Services

Map to moving forward

Positive Practice is your map to moving forward, taking the humanistic path to prosperity. Our aim is to make a positive impact on your business so that you can have a positive impact on your clients. Organisations and people flourish together.

The industry is going through a generational change. Regulations, technology and client-expectations are having a dramatic effect on how organisations are being managed and run – yesterday’s blueprint for business success can no longer be a plan for a thriving future.

The challenge, however, lies not in the acceptance of this new world, but in understanding how best to move forward and capture its potential. Positive Practice is here to help you forge a new path and walk with confidence, using the power of data, design and innovation.

Positive Practice will help you revitalise your business and truly impact your market.

  • Health Care System Design

    Human-centric, intuitive, integrated systems are essential to the future growth of your business – they impact how you do business, and how your services are delivered and experienced. They need to be agile, flexible and responsive because you’re dealing with people, not just products.

    There have been unprecedented changes throughout the healthcare industry and society at large. To be successful, healthcare systems have to align current and future services to the needs and expectations of clients – they need to be integrated, and cut across departmental, organisational and industry boundaries. This concept is not new, but designing and effectively embedding new healthcare systems into the day-to-day operations and culture of an organisation is challenging.

    Positive Practice brings the human element to healthcare system design. We embrace empathetic engagement and research, and use our comprehensive industry knowledge to develop elegant systems that work.

    Whether it’s a targeted element of your system or an entirely new way of looking at the way you work, Positive Practice will make a positive impact on your business.

  • Product & Service Innovation

    Every company, in every industry, needs innovation. Now more than ever, innovation is key to growth; to achieving a competitive advantage and building value.

    People are naturally apprehensive about change – the fear of the unknown. This is also true of organisations, particularly those who have been successful for many years – if it’s not broken why fix it? Success can be an enemy of innovation, but innovation is inevitable.

    Innovation is the ability to be open to new ideas, take risks, act fast, make mistakes and embrace uncertainty. Innovation is more than the ability to generate new ideas; it’s turning these ideas into a reality, one aligned with an organisation’s sales, marketing, and financial goals, from market introduction to full-scale roll-out.

    Positive Practice works alongside organisations to re-ignite curiosity and explore creative ideas – fuelling the process of product and service innovation. Central to our process is empathetic engagement with people who are most affected and knowledgeable about the products or services. From there, our intimate understanding of the industry, combined with our research knowledge, provides a strong foundation for collaborative innovation.

    Positive Practice provides innovation through understanding – designing, testing, and implementing new products and services that will aid your staff, engage your customers, and help your business thrive.

  • Research & Education

    Research helps you decide which path to choose. Education keeps you on track, and allows you to stride ahead with confidence.

    Research

    By fostering a strong research and evaluation culture, organisations are able to make data-informed decisions at every level, and demonstrate performance and outcomes to the broader industry. This is becoming increasingly important as we move into a more accountable, transparent, and customer-driven marketplace.

    We work with organisations to help them understand the current body of knowledge and identify internal research and evaluation opportunities – the why, what, how and when. Then we put those opportunities into practice. The overriding intent is to support future direction and growth of organisations, whether it’s day-to-day practice or a broader strategy.

    Education

    In a rapidly evolving environment, education is key to enabling effective change. Whether it be a new system, a product or service, or strategic direction – education is critical in the how and why of change. Education not only benefits and empowers staff, but the broader industry and marketplace. Positive Practice implements education strategies that are unique to each organisation. They can be embedded as part of an overarching healthcare system design project, a new product or service, or as a stand-alone solution.

    Positive Practice turns expectation into reality – we learn as we educate, we listen as we advise, and we grow as you grow. It’s about opening our hearts and minds to all possibilities.

Case Studies

We are very proud of our portfolio of work – it is collaborative, innovative, forward looking and empathetic. In the following examples, you will note that there is no mention of the organisations – we don’t disclose who we work for, and respect the nature of an industry based on client confidentiality.

  • Consumer Directed Care – Whole of System Redesign

    A community aged care provider contacted us to discuss the challenges around being ready for the rollout of Consumer Directed Care (CDC) and moving towards a de-regulated market place. Their ethos fully supported CDC, but they acknowledged that their systems and processes were holding them back. Positive Practice worked together with all key stakeholders to map out a new customer journey so that the organisation was well positioned for the future.

    The process started with a team from Positive Practice embedding themselves in the organisation to understand their vision, mission, values and brand. We then sought to uncover how this was contextualised into organisational strategy, operations and day-to-day interactions with customers. This provided the foundation for the five-stage re-design process.

    The first phase was consultation. This involved empathetic engagement with people most affected and knowledgeable about the system. Individual and group consultation was undertaken with a range of stakeholders – from the CEO to finance to direct service staff – touching every point of the business. This consultation sought to better understand the current system, and uncover essential elements and opportunities of the new system.

    Mapping was the second phase of the process. Here we sketched out the entire customer journey, from initial contact to discharge. This mapping process considered the learnings to date, legislative requirements, industry standards, best practice, and alignment with the organisational strategy. The sketched map formed a basis for further consultation, resulting in further iterations and refinement before the finalised map was developed.

    Using the map as a blueprint, the third phase of the process, building the system, was instigated. The system was built out to define every aspect of the customer journey. Policies, procedures, and work instructions were developed to enable translation of the customer journey into practice. This phase included comprehensive engagement with frontline staff to ensure an intuitive and integrated solution was developed.

    Following the build, the enrichment phase further developed the system. We reviewed and developed supporting documentation, including: an assessment and outcome toolkit, communication templates, conversation guides and customer facing documentation. We also implemented a 2-year staff quality plan aimed at upskilling staff and embedding the system into practice. The enrichment phase was guided by evidence-based practice, industry knowledge and standards, and organizational direction.

    The final phase of the process was the pilot & review. In this phase, the system was tested with a select number of clients. Based on feedback, the system was updated prior to a full scale rollout.

    This comprehensive process was undertaken over a 4-month period and required an investment of approximately 12 consultancy hours per week. As a result of this investment, the organisation was CDC ready, staff were revitalised and there was a renewed sense of purpose. At a later date, the organisation’s system was substantiated by an external audit which provided extremely positive feedback, achieving a successful audit outcome, and further boosting staff morale.

  • Optimisation of Residential Care Funding

    Sparked by modifications to the Aged Care Funding Instrument (ACFI) and knowledge of other imminent funding changes, a residential aged care provider reached out to us for help. We worked with them to design a human-centric, integrated and agile system for claiming residential funding, without losing sight of the bigger picture.

    The process started with a team from Positive Practice embedding themselves in the organisation to understand their vision, mission, values and brand. We then sought to uncover how this was contextualised into organisational strategy, operations and day-to-day interactions with customers. This provided the foundation for the five-stage re-design process.

    The first phase was consultation. This involved empathetic engagement with people most affected and knowledgeable about the system. Individual and group consultation was undertaken with a range of stakeholders – from the CEO to finance to direct service staff – touching every point of the business. This consultation sought to better understand the current system, and uncover essential elements and opportunities of the new system.

    Mapping was the second phase of the process. Here we sketched out the entire customer journey, from initial contact to discharge. This mapping process considered the learnings to date, legislative requirements, industry standards, best practice, and alignment with the organisational strategy. The sketched map formed a basis for further consultation, resulting in further iterations and refinement before the finalised map was developed.

    Using the map as a blueprint, the third phase of the process, building the system, was instigated. The system was built out to define every aspect of the customer journey. Policies, procedures, and work instructions were developed to enable translation of the customer journey into practice. This phase included comprehensive engagement with frontline staff to ensure an intuitive and integrated solution was developed.

    Following the build, the enrichment phase further developed the system. We reviewed and developed supporting documentation, including: an assessment and outcome toolkit, communication templates, conversation guides and customer facing documentation. We also implemented a 2-year staff quality plan aimed at upskilling staff and embedding the system into practice. The enrichment phase was guided by evidence-based practice, industry knowledge and standards, and organizational direction.

    The final phase of the process was the pilot & review. In this phase, the system was tested with a select number of clients. Based on feedback, the system was updated prior to a full scale rollout.

    This comprehensive process was undertaken over a 4-month period and required an investment of approximately 12 consultancy hours per week. As a result of this investment, the organisation was CDC ready, staff were revitalised and there was a renewed sense of purpose. At a later date, the organisation’s system was substantiated by an external audit which provided extremely positive feedback, achieving a successful audit outcome, and further boosting staff morale.

  • Creating a Successful Service Menu

    Moving into a de-regulated marketplace in health opens up greater opportunities for innovation, entrepreneurship and competition – customers have greater control and power. With this in mind, a community service provider sought our help in re-aligning their service offerings to market expectation and demand.  Bringing our knowledge of sales and marketing, innovation and learnings from other industries, we worked with the organisation to design a new menu of service offerings.

    In health, we tend to use a lot of jargon, think more is better, and create unnecessary complexities.  At Positive Practice, we love nothing more than stripping back to the essentials to create elegant solutions that truly meet customers’ needs. It was a pleasure to have the opportunity to go back to the drawing board, be curious, and re-imagine another way.

    The innovation process started with understanding the organisation’s customers, and developing customer avatars.  Building upon this knowledge, we looked far afield at other industries that serve the same customers, undertook a competitor analysis, and listened to what the end-users, and their influencers, were saying online about community care.

    Utilising this understanding – and knowledge of the organisation’s sales, marketing, and financial goals – our curious nature went to work.  We thought up unique ways of how we could better engage with end-users and their influencers in order to design a new menu of service offerings that the organisation would be inspired by.

    We designed an overarching framework and developed a few key offerings to test, quickly and leanly, within the market. We learnt what resonated and appealed to the market, and how to stand-out from the crowd.  We applied these learnings to the broader framework, and fleshed out the entire service menu ready for market introduction. The entire process was completed within a twelve week timeframe.

  • Simulation Training - A Different Approach to Upskilling Staff

    Maintaining a skilled, mobile workforce – aligned with your organisational brand and consistently delivering on quality – is a challenge. This challenge was presented to us by a community care provider in the form of developing and delivering care worker training that not only addressed knowledge base and technical skills, but extended to the translation of the organisation’s philosophies into practice.

    Utilising our knowledge of training methodologies combined with the organisation’s desired outcomes, we identified three potential training options and associated budgetary requirements. In consultation with the community care provider, a simulation based training option was chosen.

    Simulation based training is a powerful training methodology which is developing rapidly within the health sector. Simulation based training enables staff to master new skills and gain confidence in a real-life and ‘safe’ environment. Emerging evidence supports the value of simulation as an educational technique for skill acquisition and retention, enhanced translation of skills into practice, faster learning of skills, and increased client safety, knowledge and attitudes.

    The simulation training package consisted of:

    • a video-based pre-learning module focused on the organisation’s philosophies, essential knowledge, and introduction to key assistive technologies
    • face-to-face training resources for simulation facilitators (internal organisational nursing and allied health staff)
    • simulation training guide for facilitators, including all case studies, resource and environmental requirements, scripts, participant resources and evaluation templates
    • assistive technology resource kit

    Positive Practice, alongside the organisation, conducted the first round of the simulation training to over 100 community care workers and coordinators. Learnings from this were used to review and update the training package. At the completion of this project, the organisation had a robust training package and resource kit that they were able to continue to implement internally.

  • Choice & Control - A Statewide 'Train the Trainer' Initiative

    What do people really want when they get older? Do societal beliefs of older people hold true? A large aged care provider sought to challenge the status quo – to support older people living in the community in a way which promoted choice and control at every level.

    The aged care provider was awarded government funding to rollout a state-wide training package on this topic. Positive Practice was engaged to develop and deliver the training package.

    The notion of choice and control in health is a favoured mantra of policy-makers and organisations – it has been an explicit directive for many years. The aim has been for people to have a stronger voice in decisions about health and community services, and that services should better reflect their needs and preferences. When people are involved, the decisions are better, outcomes improve, and resources are allocated more efficiently.

    However, the evidence is clear that people are not as involved in their care as they would like. Common reasons for this are a lack of knowledge of how to enable choice and control, the culture of staff and organisations, and limitations in systems.

    In order to address this gap in practice, the aged care provider sought to deliver a comprehensive ‘train the trainer’ program, focusing on how to engage with customers to maximise choice and control. That’s where we came in.

    Our training design considered the skills and attributes required by aged care staff to effectively support choice and control in practice. Topics included: acknowledging our personal belief systems, biases and challenging assumptions; effective communication skills, genuine listening, motivational interviewing and non-verbal communication; maintaining professional and respectful relationships; supporting informed decision making and maximising participation; and individualised goal setting and service planning.

    The rollout of the training resulted in over 80 ‘train the trainers’ across both metropolitan and rural locations.  Each trainer was equipped with the necessary resources (knowledge, training package and tools) to rollout the training within their organisation, and contribute to the new narrative of greater choice and control.

Join us on the journey.

Putting positive ideas into Positive Practice.

The more people who are informed, the greater the depth of understanding and compassion. The more people who share their ideas, the greater the potential is for change.

Together, we prosper with humanity.