The hospital serves a community with a high number of residents who speak a language other than English at home. Hospital management wanted to systematically build partnership with local communities and needed to understand what their experiences were. This gave a baseline for how to think about, design, implement, monitor and evaluate the services the hospital delivered.
The first step was to discover what staff and consumer representatives wanted to achieve and what elements might build a productive campaign.
Ramadan in Auburn village ... "During Ramadan the community is a beautiful food festival after Iftar!".
Firstly we sat down with Auburn hospital staff and executive to find out what their hopes were for partnering with consumers. Auburn hospital is full of good people, loyal to the population and hard working. They wanted to improve where they could and build relationship with the people so that their services were what the people wanted. Then we asked the people from the Consumer Council what they thought would be useful and high impact activities that could make up a campaign for a high return on investment. Once we had heard what all the participants had imaginated1 we put together the campaign.
[1. "imaginate" v. (to) tap into creative and ambitious ideas with a practical expectation that it is possible if the time, place, people and energy is right]
We co-designed with the consumers and the staff a campaign to wrap around the hospital for a three month period. This is what happened next:
Importantly, things changed once hospital management learned from the campaign. To find out more watch the third video: