RCH Fundraiser Event held on 26 March 2020
Last Friday we heard from Alison Errey – Executive Director Communications RCH who shared with us how the Voice of Australian Families, Technology, and Communications played a key role in continuing to provide quality care and great experiences to patients, families, and staff during COVID19.
Here is a link of where the Funds Raised go
In case you missed out here is a the full video for you to watch;
We have also included some key highlights of the discussion:
RCH Introduction Video & Welcome to Country
04.24 Alison takes us through what Day 1 of Victoria’s Lockdown as we entered COVID-19 State Emergency
04.50 Alison shares how Communication was a Critical Success Factor During the Pandemic
12.44 Alison explains the use of Technology as they had to Transition to Virtual Consultations
17.39 Tech Eco System – Chat Bots, Kids Game Shows, Staff App
21.53 Data Insights, ROI, Metrics and Measurement at RCH,
29.30 Alison takes us through the importance of leveraging partners like SBS to help support understanding Customer Needs across diverse segments
33.53 Alison shares how their Chief of Medicine and Chief Nurse had reached out to learn about children being super spreaders from their international counterparts
35.57 Alison shares planning, learnings to Risks – Workforce Sustainability which is still the hospital’s biggest risk. RCH are still using a split team model as their Mitigation Strategy
40.42 As we close Alison shares some of her Personal Learning’s and Reflection
About the Royal Children’s Hospital
In 1870 Doctors John Singleton and William Smith, in response to their serious concerns about infant mortality in the fledgling city of Melbourne setup the “Free Hospital for Sick Children” with just 6 beds. Today this is known as the Royal Children’s Hospital (RCH) the largest specialist pediatric hospital with 350 beds supported by 6000 staff.
In 2020, The RCH marked it’s 150 years milestone – but in their anniversary year, together with their colleagues across the world, were significantly challenged with the onset of COVID–19 adding significant pressures to staff, systems, and impacts on financial performance, achieving a modest operating surplus of $8,000.