How the story ends

I approach this blog with some reticence.

There has been so much such said about the corona-virus and how hundreds, if not thousands, of individuals and organisations have responded to its various obstacles, so I have been rather reluctant to contribute to the deluge.

Additionally, I did not want to be seen as grandstanding on the back of what has been a tumultuous and taxing time for everyone. And of course, it is not over yet. We still don’t know how this story ends.

However, since I oversee an essential service which supports more than 3500 people living with disability, many of whom are particularly vulnerable to COVID-19, I thought I might share some information about how we, Rocky Bay, has been battling this invisible enemy.

I do not pretend that much of what we are doing is necessarily ground-breaking or earth-shattering, but a few of the things we have done, have certainly kept our people, both staff and customers, safe, secure and centred.

1.      Crisis Activation and follow-through

For me, one of the most fundamental decisions we made when COVID-19 struck was to immediately call it for what it is - a crisis.

The Crisis Management Team commenced meeting on a daily basis to disseminate the flood of information emanating from Government and health officials and suggest actions relevant to Rocky Bay. The Emergency Response Team (ERT) took the role of decision maker as the changes became all-encompassing and required a greater level of holistic decision-making.

Our hubs and homes were put into lock-down and employees were given explicit instructions about the health and safety measures which, in our case, had to be vigilantly observed. This was done through team meetings, digital communications and online modules.

2.      Expect the worst, work for the best

Akin to any crisis, taking an overly-precautionary approach has been paramount.

We have prepared for the worst – from a positive test of the corona-virus by a customer or staff member to a large scale outbreak – and put meticulous plans in place so staff know what to do if they, or someone in their care, tests positive.

Furthermore, we have planned for all contingencies:

·      What happens to those others in shared accommodation if one person tests positive?

·      If a staff member has been exposed to a positive-tested customer, are they still required to work?

·      What if a staff member does not want to work?

With over 1000 employees and so many different team-members (from HR and ICT to therapists and disability support workers) scattered across separate locations (shared homes, independent living, office hubs, private dwellings) this has meant drawing up a raft of differing call-out procedures (call-trees) and response mechanisms.

At one stage, we seemed to be creating call-trees like forests but they have served an important purpose - providing explicit instructions about what to do in the event of a positive test.

They have also served a secondary purpose - providing a level of assurance that there is a “plan” and it covers all possibilities.

3.      Communication X 10

Clear, concise, consistent communications are fundamental to keeping employees and customers apprised of the stream changes.

To ensure communications are fluid, a personalised digital update to staff, called “Messages from Michael”, is circulated every week - twice for staff, once per week for customers.

Additionally, I record regular staff and customer videos reinforcing key messages and business updates.

As an NGO with limited funding, it has been important to emphasise that we remain “open for business” and have modified our services where necessary so they can be delivered virtually (Teletherapy) or taking into consideration the social distancing requirements (extended business hours, reduced or online group sessions, increased cleaning and hygiene measures).

4.      The Glue - from empirical to experiential

As consistent as our communications have been, we are mindful that corona-virus-fatigue is a constant threat to morale and momentum. Rather than try and address this through management-led initiatives, we have encouraged and welcomed employees to address the issue and they have really stepped up!

A management team cannot ever pretend to have all the ideas. Often, it is important to “throw the organisation at the problem”. An Intranet ideas and innovation page welcomes ideas, and staff are constantly encouraged to drive positive change through all other social platforms. 

This is one of the most effective things we have achieved. The ideas have flowed and varied from empirical to experiential. They have created a “glue” which has kept the organisation collectively connected. 

5.      Innovation and artistry

Amongst the raft of initiatives deployed have been:

·      An Essential Services Travel Card: With Government clamp-downs on non-essential travel, and employees nervous when questioned by authorities, each staff member was issued with an Essential Services Travel Card giving them dispensation to move freely in the course of their work;

·      An “Extroverted” Call Centre: Concerned that some customers were feeling disengaged and disconnected, we established a customer-facing call centre called Customer Connect, whereby an especially trained team of redeployed staff calls customers to ensure they are safe and receiving the services they need;

·      COVID-heroes Award: To celebrate success, we have launched a new award for an individual or group seen to have created positive and future-focused change for the organisation;

 ·      Breathing Therapy: To help reduce anxiety and create a better sense of wellness amongst employees, one staff member has created three short videos covering key breathing exercises;

·      Art and Interaction: To raise spirits, a succession of fun-focused projects have been activated including an Easter egg delivery service, an Anzac Day Cookie “bake-athon”, and a highly decorated Fun Bus (pictured above) to deliver activity bags to customers (amongst others);

Lastly

Of course, the pandemic is not over so we continue to keep our guard up, analysing and anticipating COVID-19’s next moves.

Our ERT continues to meet, bi-weekly now, to review systems, processes and business impacts.

We are pleased with progress and remain positive about the future. Staying positive and trusting external advice, and each other, has been fundamental to forging ahead.

Against a background of uncertainty, we have opened two new high-tech homes in Perth’s northern suburbs, purchased land for several more and introduced new services in dietetics and podiatry. Others will follow.

We are now more technologically competent and more flexible in how we work and obviously where we work. We are more circumspect and self-aware, sensitive of the need to look after ourselves, each other, and those in our care.

It is true that we do not know how the story ends but I am fairly confident in saying that despite the grief and devastation this contagion has caused, it will end better than we may have anticipated.