ECH Strategic Framework 2015+

Providing a high level description of ECH, the Strategic Framework outlines the reason for our organisation’s existence and the goals we are pursuing to achieve our Purpose.

The Framework describes the way in which ECH wants to conduct interaction between staff and residents, clients, volunteers, government and business stakeholders and the community. 

Development

  • target under-serviced areas in independent living accommodation and community services
  • seek opportunities to consolidate or enhance the services we provide to our residents and clients
  • create affordable housing and service options for older people in the community
  • maintain market relevance in the communities in which we operate
  • provide a greater range of services, while staying true to our original philosophy

Workforce

  • create a safe, supportive and satisfying work environment so that ECH is a preferred employer and appeals to those wishing to volunteer with us
  • support staff to develop their expertise and team skills, and leadership as necessary
  • provide flexibility to meet both work and family needs
  • assist them in developing better ways to deliver our services
  • recognise and appreciate their efforts and achievements

Communication

  • establish various forums to gain feedback on services ECH provides
  • seek staff and volunteer input in the workplace and to improve our services
  • inform different stakeholders of ECH’s achievements and new developments planned
  • influence the formulation of Government policy to provide better outcomes for older South Australians and ECH

Service and technological innovations

  • support our residents and clients in maintaining their independence
  • deliver more effective outcomes for residents, clients, our staff and volunteers
  • enable older people to more easily assess service options available to them
  • base services on sound research and demonstrated need

Sound disciplines

  • maintain a high level of corporate governance across all our operations
  • re-assess the appropriateness of ECH’s legal and tax structure
  • comply with all relevant legislative requirements and professional standards
  • ensure the delivery of our services remains consistent with the Purpose, Values and primary focus of ECH in delivering valued customer experiences
  • identify and manage priority risks and their impact on ECH’s operations

Long-term viability

  • ensure ECH’s services are sustainable for present and future generations
  • utilise our resources effectively
  • develop a business which is financially sustainable and has influence at all authority levels in each of our chosen markets   
  • ensure any funding structures adopted do not place longer term operational constraints on ECH’s activities
  • research ways to support a better life for older people and use this knowledge to influence Government policy and decision making