
Expected to be paid within one year
Expected to be paid after one year
12,936
70,189
10,430
69,082
Financial
Results
INDEPENDENT AUDITOR’S REPORT
To the members of ECH Inc:
We have audited the summarised financial report of ECH Inc, which comprises the summary
statement of financial position as at 30 June 2011 and the summary statement of comprehensive
income, which was derived from the financial report of ECH Inc for the year ended 30 June 2011. We
expressed an unmodified auditor’s opinion on that financial report in our independent auditor’s
report dated 26 September 2011.
Directors’ Responsibility for the Summarised Financial Report
The Board of Directors is responsible for the preparation and fair presentation of the summarised
financial report in accordance with Australian Accounting Standards (including Australian Accounting
Interpretations), the Associations Incorporation Act (SA) 1985 and for such internal control as the
directors determine is necessary to enable the preparation of the financial report that is free from
material misstatement, whether due to fraud or error.
Auditor’s Responsibility
Our responsibility is to express an opinion on the summarised financial report based on our audit.
We conducted our audit in accordance with Australian Auditing Standards. Those standards require
that we comply with relevant ethical requirements relating to audit engagements and plan and
perform the audit to obtain reasonable assurance whether the financial report is free from material
misstatement.
Auditor’s Opinion
In our opinion, the information reported in the summarised financial report is consistent, in all
material respects, with the financial report from which it was derived. For a better understanding of
the scope of our audit, this auditor’s report should be read in conjunction with our auditor’s report
on the financial report of ECH Inc.
HLB MANN JUDD
Chartered Accountants
Adelaide
26 September 2011
Corey McGowan
Partner
35
36
Central Recruitment Assistant Kathleen Dick catches up with Personal Carer Bonnie Smith,
a recent successful applicant for a position at Walkerville Residential Care Centre.
Financial
Results
Auxiliary Funds - Balance of Accounts as at 30 June 2011
Balance
1/7/10
Plus
Receipts
Less
Payments
Plus or
Less other
Balance
30/6/11
Holly
11,682
3,151
764
(14,069)
0
Ross Robertson
5,762
4,801
2,356
(2,000)
6,207
Walkerville
105,998
16,529
1,644
(41,868)
79,015
Total
123,442
24,481
4,764
(57,937)
85,222
Residential Care Centres
ECH gratefully recognises the receipt of $58,840 in donations and $57,198 in bequests during 2010/11.
Labour by division
$'000
Residential Care
31,458
Community Services
6,763
Independent Living
2,998
Corporate Services
5,164
Total46,383
We provide:
Over 1,600 independent living units
across 96 locations supported by
Maintenance Services and Independent
Living Services
Seven residential care centres, including
Dietary, Medical and Housekeeping 4,727
six metropolitan locations and one at
Victor Harbor, with high and low care
accommodation for almost 800 residents,
with food supplied from our ECH Food
Services
Depreciation10,669
Four community service sites
Repairs and Maintenance
coordinating packages of care for people in
their own homes
Expenses $'000
Labour46,383
3,698
Utilities3,116
Other5,113
Four therapy service locations offering
Total73,706
assistance from allied health professionals
and numerous groups promoting activity
and wellbeing
Revenue by division $'000
Residential Care
52,949
Community Services
10,248
living in the community and provide respite
for their carers
Independent Living
11,992
Two Living Well programs providing
Investment and Other Income
1,503
Total76,692
We received approximately 7,500 applications
for employment in the last twelve months.
Five day programs to support people still
social support for independent living unit
residents and older people living in the
City of Salisbury
37
Executive
Andrew Stoll
Mike Blake
Paul Thorne
BA (Social Work),
Grad Dip
(Public Sector
Management)
Assoc Dip (Bus),
CPAHRI, AFAIM
B.Ed (Bus)
GM Community Services
Andrew has over 27 years
experience in human services
and 23 years experience in the
management and development of
aged care services with extensive
knowledge of interagency
collaboration and community
services program development. He
fervently represents the aged care
sector and ECH on a number of
industry and stakeholder working
groups.
GM Risk Management
GM Independent Living
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 actively
represented the aged care sector
on a range of industrial relations and
workforce matters.
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 has
a passion for delivering exceptional
customer experiences and building
and developing performance driven
and ‘can do’ teams. He advocates
for quality affordable housing for
older people as a member of the
Aged and Community Services
SA&NT Retirement Living
Committee.
Judi Coombe
Rob Hankins
Darren Birbeck
RN, M Health Sc,
MBA
B.Com, MBA,
FAICD
B.Ec (Acc), FCPA,
MBA, GAICD
GM Residential Care
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 promoted to
the General Manager role in 2006.
She has a passion for improving
the quality of life for residents and
creating an environment where they
feel valued and able to live the life
they choose.
38
Team
Chief Executive
GM Corporate Services
Rob has led ECH for the last ten
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 has a strong focus on
promoting the purpose of ECH and
supporting its people through the
culture change process.
Darren joined ECH in November
2004 after spending 14 years
with Mitsubishi Motors Australia
Limited where he held a number of
senior finance roles in budgeting,
management accounting, financial
reporting and financial analysis.
A member of the Aged and
Community Services SA&NT
Finance Committee since 2005 and
a board member of the Netherlands
Australian Aged Services
Association since 2007.
Organisation
Chart
ECH Board
Chief Executive
Mr Rob Hankins
Executive Assistant
Board Committees
• Audit and Risk Management
• Board Recruitment and Remuneration
• Investment
Corporate Marketing
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
Financial
Accounting,
Investments and
Reporting
Accommodation
Services
Food Services
Therapy Services
Service
Development
and Research
Initiatives
Independent Living
Services
Capital Works
Maintenance
Services
Service
Assessments
and Compliance
Programs
Community
Relations
ICT and Records
Management
Human Resources
and OHS&W
Business Analysis
Group Purchasing
Contracts
Organisational
Development
Central
Recruitment
39
Board of
Directors
Carol Gaston AM
B.App Sc (Nsg), B.Ed,
Grad Dip Env Studies, GAID
Appointed March 2008
Thirty years 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.
A member of a number of boards
over many years and involved in
overseas humanitarian projects and
volunteering.
Dr Tom Stubbs
B.Sc (Hons), PhD, DipEd, LMusA,
FAICD, FAIM
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 role at the
University of Adelaide. Extensive
experience in health and aged care,
extensive board experience at state
and national level.
Richard McLachlan
B.Bus (Property), Grad. Dip Marketing,
AAICD
Appointed March 2007
Business Development Manager
Bardavcol Pty Ltd, civil engineering
construction contractors.
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 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.
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 current Board
Member and Trustee of a prominent
Adelaide private school.
Back - left to right
Carol Gaston AM, Dr Tom Stubbs, Richard McLachlan, Andrew Heard and Barry Smith.
40
Front - left to right
Rob Hankins, Jane Jeffreys and Bill Cossey AM.
The primary role of members of the
Board of Directors is to meet the
objectives of ECH’s Constitution
and to, at all times, ensure the
organisation complies with its
regulatory requirements.
Policy covering all of ECH’s
activities is implemented by the
staff under the direction of the Chief
Executive and general managers.
Barry Smith
B.Ec, FICA, FAICD
Appointed February 2004
Executive Director, Baron Partners
Limited, a licensed independent
corporate advisory business
established in 1987 with offices
in Sydney and Adelaide. Baron
Partners focuses on providing
market oriented advice to listed
public companies, co-operatives and
larger private companies on mergers
and acquisitions, divestments,
equity and debt raisings, corporate
reorganisations and strategic
transaction advice. A current nonexecutive Director of Power Health
Solutions.
Rob Hankins Chief Executive
B.Com, MBA, FAICD
Appointed July 2003
A wealth of knowledge gained from
acute care hospital management
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. The
maximum term of any non-executive director is
eight years.
Committees of the Board that assist in its
governance responsibilities include 'Audit
and Risk Management', 'Recruitment and
Remuneration' and 'Investment'.
The Board aims to appoint Directors who
have current expertise and experience from
a range of disciplines to ensure it has the
capacity to operate effectively in setting the
strategic direction and policy framework for the
organisation.
in Sydney, Adelaide, Brisbane and
South Africa and from managing
a range of organisations (both
charitable and for profit) providing
both acute and rehabilitation
health services, independent living
accommodation, and residential and
community care services. A Director
and Chair of Aged and Community
Services SA&NT and Director of
Aged and Community Services
Australia. Recently appointed
a Director of the International
Association of Homes and Services
for the Ageing (IAHSA), a global
ageing network organisation, from
2012.
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, Deputy
Chair, SA Tourism Commission and
Chair, Gaming Care.
Bill Cossey AM Deputy Chair
B.Sc, FAIM, MAICD
Appointed August 2004
Extensive knowledge and
experience gained from a long
and distinguished career at senior
executive level in many varied roles
in the public and private sectors.
Former and current Director/
Councillor of numerous private
organisations and peak industry
bodies, public institutions and
authorities. Involved in a diverse
range of community organisations.
41
ECH Locations
A
B
1
C
D
E
F
G
H
I
J
K
L
M
N
O
Largs North
2
Modbury
3
4
Alberton
Woodville North
Woodville Gardens
5
Greenacres
Athelstone
6
Seaton
Nailsworth
Prospect
Collinswood
Croydon
7
Henley Beach
Lockleys
9
Walkerville
Findon
Kidman
Park
8
Underdale
Campbelltown
Vale Park
St. Peters
Evandale
Thebarton
Kensington Gardens
Norwood
ADELAIDE
CBD
Brooklyn Park
West
Beach
10
Rosslyn Park
Marryatville
Leabrook
Parkside
Unley
Goodwood Fullarton
Glandore
Hyde
Kings Park
Park Highgate
Black Forest
Burnside
Kurralta
North
Plympton Park
11
Plympton
12
Clarence
Gardens
Glenelg
13
Morphettville
Park Holme
14
Myrtle
Bank
Cumberland
Park
Colonel
Light
Gardens
Mitcham
Somerton Park
Hove
15
Brighton
16
Adelaide
Ardrossan
17
Key
• Independent Living Units
• Community Services
• Residential Care Centres
• Corporate Services
42
North-western
North-eastern
Eastern
Southern
Beachside
Salisbury
•••Smithfield
Happy Valley • •Nairne
••Morphett Vale
Hackham •
••• Victor Harbor
ECU = Entry Contribution Unit
RFU = Resident Funded Unit
SDU = Semi Dependent Unit
Independent Living Units
Suburb
ADELAIDE
Site Name
Bowden Towers
Baker Court
ALBERTON
Prince Court
ARDROSSAN
Ardrossan Retirement Estate
ATHELSTONE
Marchant Court
BLACK FOREST
Robertson Miller Lodge
BRIGHTON
Cavender Court
BROOKLYN PARK
Victoria Court
Giles Close
BURNSIDE
Howard Court
Clarence Gardens Estate
CLARENCE GARDENS
Donald Court
Lewis Court
Burnard Court
COLLINSWOOD
Leonard Court
COLONEL LIGHT GDNS
Crescent Lodge
CROYDON
Day Court
Fuller Court
CUMBERLAND PARK
Murray Court
EDWARDSTOWN
Arthur Court
EVANDALE
Torrens Court
FINDON
Lynton Court
Maxwell Court
Michael Court
FULLARTON
Moran Court
Rundle Court
James Martin Court
GLANDORE
William Ackland Court
GLENELG
Manson Towers
Greenleigh Court
GLENELG EAST
Stace Lodge
Tucker Lodge
Marshall Court & Farrar Court
GLENELG NORTH
Warren Court
Fairfield Lodge
GLENELG SOUTH
Grundy Court
GOODWOOD
Clayton Court
HENLEY BEACH
Crichton Court
Bright Court
HIGHGATE
Reginald Court
Downing Court
Kimberley Court
HOVE
Leslie Court
Palmer Court
HYDE PARK
Henry Court
Brenda Court
KENSINGTON GARDENS
Sidney Batty Court
KINGS PARK
Roberts Court
KURRALTA PARK
Arnold Court
LARGS NORTH
Marten Retirement Village
Dellow Court
LEABROOK
Merrindie
Norgrove Lodge
Clutterbuck Lodge
David Read Lodge
LOCKLEYS
Kelvin Grove
Kenton Court
LOWER MITCHAM
Waverley Court
MARRYATVILLE
Blodwin Court
MITCHAM
Mostyn Court
MODBURY
Rotary Village
Arch Prime Lodge
Grainger Court
MYRTLE BANK
Knightsbridge
Robinson Lodge
NAILSWORTH
Ellen Court
NAIRNE
Nairne Retirement Estate
NORWOOD
Scarfe Court
Colin Court
PARK HOLME
Cungena
Braested
PARKSIDE
McGregor Lodge
PLYMPTON
Duggan Court
PLYMPTON NORTH
Henderson Lodge
PLYMPTON SOUTH
Braden Court
Little Adelaide Village
PROSPECT
Vine Court
ROSSLYN PARK
Kardella
SEATON
Tapleys Court
SOMERTON PARK
Lindsay Court
ST PETERS
Ramsay Court
THEBARTON
Walker Court
UNDERDALE
David Court
UNLEY
Maurice Court
VALE PARK
Branston Court
Hill Court
VICTOR HARBOR
Mervyn Graham Lodge
Wilkinson Court
Davis Court
Davis Court
WALKERVILLE
Davis Court
Lawrence Court
Riverhaven
WEST BEACH
Williams Court
WOODVILLE GARDENS
Hanson Court
WOODVILLE NORTH
Ernest Court
Street
241 South Terrace
13 Kingscote Street
45 Prince Street
32 Oval Terrace
334 Gorge Road
1-3 Hartland Avenue
147 Esplanade
371 Henley Beach Road
86 Lockwood Road
4 Chisholm Avenue
94 Avenue Road
108 Edward Street
841-843 South Road
119 North East Road
10 Cassie Street
2 Kandahar Crescent
10 St Lawrence Avenue
32-34 Eaton Street
41 Eaton Street
401-405 Cross Road
220-224 Payneham Road
391-393 Grange Road
200 Glen Osmond Road/2a Dawson Street
370 Fullarton Road
74a Fisher Street
388 Fullarton Road
120 Anzac Highway
4 Glengarry Avenue
13 Moseley Street
5 Dunbar Terrace
13 Miller Street
15 Tennant Street
18 & 22 Tod Street
30 Old Tapleys Hill Road/1 Fulton Street
2 Farrell Street/26 Broadway
31-33 Bath Street
19 Gilbert Street
166 Cudmore Terrace
6 Avenue Road
108 Cross Road
44-48 Downing Street
38-42 Downing Street
3 Stopford Road
8 Illawarra Avenue
38 Park Street
1 White Avenue
16 Leonore Avenue
1a Stanley Street
135 Anzac Highway
320 Victoria Road
9 Rochester Street
15 Stanley Street
13 Philip Avenue
378 Henley Beach Road
462 Henley Beach Road
464-466 Henley Beach Road
460 Henley Beach Road
5 Spruce Crescent
10 Clapton Road
66 Princes Road/19 Lorraine Avenue
Ramsay Avenue
472 Fullarton Road
22 Clinton Avenue
19 Barr Smith Avenue
19 Riverdale Road
9-15 Ellen Street
2 Princes Highway
3-12 Gertrude Street
7 Edwards Avenue
54 Cungena Avenue/65-67 Wallala Avenue
175 Greenhill Road
4-6 Randolph Avenue
30 Wheaton Road
325 Marion Road/8 Murdoch Avenue
592-594 Cross Road
24-26 Wilson Street/18 Wilson Street
83 Vine Street
395 Kensington Road
250 Tapleys Hill Road
9 Walkers Road/6 Winston Street
50-52 Second Avenue
47 Dew Street
8 Arnold Street
31-33 Arthur Street
Branston Court
42 Hill Street
7 Acraman Street
22 William Street
2 Burlington Street
5 Fuller Street
9 Fuller Street
11 Brunswick Street
124 Walkerville Terrace
20 Graydale Street
24 Hanson Road
9-15 Lonsdale Street
Post Code Map Ref
5000
5014
5014
5571
5076
5035
5048
5032
5066
5066
5039
5039
5039
5081
5081
5041
5008
5041
5041
5039
5069
5023
5063
5063
5063
5063
5037
5037
5045
5045
5045
5045
5045
5045
5045
5045
5034
5022
5063
5063
5048
5048
5048
5048
5061
5068
5068
5034
5037
5016
5068
5068
5068
5032
5032
5032
5032
5062
5068
5062
5092
5064
5064
5064
5064
5083
5252
5067
5043
5043
5063
5063
5038
5037
5038
5082
5082
5072
5023
5044
5069
5031
5032
5061
5081
5211
5211
5211
5081
5081
5081
5081
5081
5024
5012
5012
H10
C4
C4
M6
F12
C16
D9
L10
K10
F12
G13
F13
I6
I6
G13
F6
G12
G12
F12
J8
D7
I11
I11
I11
I12
F12
F12
C13
C13
D13
C13
C12
C12
C13
C14
G11
B8
I12
I12
C15
C15
C15
C15
H11
K9
K9
G12
F11
B1
J10
J10
J10
D9
D9
D9
D9
H13
J10
H13
M3
I12
I12
J12
J12
H6
J9
E14
E14
H10
I11
E12
E11
E12
H7
G7
L9
C6
C14
I8
F8
E9
H11
I7
I7
I7
I7
I7
I7
B10
E5
D5
ECU
RFU
29
12
7
21
20
30
10
5
13
16
5
19
10
10
8
16
34
11
25
11
20
40
10
16
75
9
5
12
16
18
29
16
9
6
12
15
6
17
9
8
6
20
9
12
50
16
8
9
25
1
34
20
8
14
14
107
18
10
28
15
15
10
14
39
14
8
16
10
7
6
8
5
11
49
9
12
22
28
13
9
14
8
4
11
32
6
13
6
4
19
2
1
2
20
9
2
7
5
3
20
15
4
6
-
SDU
20
43
Contact Us
Corporate Office
Community Relations
174 Greenhill Road
Parkside
Volunteering - bequests - donations
5063
8407 5151
8407 5151
Independent Retirement Living
Accommodation Services
Independent Living Services
Maintenance Services
8407 5115
8407 5111
8159 4700
Retirement unit enquiries
for ILU residents
for ILU residents
Community Services
Community Programs
North/East
South
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West
598 Lower North East Road
433 Goodwood Road
33 Cornhill Road
358 Findon Road
Campbelltown
Westbourne Park
Victor Harbor
Kidman Park
5074
5041
5211
5025
8337 2334
8271 2166
8551 0617
8159 4740
Ross Robertson Day Program
Smithy’s Place
Southern Day Program
Sundowner Plus
Walkerville Day Program
19 Cornhill Road
1a Warooka Drive
Corner Jade Cres and Hay St
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
Greenacres
Southern
Victor Harbor
Western
1/1 Corner Rellum and Fosters Rds
126 Pimpala Road
33 Cornhill Road
168a Cudmore Terrace
Greenacres
Morphett Vale
Victor Harbor
Henley Beach
5086
5162
5211
5022
8369 3393
8322 5700
8551 0617
8356 3169
5064
5043
5163
5016
5211
5114
5081
5025
8130 6444
8350 3600
8392 6700
8248 9555
8551 0600
8254 4700
8342 8300
8159 4780
Day Programs
Therapy Services
Residential Care Centres
Carinya
Charles Young
Holly
Marten
Ross Robertson Memorial
Smithfield
Walkerville
Food Services
39 Fisher Street
53 Austral Terrace
16-24 Penneys Hill Road
110 Strathfield Terrace
19 Cornhill Road
1 Warooka Drive
160 Walkerville Terrace
358 Findon Road
Myrtle Bank
Morphettville
Hackham
Largs North
Victor Harbor
Smithfield
Walkerville
Kidman Park