1. Managerial Leadership Clinical Management responsibility for Band 7 Clinical Managers, working alongside 8a Senior Clinical Managers and Operational Manager (Band 8a) colleagues. To support Clinical Managers in their responsibility for liaising with acute and community providers around delayed transfers of care and be the point of escalation within the Complex Cases Team for system partners. Ensure Complex Cases Team delayed transfers of care patients are tightly managed and appropriate care is commissioned to support a timely discharge To support Clinical Managers with clinical triage of daily patient case management caseload and prioritisation of commissioning to enable client safety and timely commissioning of care to mitigate clinical risk To support the Complex Cases Team on PHB portfolio including policy development and education and training across Complex Cases Team and system partners. To support the Complex Cases Team on Childrens and Young People, including policy development and education and training across Complex Cases Team and system partners. To support the Complex Cases Team with clients with Learning Disabilities, including policy development and education and training across Complex Cases Team and system partners. To support the Complex Cases Team with Section 117 clients, including policy development and education and training across Complex Cases Team and system partners. To develop transitional planning with Childrens Continuing Healthcare, education and Social Care Services to ensure seamless movement into adult NHS Continuing Healthcare. To support the Clinical Managers on day to day management of legal cases, liaising with ICB Solicitors and Complex Cases Team colleagues to undertake investigation and preparation of documents as required. To support Clinical Managers on DoLs across the Complex Cases Team, including individual case management, undertaking training, working jointly with CHC nurse specialists and the ICB DoLs Lead as appropriate To support Head of Clinical Services (Complex Cases) with management of safeguarding, liaison with ICB safeguarding team and with Local Authorities. This may include provider failure or Serious Incident management. To liaise with clients or their representatives, health and social care professionals and other agencies with respect to the process for NHS Continuing Healthcare Assessment. To have expert Clinical knowledge pertaining to Adult Continuing Healthcare applying it to individual cases. Plans, organises and prioritises their own & team workload in relation to service Have responsibility for proactively monitoring care for the most complex patients on the CHC caseload and escalating to the Head of Clinical Services (Complex Cases) where appropriate. To chair monthly Dispute Panels with Local Authority and decision maker on dispute cases. To act as a clinical representative on the Complex Cases Panel. To provide professional clinical support to CHC Nurse Specialists within the Complex Cases Team To support and inspire colleagues at all levels in the provision of high levels of clinical practice. To act as a role model maintaining individual professional development and clinical excellence. To apply relevant HR policy in line management of staff (Band 7) including management supervision, performance and capability, sickness management and appraisal process. Represent the CHC team at NHSE Leads meetings Provide up to date training for relevant pathways and workstreams. 2. Clinical Governance, H&S, Audit Quality Provide advice in relation to quality of care Contribute to the policy and service development of the Complex Cases Team Provide clinical advice and expertise to the financial authorisation and Complex Cases Panel, ensuring a patient centred approach to decision making. Undertake surveys and audits relating to NHS Continuing Healthcare. Participate in approved research projects as requested. Maintain personal and professional development in accordance with appropriate professional registration Code of Professional Conduct maintained by all clinical practice as required by developing and maintaining clinical skills and maintenance of a personal professional portfolio. Identify, assess, manage and systematically reduce risks. Process risk management incident report forms in the first instance and carry out any investigations necessary. Work with the Head of Clinical Service (Complex Cases), Senior Clinical Manager and Operational Manager and the Quality & Nursing Directorate to monitor quality of commissioned care providers, working closely with the local authority to ensure care is delivered to the highest standards. Ensure that CHC assurance framework (CHAT) is maintained, and key areas of improvement are identified. 3. Personal and People Development Support clinical colleagues to meet requirements for revalidation. Take responsibility for own ongoing professional development, accessing clinical supervision and ensuring professional development plan in place. Ensuring that agreed goals within the professional development plans are fully met. To be responsible, along with appropriate colleagues for the coordination and training of NHS Continuing Healthcare Assessors and Co-ordinators, ensuring that that they have the requisite skills to match their responsibilities. To take personal responsibility for comprehension of the national and local agenda for NHS Continuing Healthcare. Using professional knowledge and expertise in the field of NHS Continuing Healthcare, NHS- funded Nursing Care to assist colleagues with the implementation and evaluation of specialist education and training packages across a wide range of agencies. Attending professional network meetings and updates as deemed appropriate. Responsibility for ensuring all team members (administrative and clinical) have ongoing professional and personal development and ensure training up to date and any training needs identified and undertaken. 4. Communication To act as a contact point for complaints in the absence of the Head of Service (Complex Cases) To effectively communicate highly complex or sensitive information to patients and/or their representatives where patients are in the terminal stages of their illness, ensuring empathy and reassurance. Dealing with regular telephone calls throughout the day, addressing general enquiries, issues of concern regarding patient wellbeing, complaints and referrals. Make complex judgements including managing intra-professional difference of opinion. Follow safeguarding policies and guidelines and know how to seek specialist advice. To be able to recognise the indicators of abuse and how to act on them. To act as a contact point for complaints as and when required To effectively communicate with families who may be hostile and antagonistic dependent on their personal circumstances and an awareness of the personal financial implications which could ensue as a result of any decisions made by the team. 5. Financial Management To be aware and conversant with all financial and budgetary issues relating to Complex Cases Team. Report daily, weekly and monthly where appropriate on demand for placements and care packages and delayed transfers of care (DToC). Identify capacity constraints and use effective management techniques to mitigate bottlenecks and inform future commissioning plans and developments. Contribute towards performance improvement and lead on identified areas. Approval of packages of care as per Standing Financial Instructions