Position Title: Clinical Lead, Kitchener Waterloo, Woolwich, Wellesley, Wilmot (KW4), Regular
Reports To: Vice President, Clinical
Anticipated Time Commitment and Term: 1 day per week
Primary Location: To Be Determined
Date: June 21, 2017
You are a courageous, influential and well-respected clinical leader who is committed to find ways to help people stay healthy and get the care and support they need. You are passionate about improving access to care, the patient experience and clinical outcomes. As a respected clinician in the community, you are focused on working with fellow clinicians to help achieve these goals. You will be responsible for clinical engagement, clinical quality and clinical change management at the sub-region to identify and advance sub-region health care priorities in alignment with the LHIN's broader health care priorities and local needs.
In 2017/18, the initial focus will be on two areas - helping address issues that are limiting access to high-quality care (e.g. – access to MH&A services, hip and knee surgeries, etc) and working closely with primary care providers to action the primary health care plan within the sub-region (see primary care plan).
The primary health care plan aims to:
- Build equitable, comprehensive, coordinated team-based primary care that helps residents navigate and connect with health and social services based on their personalized needs;
- Support primary care to improve timely access to care;
- Develop strong clinical leadership capability paired with strong change management capability to enable the transformational change
- Evaluate the patient and clinical experience as we create primary care as the foundation of the health system.
- Work closely with the Vice President, Clinical, clinicians, health service providers and LHIN staff to achieve the primary care plan as outlined above and to help inform plan evolution based on patient and clinical input.
- Monitor performance for the sub-region and work with LHIN staff, clinicians and health service providers to address issues that limit access to high-quality care (e.g. – access to MH&A services, hip and knee surgeries, primary care, etc).
- Intentionally engage clinicians in decision-making by helping to create forums for them to advance clinical and patient input into health service provider and LHIN decisions.
- Support the development of a culture where patients, families, and caregivers have a voice and the community remains at the heart of discussions and decisions.
- Champion clinical standards of care and supports clinical change management at sub-region level.
- Act as a liaison between the WW LHIN and clinicians at in each sub-region.
PREFERRED EXPERIENCE AND SKILLS
- Courageous in the pursuit to make health care easy for residents and to improve their experience in our health system.
- Ability to inspire leaders and clinicians in our health system towards an ambitious goal of making it easy for people to be healthy and get the care and support they need.
- Practical experience in change and improvement methods and tools, and the ability to draw on leading practices to adapt and apply these skills.
- Experience developing and implementing health care quality improvement strategies or other large scale initiatives.
- Knowledge of existing medical and clinical networks that can be tapped for effective engagement and communication of strategies and initiatives.
- Skills for and/or a good understanding of data management, analysis, and performance measurement.
- Sensitivity and organizational skills to operate effectively across complex work cultures and environments.
- Political acumen, and understanding and commitment to diversity.
- Clinical Licence in good standing specifically as a physician and/or Nurse Practitioner.
- Demonstrated clinical leadership experience.
There are no direct reports to this sub-region clinical lead. There will be LHIN staff to help support you in your activities.
WWLHIN strives to create a respectful, accessible and inclusive work environment. Upon individual request, hiring processes will be modified to remove barriers to accommodate those with disabilities. Should any applicant require accommodation through the application, interview or selection processes, please contact Human Resources at firstname.lastname@example.org for assistance.
If you are interested in this position, please submit a cover letter, along with a detailed resume, outlining how your skills, qualifications and experience meet the position requirements, before 4:30 p.m. on July 14, 2017 to Human Resources at email@example.com. We thank all applicants in advance; however, we will be communicating only with those selected for an interview.
THE WATERLOO WELLINGTON LHIN IS COMMITTED TO THE PRINCIPLES OF EMPLOYMENT EQUITY.
Appendix A: Primary Care Plan
The Waterloo Wellington LHIN is committed to build primary health care as the foundation of our local health care system. Local clinicians have been instrumental in providing the LHIN with advice and direction on ways to improve the patient and clinician experience. We firmly believe that by helping clinicians help their patients we will continue to achieve our vision of creating the healthiest population in Ontario.
A portion of our primary care providers function within a team while others practice independently. Residents do not have equitable access to team-based care within our LHIN.
Our local plan is built on a 4 pronged approach:
- Building Equitable, Comprehensive and Coordinated Team-based Primary Health Care while helping residents navigate and connect to health and social services based on their personalized needs;
Why? Close to 70% of our local residents do not have access to team based care to help address their health care needs. Residents and primary care providers do not have equitable access to primary health care.
- Primary Health Care that is easy to access and provides more timely services;
Why? Consumers of health care want access to care as quickly as possible and will seek out all ways to receive the timely care they need if their primary care provider is not available – going to Emergency Department, walk-in clinics, urgent care centres, or buying online primary care services.
- Building strong clinical leadership capability paired with a strong change management capability to enable these improvements;
Why? Improvements require support in a practical way that makes the improvement stick. Locally we have learned that by having change teams support primary care with key practice change we can accelerate improvements.
- Evaluating the patient/resident and clinician experience as it relates to the above areas of focus
Why? Understanding the patient and provider baseline experience and how their experience improves with the implementation of the plan is needed in order to continue to scale and spread change locally and provincially.