POSITION DESCRIPTION

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1 POSITION DETAILS: POSITION DESCRIPTION TITLE: Team Leader Intermediate Care DIRECTORATE: Adult Community and Long Term Conditions REPORTS TO: Nurse Unit Manager LOCATION: Auckland District Health Board AUTHORISED BY: Director- Community and Long Term Conditions DATE: September 2018 PRIMARY FUNCTION: To provide effective clinical leadership and operational management of services that is delivered by multidisciplinary teams that are aligned to client needs, in line with ADHB s and the directorate s goals, and the provision of holistic, integrated care that is coordinated around the client and their needs. The team will include; Rapid Community Access Team (RCAT), Interim Care, Nurse Specialists supporting older people and frailty and Hospital Needs Assessment and Service Coordination (NASC) team. To lead a coordinated service to clients and whanau that have needs that require a high level of coordination of an urgent nature to allow hospital avoidance, discharge (planned or early) and a greater level of assistance to engage with Primary Care to enable care closer to home. To support the provision of integrated and multidisciplinary care with their team working across professional boundaries To lead enhanced relationships within their community with improved engagement, participation and codesign of services. To lead the provision of quality, patient centred, self-directed care as close to home as possible, following the principles of working in partnership, enabling self-management and promoting independence. To further develop and advance nursing professional and practice standards, ensuring nursing staff safely and effectively meet the clinical nursing care needs of clients and their whanau to support care closer to home. To act as duty team leader out-of-hours and on weekends to support a seven-day community service, providing a point of escalation for staff in the community and the hospital and ensuring that operational and clinical risks and issues are safely managed, mitigated and escalated as appropriate. To lead the delivery of a quality framework for Intermediate Care. To contribute to the leadership, development and management of community services within the directorate. KEY ACCOUNTABILITIES Key Result Area Clinical and Professional Leadership Expected Outcomes/Performance Indicators Clinical standards of practice are monitored and service delivery requirements are met An integrated team approach to the provision of patient care is promoted Responsive services to prevent hospital admission, and support safe and early discharge from hospital are delivered Partnership with primary care and other community providers is evident Collaboration occurs with the other Locality Team Leaders, and key stakeholders to ensure effective staff and patient management across all directorate settings Current and future clinical service delivery requirements are identified Day to day activities within the team are co-ordinated to ensure that

2 Operational Performance appropriate prioritisation systems are in place during times of planned and unplanned leave Patient/client allocation is based on patient case mix, appropriate skill mix and experience of staff Appropriate levels and standards of customer service are practised within the team Expert knowledge and skills are utilised to assist staff working with patients with complex needs Clinical reviews/case conferences are initiated and/or contributed to as appropriate A direct patient care clinical role is undertaken when necessary e.g. during periods of seasonal workload variation or staff shortages Opportunities for research are promoted and supported Evidence based practice is fostered and auditing of standards of clinical practice occurs to ensure that practice is safe, patient focused, innovative and based on validated research findings where these exist Staff are assisted to resolve ethical and professional issues Deliver to budget or better FTE and FTE cost does not exceed budget Expenditure is monitored and accounting for variance occurs in conjunction with the Operations Manager and Service Clinical Director Appropriate clinical input into budget planning and decision making for the team occurs Patient volumes are managed to contract Service waiting times are monitored and reported on Lead daily rapid rounds and/or MOS Referrals are actively managed and monitored contributing to overall expeditious client flow Initiate case review, conference and debriefing activities Manage staff numbers/skill mix to meet occupancy demands, capacity plans and service delivery requirements escalates issues or concerns to the Nurse Unit Manager DNA rates are monitored, causes investigated and new processes implemented to reduce DNA s Commitment to meeting health targets and initiatives relevant to the service is demonstrated Information to the Operations Manager and Service Clinical Director is provided to enable accurate forecasting on resource requirements Standards of practice/protocols/policies and clear expectations of staff are established and monitored Leadership Provide nursing leadership within Intermediate Care ensuring staff has the appropriate knowledge and skills to assess, plan, implement and evaluate clients and family/whanau health needs to a high standard Staff are encouraged, supported to work at the top end of their scope of practice in line with service requirements Change initiatives are actively championed and staff are inspired to achieve operational and organisational goals Effective communication channels for all staff are in place Positive relationships with staff, colleagues and key stakeholder groups are developed and maintained ensuring effective two way communication Strong, supportive work teams are built Effective teamwork and collaborative relationships within the localities are developed An inter-disciplinary team approach to the provision of patient care is promoted A culture of continuous improvement, partnership and customer service is fostered

3 A leadership role is taken in the introduction of new patient care processes and care delivery models within the team and community Conflict situations are dealt with appropriately, working to achieve a win-win situation Activities are effectively delegated (taking into account the individuals knowledge / experience level) and monitored. Staff are assisted to resolve ethical and professional issues in a collaborative manner Engaged Workforce Staff are recruited and selected ensuring the right fit for the team and, appropriate skill mix for the discipline and service Effective and comprehensive orientation occurs for all new staff Appropriate support is available for less experienced staff Retention strategies to minimise turnover are actively developed and promoted Workforce structure, workload smoothing, culture and succession planning are optimised within the service. Team building activities are both led and participated in All team members have annual performance appraisals and written individual development objectives which support continuous improvement Feedback, coaching and assistance in developing annual goals and objectives is provided to all team members Professional Development Programmes are developed and implemented for all team members Individual learning needs and strategies to meet these are identified Staff are assisted to identify and attend relevant educational and professional development activities Performance management of staff is undertaken as required Team performance is rewarded in addition to individual performance Career development planning assists the individual but also provides for organisational succession planning Leave plans are in place for all staff and excess annual leave is eliminated Sick leave usage is monitored and managed in accordance with agreed HR processes A framework for student placements is in place (orientation package, physical space, learning resources etc) Staff who are supervising students are released to attend appropriate training pre placement in conjunction with the relevant tertiary institution Appropriate supervision and support of student supervisors is provided across the team Rosters and work patterns reflect the needs of the service and employment agreements at all times Clinical Governance The ADHB clinical governance quality framework is understood and worked within Accountability is held for establishing and implementing a continuous quality improvement programme and staff are actively encouraged to identify opportunities for improvement Accountable for evaluating the effectiveness and standards of nursing care within the ward or unit Organisational policies and procedures and legislative requirements including those of the relevant professional body are adhered to Competencies for registration (where required), professional standards of practice and code of ethics are adhered to All staff are monitored to ensure they hold a current annual practicing certificate (where applicable) Clinical incidents and complaints are investigated within agreed timeframes in consultation with the Service Clinical Director, appropriate remedial action is taken and learning from incidents and complaints is implemented into practice.

4 Staff are monitored to ensure they maintain accurate and up to date clinical documentation Occupational/ Health and Safety requirements including proactive hazard identification and management are actively promoted and compliance ensured Quality systems and processes including appropriate risk identification and management are developed and maintained Policies and guidelines remain current and relevant Appropriate supervision is provided across the team Cultural Responsiveness Continuing Professional Development Principles of the Treaty of Waitangi are demonstrated in practice Culturally appropriate patient care is ensured by assisting staff to understand the diverse needs of patients and their whanau/ families and by liaising with the relevant cultural unit to provide appropriate care In partnership, own responsibilities within ADHB s performance review process are fulfilled Own compliance with professional body requirements is maintained Current annual practicing certificate (APC) is maintained as applicable for profession Continuing professional development as relevant to role, service requirements and profession are undertaken in agreement with manager Authorities: This position has the delegated authority as per the Policy manual. FTE Direct Reports: Clinical Charge Nurse Allied Health Healthcare Assistants Registered Nurse Budget Accountability (if applicable): $10,000 Relationships External Internal Committees/Groups Primary Care health Director of Adult Community and Long Term Quality and providers including Conditions Clinical Safety GP s, PHO s, NGO s Medical, Nursing, Allied Health and Primary Care Health and NZ Nursing Council Directors Safety Other community Patients / family / whanau and their advisors Clinical service providers Practice Supervisors Charge Nurse Relevant professional Nurse Educators, Nurse Specialists and Nurse Forum bodies Practitioners, Nurse Unit Managers, Charge Speciality Relevant training Nurses Practice Forums institutions Allied Health Professional Leaders Other DHB s Other Locality Team Leaders and Charge Nurses ACC Service Clinical Directors Service Lead Clinicians Operations Managers Clinical multidisciplinary team He Kamaka Oranga Other ADHB services. Person Specification

5 Education/ Qualifications Essential New Zealand Nursing Registration and current Annual Practicing Certificate (as applicable) Evidence of relevant ongoing learning. Experience Minimum 5 years post-registration experience Substantial and advanced experience in a relevant clinical environment Experience working within a variety of health care team environments Experience of translating evidence into practice Knowledge / Skills Ability to motivate and develop individuals and teams Knowledge of the implications of the Treaty of Waitangi with a commitment to bi-culturalism An understanding of clinical governance and evidence based practice An understanding of health care in New Zealand Ability to prioritise using time management and delegation skills Ability to facilitate team working Ability to work in a complex and changing environment Ability to lead improvement and change initiatives Knowledge of nursing professional development issues Desired Holds or is working towards Masters or Post- Graduate diploma qualification in clinical and/or management Experience in leading and managing a team of health professionals Budget management experience Management and leadership training Project management experience Strategic thinking and planning Knowledge of selfmanagement and selfdirected care Ability to critique and use research findings as the basis for practice Personal Characteristics Strong interpersonal and communication skills Resourceful and resilient; able to cope under pressure Ability to resolve conflict Outcome / solution focussed Team player Adaptable Honest and trustworthy CRITICAL COMPETENCIES COMPETENCY Financial/ Business Management Clinical / Operational Performance Change Management DESCRIPTION Ability to implement service delivery plans and achieve objectives within the strategic guidelines Ability to analyse and interpret monthly financial information and take action as required Encourages and supports staff in developing new business case initiatives Clearly communicate plans and expectations to staff Understands the importance of the patient and family centred care processes and actively seeks service improvements Maintains up to date broad clinical knowledge of professional trends Leads cross-functional, integration within the service, identifying barriers and supporting the team during transitions Leads and encourages staff to continually improve service delivery Articulates and demonstrates an understanding of change management principles, including the impact of change on direct reports and other team

6 members Contributes to the change management projects within the directorate by coaching staff, championing issues and providing feedback to the Operations Manager and Service Clinical Director on implementation Participates in change management projects across the directorate and organisation-wide Supports staff in undertaking new challenges Leadership Ability to operationalise the ADHB Vision and Values Inspires, encourages, supports and models the way for staff and colleagues Develops other peoples confidence in leadership through consistent action, values and communications. Actively recognises the achievement of others Builds a supportive team environment by actively developing team relationships Team Work Actively participates in, and facilitates team effectiveness taking actions that demonstrate consideration for the feelings and needs of others; being aware of one s behaviour on others Works effectively with others in the organisation outside the line of formal authority to accomplish organisational goals and to identify and resolve problems Facilitates goal accomplishment Defines individual and shared responsibilities within the team Accepts and champions the final decision Value Diversity Displays cultural sensitivity. Understands the significance of Treaty of Waitangi Displays a willingness to work positively to improve opportunities for Maori health gain. Articulates an understanding of the principles of cultural safety Appreciates insights and ideas of all individuals and works effectively with these differences Communication and inter-personal skills Actively listens, drawing out information and checking understanding. Provides ongoing feedback, coaching and conflict resolution skills as required Clearly communicates with staff and provides an environment during one-onone and performance appraisals which is supportive and positive Communicates fully and openly Expresses information effectively, both orally and in writing, adjusts language and style to the recipients and considers their frame of reference Empathises with others and considers their needs and feelings Treats others with respect Organisation Establishes a plan of action and achieves priority goals Manages workload / flow, recognises and addresses barriers to the workflow, and takes account of changing priorities Utilises and has knowledge of local resources Self Management Sets high standards and strives to achieve Displays energy and drive and persists in overcoming obstacles Copes with stress, is resilient to change and understands personal imitations Is proactive and displays initiative Practices ethically Quality Supports continuous improvement through commitment to meeting ADHB goals and values Adheres to ADHB policies, procedures and professional standards Flexibility Ability to adapt and work effectively within a variety of situations, and with various individuals or groups Learning Constantly strives to build knowledge and skills, acknowledges and learns from mistakes and improves outcomes Able to reflect on own performance Innovation Actively questions, thinks outside the square and develops creative, effective solutions to improve outcomes

7 WORKING FOR ADHB EXPECTATIONS OF EMPLOYEES CITIZENSHIP All employees are expected to contribute to the innovation and improvement of Auckland District Health Board as an organisation. This means: Using resources responsibly Models ADHB values in all interactions Maintaining standards of ethical behaviour and practice Meeting ADHB s performance standards Participating in organisation development and performance improvement initiatives Helping to develop and maintain Maori capability in ADHB, including developing our understanding of the Treaty of Waitangi and ways in which it applies in our work Raising and addressing issues of concern promptly THE EMPLOYER AND EMPLOYEE RELATIONSHIP We have a shared responsibility for maintaining good employer/employee relationships. This means: Acting to ensure a safe and healthy working environment at all times Focusing our best efforts on achieving ADHB s objectives A performance agreement will be reached between the employee and their direct manager and/or professional leader containing specific expectations. CONSUMER/CUSTOMER/STAKEHOLDER COMMITMENT All employees are responsible for striving to continuously improve service quality and performance. This means: Taking the initiative to meet the needs of the consumer/customer/stakeholder Addressing our obligations under the Treaty of Waitangi Involving the consumer/customer/stakeholder in defining expectations around the nature of the services to be delivered and the timeframe Keeping the consumer/stakeholder informed of progress Following through on actions and queries Following up with the consumer/customer/stakeholder on their satisfaction with the services PROFESSIONAL DEVELOPMENT As the business of ADHB develops, the responsibilities and functions of positions may change. All staff are expected to contribute and adapt to change by: Undertaking professional development Applying skills to a number of long and short term projects across different parts of the organisation Undertaking such development opportunities as ADHB may reasonably require