Team & Operations Procedures

Purpose

To support the professional growth, clinical competence, and wellbeing of all team members through structured and responsive supervision.

Scope

Applies to all clinicians and supervisors at Joyful Journey OT.

Procedure

1. Supervision Frequency

   • New grads: Weekly for the first 12 months, then fortnightly as determined appropriate by both the mentor and mentee.

   • Experienced clinicians (1+ years): Fortnightly.

   • Senior clinicians: Monthly or as otherwise negotiated.

2. Structure

   • Sessions are goal-focused and documented using the Supervision Template.

   • Topics may include caseload discussion, reflective practice, professional development, and wellbeing.

3. Performance Development

   • Formal reviews occur every 6–12 months using the Performance Review Document (adapted from the Capability Framework) and career pathway tools.

   • Feedback is collaborative and values-aligned.

4. Escalation & Support

   • Concerns are addressed with transparency and early intervention.

   • Supervision notes are stored in each clinician's folder on the OneDrive.

Roles & Responsibilities

• Supervisee: Come prepared with agenda, goals, and reflections.

• Supervisor: Facilitate reflective and developmental discussion.

• Practice Manager/Director: Oversee supervision compliance and quality.

Related Documents/Forms

• Supervision Template (OneDrive)

• Capability Framework (OneDrive)

• Performance Review (OneDrive – emailed to each clinician by mentor in preparation for performance reviews)

Purpose

To ensure that clinicians have a clear and supported process for escalating clinical concerns, decision-making needs, and complex situations.

Scope

Applies to all clinicians, support staff, and leadership.

Procedure

1. When to Escalate

   • Risk to client safety, unclear boundaries, ethical dilemmas, funding conflicts, or complex family dynamics.

2. Escalation Flow

   • Step 1: Discuss with Senior OT.

   • Step 2: If unresolved or urgent, escalate to Practice Manager.

   • Step 3: Director involvement for high-level or systemic issues.

3. Communication

   • Use Teams or email to flag clearly (e.g., subject: Escalation – Client Initials).

   • Document actions taken and outcome.

4. Support

   • Clinicians will not be expected to manage risks alone.

   • Follow-up support and debriefing will be offered when needed.

Roles & Responsibilities

• Clinicians: Recognise and raise concerns early.

• Senior OT/Practice Manager: Offer guidance and decision support.

• Director: Handle critical or organisational-level matters.

Related Documents/Forms

• Escalation Quick Reference Chart

Purpose

To define how “mini-roles” operate within Joyful Journey OT to empower leadership, build skill diversity, and distribute responsibility fairly.

Scope

Applies to all clinicians who take on an additional mini-role (e.g. Team Culture Lead, Resource Curator, Community Engagement Rep).

Procedure

1. Mini-Role Allocation

   • Roles are assigned based on interest, capability, and team need.

   • Typically reviewed annually or during performance reviews.

2. Expectations

   • Each role has a clear role description, goals, and time commitment.

   • Time for mini-role tasks is blocked into work hours on Splose where possible.

3. Accountability

   • Monthly check-in with Senior OT or Director.

   • Outcomes and updates shared in team meetings.

Roles & Responsibilities

• Mini-Role Holder: Lead initiatives, document progress, share updates.

• Senior OT: Provide support and structure.

• Director: Oversee alignment with strategic goals.

Related Documents/Forms

• Mini-Role Descriptions (JJOT Intranet)

• Mini-Role Progress Template (JJOT Intranet)

Purpose

To guide clinicians in planning and applying for professional development (PD), ensuring it aligns with Joyful Journey OT’s values and budget.

Scope

Applies to all clinical staff seeking professional learning or study leave.

Procedure

1. PD Planning

   • Staff set yearly PD goals during supervision.

   • Opportunities must relate to Joyful Journey OT’s client base, service model, or strategic direction.

2. Study Leave & Funding Requests

   • Submit PD Request via emails or Teams to Director with cost breakdown and rationale.

   • Director or Practice Manager approves based on budget, relevance, and caseload coverage.

3. Post-PD Requirements

   • Staff share key takeaways at team meetings or via resource summaries.

   • Upload certificate to personal PD tracker (e.g. AusMed).

Roles & Responsibilities

• Clinician: Plan, request, and share PD learnings.

• Practice Manager/Director: Approve requests, manage budget.

Related Documents/Forms

• Annual PD Tracker (Ausmed (personal); OneDrive (Director-managed))

Joyful Journey Occupational Therapy (JJOT)
Policy: Incident & Allegation Response Procedure
Effective Date: 09/05/2025
Next Review: Annually

1. Purpose

This procedure outlines how JJOT staff must respond to incidents or allegations involving client harm, misconduct, or safety risks. It ensures timely, transparent, and compliant action in line with our duty of care, mandatory reporting laws, and NDIS obligations.

2. Scope

Applies to all staff, students, contractors, and volunteers at JJOT in all settings (clinic, home, school, community, telehealth).

3. Definitions

• Incident: Any unplanned event that causes or could cause harm, injury, distress, or breach of policy.

• Allegation: A claim or report that a person has behaved in an unsafe, unethical, or unlawful way.

• Notifiable Incident: An incident that must be reported to an external body (e.g., NDIS Commission, Child Protection, Police).

4. Immediate Response Steps

1. Ensure safety of all involved: Remove child/client from harm, provide first aid, and de-escalate where possible. (Responsibility = clinician)

2. Notify senior staff immediately: Contact Practice Manager or Senior OT by phone for guidance. (Responsibility = clinician)

3. Document the incident: Complete the Staff Incident Report on the same day with objective details. (Responsibility = clinician)

4. Secure and preserve evidence: Notes, client items, CCTV (if applicable), correspondence. (Responsibility = clinician)

5. Provide support: Offer care and information to child/client and their family. Inform them of next steps. Complete Incident Regsiter (Responsibility = clinician/Manager)

5. Escalation and Reporting Flow

Type of Concern: Low-risk incident (e.g., minor fall, toy breakage)

Reported To: Practice Manager

Further Action: Logged and reviewed internally

Type of Concern: Behavioural or clinical incident

Reported To: Practice Manager / Senior OT

Further Action: Review and follow-up actions documented

Type of Concern: Allegation of abuse, neglect, or misconduct

Reported To: Practice Manager & Child Safety Officer

Further Action: Follow Mandatory Reporting Procedure immediately

Type of Concern: NDIS participant incident (reportable)

Reported To: NDIS Complaints Officer (Director)

Further Action: Notify NDIS Commission within 5 days (24hrs if serious)

Type of Concern: Serious harm, criminal activity, injury

Reported To: Police / Emergency Services (000)

Further Action: Immediate response and external reporting

6. Mandatory Reporting

If a staff member suspects child abuse, neglect, or significant harm:

• Follow JJOT’s Mandatory Reporting Flowchart

• Make a report to Child Protection if mandatory reporter

• Record the report in Splose using the Child Concern Record Template

• Notify the Director/Seniro OT as soon as it is safe to do so

7. Follow-Up and Support

• Review incident and assign follow-up tasks - Practice Manager

• Implement changes to prevent recurrence - Relevant team members

• Provide support or debrief for staff involved - Practice Manager or Peer Supervisor

• Communicate outcome to client/family (where appropriate) - Senior OT or Director

• Conduct internal review if required - Leadership team

• Log all actions taken in Incident Register - Clinician / Manager

8. Confidentiality

• All incident and allegation reports are treated as confidential.

• Only relevant persons are informed on a need-to-know basis.

• All documentation is stored securely and access-limited.

9. External Reporting Timeframes (NDIS)

Incident Type: Death of a participant

Reporting Deadline: 24 hours

Incident Type: Serious injury or abuse

Reporting Deadline: 24 hours

Incident Type: Use of restrictive practices (unauthorised)

Reporting Deadline: 5 business days

Incident Type: Other reportable incidents

Reporting Deadline: 5 business days

10. Review

This procedure will be reviewed annually or following:

• A serious or notifiable incident

• Legislative or NDIS changes

• Staff feedback on incident response process

Joyful Journey OT Performance & Conduct Management Procedure

Effective From: [Insert Date]
Approved By: [Director Name]
Review Date: [Insert Date – 2 years later]
Applies To: All Joyful Journey OT staff, including employees, contractors, and interns.

1. Purpose

At Joyful Journey OT, we believe every team member brings unique strengths. This procedure outlines a fair, compassionate, and transparent process to guide performance development and respectfully manage conduct concerns. It is designed to foster growth, maintain a safe and collaborative workplace, and uphold our values of curiosity, connection, and compassion.

2. Scope

This procedure applies to all staff working at Joyful Journey OT. It includes informal and formal pathways to support performance and conduct expectations.

3. Principles

• Clarity & Support: All team members deserve clear expectations and constructive feedback.

• Growth Mindset: We value ongoing professional development and view performance conversations as opportunities for learning.

• Fairness: Procedural fairness is essential, including the right to respond, have a support person, and be treated respectfully.

• Confidentiality: All matters will be handled with discretion.

4. Informal Support & Development

Early support is always preferred. Leaders will provide:

• Regular 1:1 catch-ups

• Feedback on strengths and growth areas

• Opportunities for clarification of expectations

• Coaching and support where needed

File notes may be kept to track progress and plan next steps.

5. Formal Performance or Conduct Management

A formal process may be initiated if:

• Informal strategies haven’t led to improvement

• The concern is significant and requires direct action

Steps typically include:

• A written invitation to a meeting with notice and the offer of a support person

• A meeting to discuss concerns, provide support options, and agree on actions

• A follow-up summary provided in writing

Where appropriate, a Performance Improvement Plan (PIP) will be introduced (see below).

6. Performance Improvement Plan (PIP)

A PIP is a structured document that sets out clear goals, timelines, support strategies, and review dates. It’s designed to help the team member succeed, not to punish.

7. Misconduct or Serious Misconduct

Misconduct may include breaches of workplace policies, unsafe behavior, or disrespectful conduct. Serious misconduct (e.g. theft, assault, fraud, or discrimination) may result in immediate suspension and possible dismissal, following an investigation.

8. Disciplinary Outcomes

If performance or conduct does not improve despite support:

• Verbal or written warnings may be issued

• A final written warning may be given

• Employment may be terminated if required

Each step is taken with compassion, fairness, and consideration of all circumstances.

Team Building Day Procedure

Version: 1.0
Author: Hannah Lees
Approved by: Director
Review Date: Annually

Purpose

To outline the planning, preparation, and follow-up steps required to run a Joyful Journey OT Team Building Day that strengthens team connection, celebrates values, and supports alignment with organisational goals.

Team Building Days are designed to:

• Foster genuine connection and psychological safety

• Strengthen shared understanding of Joyful Journey’s values and culture

• Encourage reflection, creativity, and collaboration

• Celebrate progress and acknowledge contributions

Frequency

Team Building Days are typically held quarterly, ideally:

·         March – to set yearly goals

·         June – to refocus and reconnect

·         September – to set end of year goals

·         December – to celebrate the year and Christmas

Responsible Person

The Director or Senior OT (acting leadership role) is responsible for planning and running the day.
Support may be delegated to team members (e.g. admin for bookings, clinician for games, etc.).

Procedure Overview

1. Set the Intention

• Identify the purpose of the day (e.g. celebration, culture-building, reflection, planning etc.).

• Choose a theme or focus aligned with Joyful Journey’s values (e.g. “We’re all in this together”).

• Determine any key outcomes (e.g. improved collaboration, shared clinical learning, stronger peer connection).

2. Plan the Logistics

• Select a date (check team availability and workload).

• Book a venue:

  • Clinic (for small-scale or low-cost days)

  • Local venue or community space (for offsite events)

• Set the duration: Typically 9:00am–12:30pm for themed activities (e.g. PD, business-goals, goal-setting etc.) and 1:30pm+ for a fun activity OR business per usual 9-12:30, activities run 1:30+ with an option activity/dinner after work hours.

• Organise catering: Light morning tea, coffee, or lunch — local café, Uber Eats, or BYO style.

• Prepare resources: butcher’s paper, markers, post-its, speaker, slides, props if using.

3. Design the Agenda

Include a balance of connection, reflection, and fun.
A sample structure:

Time

Activity

Purpose

9:00–9:30

Welcome + icebreaker

Build energy and connection

9:30–10:30

Values reflection or team exercise

Reconnect with Joyful Journey’s culture

10:30–11:00

Morning tea

Social time

11:00–12:30

Collaborative workshop or case reflection

Strengthen shared learning

12:30–1:30

Lunch

Connection and celebration

1:30–4:00

Team activity / game / creative challenge

Promote fun and bonding

4. Communicate with the Team

• Send calendar invite and overview email at least 3 weeks in advance, outlining:

  • Purpose and theme

  • What to bring

  • Any optional prep (e.g. reflection prompts, team contribution)

• Remind staff one week before.

5. Facilitate the Day

• Set a welcoming and inclusive tone.

• Begin with a values-based icebreaker or gratitude reflection.

• Balance structured activities with free-flowing discussion.

• Encourage all voices to be heard.

• Take photos for internal use or social media (with consent).

6. Wrap-Up and Follow-Up

• Conclude with team reflection questions such as:

  • “What are you most proud of as a team?”

  • “What do you want to carry forward into next term/year?”

• Collect informal feedback verbally or via quick form.

• Summarise key takeaways or action points at the next team meeting.

• Upload agenda, notes, and any photos to Teams > Admin > Team Building Days folder.

Optional Add-Ons

• Invite guest facilitator or speaker.

• Integrate wellbeing activities (e.g. yoga, walk, mindfulness).

• Incorporate celebration elements (awards, gifts, thank-you notes).

• Link reflections to strategic goals or values.

Related Documents

• Joyful Journey OT Values Posters

• Team Meeting Procedure

• Staff Input Team Building Day Form

• Team Building Day Feedback Form