Supervision Policy. NHS Litigation Authority Risk Management Standards

Supervision Policy Policy Title State previous title where relevant. State if Policy New or Revised Policy Strand Org, HR, Clinical, H&S, Infection Control, Finance For clinical policies only - state index category Links to National Regulatory Standards: Care Quality Commission(CQC) NHS Litigation Authority (NHSLA) National Institute for Health & Clinical Excellence (NICE) Policy Lead/Author Job titles only Consultation State year and the individuals, groups, committees, service users, working partners etc. you have consulted with Ratification State ratified by whom - Policy Ratification Group, Executive Committee or Director Equality Impact Assessment Implementation Plan Supervision Policy Previously titled: Clinical Supervision Policy Revised Clinical Sub Category: Clinical and Management Supervision NHS Litigation Authority Risk Management Standards Deputy Director of Nursing Supervision Network Group March 2014 Workforce Development Group March 2014 Professional Advisory Group April 2014 Quality & Safety Steering Group April 2014 Professional Leads May 2014 Service Managers May 2014 Staff-side Leads June 2014 Policy Ratification Group Yes Yes Month/year policy first developed September 2012 Months/years policy reviewed Keep review dates in chronological order November 2012, September 2014 Next review due September 2017 Review details Revisions made, changes etc include page numbers and paragraphs For Corporate Executive Support use Sept 2014 - Section 6: Child Protection Supervision & reference to this Policy made. Nov 2012 - Changes in line with NHSLA requirements, organisational changes. Date Policy First Uploaded to Intranet September 2012 Date Policy Revised & Reloaded to Intranet November 2012, November 2014 Version 2.0 September 2014

Supervision Policy Ref. Contents Page 1.0 Introduction 3 2.0 Purpose 3 3.0 Objectives 4 4.0 Definitions 4 5.0 Duties 5 6.0 Committee/Group Responsible for Approval of this Policy 6 7.0 Process 7 8.0 Monitoring Compliance 12 9.0 Standards/Key Performance Indicators 13 10.0 Equality Impact Assessment 13 11.0 Training 13 12.0 Data Protection Act and Freedom of Information Act 13 13.0 References 13 14.0 Links to other Polices and Procedures 14 Appendices Appendix 1a Supervision Monitoring Form 15 Appendix 1b Supervisors Monitoring Template 16 Appendix 2 Supervision Record Form 17 Appendix 3 Supervision Contract 18 Appendix 4 Feedback to Line Manager 20 Appendix 5 Training Needs Analysis Guidance 21 Review and Amendment Log Version Reason Status Date Description of Change V1.0 Alignment of policies following TCS Ratified Sept 2012 Policy for the new organisation BCPFT V1.1 Level 1 NHSLA Ratified Nov 2012 Minor amendments V2.0 Two year review Ratified Sept 2014 Full Review of Policy Version 2.0 September 2014 2

1.0 Introduction Black Country Partnership NHS Foundation Trust recognises the importance of all forms of supervision as an integral component of staff support and professional development, which in turn raises the standards of service delivery and patient safety. The concept of clinical supervision was identified in A Vision for the Future (Department of Health 1993). The value and benefits of clinical supervision have repeatedly been highlighted in successive national guidance, for example, The NHS Plan 2000. As such NHS Trusts are required to ensure that all staff involved in delivering clinical care and treatment receive appropriate clinical supervision, taking into account national guidance from the relevant professional bodies. More recently (July 2013) the Care Quality Commission has published a Supporting Information & Guidance document entitled: Supporting effective clinical supervision. This follows the Francis and Winterbourne View reports and sets out what effective clinical supervision should look like and has application to registered providers, registered managers and staff across ALL care sectors and settings. The Department of Health argues that clinical supervision and line management/managerial supervision are inter-dependent, identifying clinical supervision as the 'how' of practice, with line management supervision as the 'what' (DH, 1998). Other types of supervision in use across the organisation include Professional Supervision, Safeguarding Children Supervision and Restorative Supervision. 2.0 Purpose The Trust recognises the strengths of the organisation are the staff, whose skills, expertise and dedication underpin the safe and effective delivery of care for all patients and service users. The expectation is that staff should, in turn, be supported and developed. The Trust accepts that various professional bodies apply different definitions and standards in the context of professional supervision and is committed to supporting practitioners in accessing levels of professional supervision consistent with both the expectations placed upon them by their respective professional bodies and their individual developmental needs. Where necessary and possible, staff are encouraged to make and agree 'release from duty' arrangements with their managers in order to attend their supervision sessions with a frequency as directed by professional guidance and this policy. These arrangements also apply to all managers/supervisors who should also expect to have access to line management and/or clinical supervision and/or professional supervision as necessary and to access appropriate training to fulfil their role in a competent way. This policy will define and describe four types of supervision in use within the organisation: Clinical Supervision Managerial Supervision Version 2.0 September 2014 3

Professional Supervision Safeguarding Children Supervision Through defining and outlining standards & practice within these four types the policy seeks to inform both the delivery of these models and the development of local guidance and procedures for the delivery of all other forms of supervision in use within the Trust and to make clear: The expectation of the Trust in relation to clinical supervision, managerial supervision, professional supervision and safeguarding children supervision; The roles and responsibilities within all supervision arrangements; The process for monitoring that all staff receive the appropriate supervision for their role. 3.0 Objectives This policy relates to all staff employed by Black Country Partnership NHS Foundation Trust. The objectives of this policy are: To set standards for supervision for clinical staff employed by the Trust; To give guiding principles to staff and professional groups in relation to expectations of the Trust around the delivery of supervision; To ensure managers and individuals understand and are fully aware that supervision should take place according to the professional standards of each discipline. 4.0 Definitions Supervision Supervision is a formal process for managing and providing oversight of the performance, support and development of staff. Clinical Supervision Clinical supervision has been defined as: Regular protected time for facilitated, in depth reflection on clinical practice. It aims to enable the supervisee to achieve, sustain and creatively develop high quality of practice through the means of focused support and development. (Bond & Holland 1998) The Nursing & Midwifery Council (2003) has defined clinical supervision as a practice focused professional relationship that enables you to reflect on your practice with the support of a skilled supervisor. Through reflection you can further develop your skills, knowledge and enhance your understanding of your own practice. Managerial Supervision Managerial supervision is a formal process that relates to an employee's job, role, function, workplace, performance, capability and competence and includes: Workload management (for clinical staff this will include clinical workload); Implementation/adherence of organisational policies and procedures Role within the team; Interface with colleagues and other services; Version 2.0 September 2014 4

Prioritisation of work; Staff wellbeing; Service delivery, including resources; Performance management and monitoring. Professional Supervision Professional supervision is defined by individual professional bodies and seeks to ensure professional governance standards are met. Professional supervision provides the opportunity for staff to review their professional standards, keep up to date with developments of their particular profession, identify professional development needs and be clear that they are working within professional boundaries. Areas covered may include: Code of conduct; Professional standards and guidelines; National and local drivers for the profession; Note that professional issues will also be discussed in clinical supervision. Safeguarding children supervision Safeguarding children supervision is an essential requirement for the professional development of health staff who work with children, young people and their families (DOH 2008). It offers dedicated time for the discussion of individual cases of concern (Munro 2010). 5.0 Duties The roles and responsibilities of those involved in supervision of all clinical staff is as follows: Chief Executive In relation to the clinical supervision of all clinical staff the Chief Executive (CEO) holds overall accountability and responsibility for ensuring that effective supervision monitoring systems are in place within the Trust. Director of Nursing The Director of Nursing is the nominated Director for clinical supervision of all clinical staff. Trust Quality & Safety Committee The Trust Quality & Safety Committee will approve this policy. This group links in with the Divisional care Governance Groups where any identified issues relating to all supervision at a divisional level, are addressed in detail. Divisional Directors/ Divisional Managers/ Service Managers Divisional Directors/Divisional Managers/Service Managers are responsible for ensuring that supervision monitoring data is collected from clinical areas and for acting effectively on the information gathered. Version 2.0 September 2014 5

Team Managers/Team Leaders Team Managers/Team Leaders are responsible for ensuring all necessary types of supervision are delivered, within their sphere of responsibility, to all clinical staff by appropriately qualified, skilled and experienced clinical supervisors. Team Managers/Team Leaders need to ensure supervision monitoring data is routinely collected and submitted on a quarterly basis to service managers. Team Managers/Team Leaders, will via appraisal and professional development, need to enable individuals to identify their supervisory needs and support release from normal duties to attend supervision sessions. Clinical/Professional Leads Clinical/Professional Leads are responsible for ensuring clinical/professional supervision is delivered within their spheres of responsibility/practice. Clinical/professional leads must ensure clinical/professional supervision arrangements are in place and that monitoring reflects these arrangements. Clinical/Professional Leads will need to ensure that supervisors are competent to fulfil the supervisory role. Supervisors All supervisors are responsible for ensuring record-keeping of sessions, in accordance with policy guidance (using Appendix 2 or similar) and that it is completed and retained confidentially either on personal files or in supervision files. NB clinical supervision records should be stored in supervision files only. Supervisors need to ensure they possess the competence, skills, knowledge and/or experience to deliver supervision effectively within their sphere of expertise/practice and be willing to accept supervision themselves. When supervising unqualified staff, clinical supervisors remain clinically responsible for their supervisees. Supervisee Supervisees are responsible for ensuring they attend all booked sessions, arrange their own supervision sessions with supervisor and be familiar with their professional standards and codes of practice and principles. To get the best results from sessions, supervisees need to plan ahead, consider any issues of practice, professional dilemmas to be discussed and return to future sessions with completed actions from previous sessions. Supervisees must complete supervision monitoring as required, to ensure all sessions undertaken are accurately recorded. 6.0 Committee/Group Responsible for Approval of this Policy The Trust Quality and Safety Steering Group has overall responsibility for ensuring that clinical staff receive appropriate supervision. Version 2.0 September 2014 6

7.0 Process The Trust recognises that supervision practice and staff needs are dependent upon a number of factors: The context in which supervision is delivered e.g. the clinical setting, professional discipline, client group etc.; The model of supervision employed e.g. solution focussed, restorative, CBT etc.; The format of supervision utilised e.g. 1:1, group, reflective practice, peer etc. Models of clinical supervision will vary across professional groups and services and the Trust recognises that alternative, flexible approaches will be used to meet the needs of staff. Flexible approaches to the delivery of clinical supervision include: action learning, peer supervision and facilitated team reflective sessions. All are acceptable and appropriate models of supervision/practice support and will meet the needs of some individuals or teams. It is important that such group sessions are recognised and recorded as such for supervision monitoring purposes. 7.1 Types of supervision This policy will differentiate four different types of supervision. This is not an exhaustive list and staff will need to access the form(s) of supervision they require to meet the purpose and function of their role, profession and any specific therapeutic function they are developing and/or delivering, 7.2 Functions of Supervision The core function of all forms of supervision is to ensure the delivery of safe, effective services. To do this staff need to be capable, competent and effective. Supervision is described as having three interrelated functions (Proctor 1987, Kadushin 1992). Normative This provides a managerial, administrative or quality control function. This aspect focuses on making sure that the individual is complying with the specifications and expectations of their post and practicing in a safe manner; Formative This addresses the developmental aspects focusing on monitoring and developing the standard of the employee s knowledge and skills which support the employee in effective practice; Restorative This aspect focuses on supporting the individual to practice effectively and can range from practical support to creating a safe space to deal with the emotions generated by the individual s work. 7.3 Clinical Supervision All employees delivering direct clinical care need to participate in clinical supervision. Function The function of clinical supervision is to support and sustain the quality and effectiveness of the clinical practice delivered by the clinician. The focus tends to be on educative and supportive functions and guided reflection on the employee s clinical work is the primary means for achieving this. Version 2.0 September 2014 7

Setting the agenda for the session is primarily the responsibility of the supervisee, although the supervisor may set a framework to work within and also bring items to consider, for example, case review as a regular item. A relationship based on safety and support is vital if the employee is to feel comfortable in disclosing practice deficit issues or needs. Service user safety is not promoted if the supervisee feels threatened and behaves defensively. The clinical supervisor retains the oversight function, making clear where practice can be improved and where there may be a need to share serious concerns about the supervisee s practice. Formats This will normally occur with a more experienced clinician and can be provided within a range of formats or models including in groups. This should be negotiated locally with regard for individual and service need, in line with the requirements of professional protocols. Where the clinical supervisor is also the line manager and/or professional lead a single session may integrate clinical, line management and/or professional supervision. Where this is the case both will acknowledge during the session the change of agenda from one focus to another, to ensure all are given appropriate time and necessary consideration. Standards for accessing clinical supervision The Trust requires that clinical supervision is made available to clinicians of all grades undertaking clinical work at a frequency of no less than every 8 weeks. Supervisee Role It is the responsibility of practitioners of all grades undertaking clinical work to identify an appropriate clinical supervisor in partnership with their line manager. Clinical supervisees must take responsibility to ensure they are familiar with the principles and processes of clinical supervision and any local guidance. 7.4 Managerial Supervision All Trust employees need to access and participate in managerial supervision to monitor and support their work, facilitate effective performance and contribute to review of their individual performance. Function Managerial supervision involves issues related to an employee s job description, their workplace and includes: Prioritising workloads; Monitoring work and work performance; Monitoring compliance with governance systems, policies and procedures; Sharing information relevant to work; Clarifying task boundaries; Identifying training and development needs; Performance management; Setting and monitoring of objectives. Version 2.0 September 2014 8

Within managerial supervision, the focus is on monitoring, appraisal, performance management, supporting employees and following through objectives set within personal development plans. This process is enhanced by a supportive element to ensure that the employee feels valued, to improve their response to constructive criticism and to improve effective working. As the line manager has the responsibility for ensuring the quality of the service offered they can therefore take the lead in determining the agenda of these sessions. Formats This occurs with the line manager and will normally be 1-1. Where the line manager is also the clinical supervisor and/or professional lead a single session may integrate clinical, line management and/or professional supervision. Where this is the case both will acknowledge during the session the change of agenda from one focus to another to ensure all are given appropriate time and necessary consideration. Standards for accessing managerial supervision The Trust will make managerial supervision available to all staff. Line managers will be responsible for providing managerial supervision to their direct reports. All staff will be responsible for seeking and engaging in managerial supervision at a frequency of no less than every 8 weeks. Supervisee Role It is the responsibility of employees of all grades to clearly identify their management supervisor and make joint arrangements for managerial supervision sessions and attend these. 7.5 Professional Supervision All staff employed by the Trust on the basis of their professional qualification will receive supervision that can fulfil their professional requirements within their professions governance systems. For clinical staff in most cases this will be integrated into the format of their clinical or managerial supervision sessions. Where this is the case both participants will acknowledge during the session the change of agenda from one focus to another to ensure all are given appropriate time and necessary consideration. In exceptional cases professional supervision may need to be delivered in an additional separate supervision session. Function Emphasis may vary from profession to profession. Professional supervision needs will be encompassed in the delivery of either clinical or managerial supervision where possible. Formats Professional guidance may specify which formats are acceptable to meet professional requirements and are detailed in the profession s protocols. These professional requirements must be met. Standards for accessing professional supervision All employees employed by the trust on the basis of their professional qualification will have access to supervision at a frequency that satisfies their professional requirements. Professional supervision requirements also commonly apply to the supervision of assistant or associate roles. Version 2.0 September 2014 9

Supervisor Role Professional supervisors will be required to meet any identified training/educational/clinical experience requirement to fulfil their supervisory role. Supervisee Role Employees employed by the trust on the basis of their professional qualification will seek professional guidance. 7.6 Safeguarding Children Supervision All Health Visitors, School Health Advisors and Allied Health Professionals employed by the Children, Young People & Family Division where children are subject to a Child Protection Plan or a complex case will receive child protection supervision from a member of the Safeguarding Children Team every 3 months; where children are subject to a Looked after Status supervision will be offered 6 monthly from members of the Looked after Children Team. Where there are concerns around a child and family s vulnerability or there is a Child in Need Plan in place supervision will be provided by CYP Divisional Clinical Team Leads/ Community Practice Teachers 3 monthly. Other staff, including those within adult mental health & learning disability services, who are working with families where children are subject to a Child Protection Plan, will require 3 monthly safeguarding children supervision from the safeguarding team. For those where the children are subject to a Child in Need Plan will require supervision six monthly from the Safeguarding Children Team. Function To ensure health care staff are appropriately supported in safeguarding and promoting the well-being of children and young people; To ensure child centred practice; To encourage reflective practice, promote personal and professional development; To clarify worker role and responsibility within interagency working; Effective communication and engagement. Formats This will occur with either a member of the Safeguarding Children Team, clinical team leader or community practice teacher on a 1:1 basis. In the case of looked after children this may be offered on either a 1:1 or group basis. Standards for accessing safeguarding children supervision it is mandatory for all healthcare staff carrying a caseload which includes children on a Child Protection Plan, Looked after Children, Children in Need or where there are concerns of vulnerability to access safeguarding children supervision as outlined above. It is the responsibility of line managers and service managers to ensure staff are accessing supervision. Supervisor Role Safeguarding Children Supervisors are responsible for ensuring they are appropriately qualified to provide supervision, in receipt of continual professional development and are provided with their own regular supervision. Supervisee Role It is the responsibility of health care staff to access and participate in supervision according to BCPFT Safeguarding Children Supervision Policy. Version 2.0 September 2014 10

7.7 Recording and monitoring the delivery of supervision In accordance with professional guidance, supervisors/supervisees should keep a record of their supervision sessions, covering dates, times, key discussion points, objectives, actions and any cancelled/failed to attend sessions. Clinical supervision notes are best made at the end of the supervision session, where both parties can sign off any agreements (using Appendix 2 or similar format), with one copy given to the supervisee and the original held confidentially within the supervision file. Supervision records are confidential to the supervisor/supervisee however, they do remain the property of the Trust. Occasionally, under special circumstances, supervision notes are required as evidence that supervision has been delivered or as evidence to demonstrate personal development/learning to a governing body, regulatory/inspectorate body or other similar organisation. It should be noted that a court has the power to subpoena records in any and all circumstances if they have relevance to a matter before the judge. Under the access of Health Records legislation, patients have the right of access to records, which makes reference to them as named individuals. Therefore, staff are advised when using reflection and critical incident techniques, to ensure patient anonymity in their record keeping. The team leader in each clinical area/team will maintain a supervision monitoring sheet (Appendix 1a) that enables them to monitor who has or has not, received the appropriate supervision. A supervisor s monitoring template is provided for supervisors (Appendix 1b). These sheets will be reviewed by the service manager who will address any unreasonable lapses or issues relating to any evidence of low or lack of attendance at supervision sessions. 7.8 Contracts of Supervision Supervision contracts are negotiated and written agreements which identify the terms and expectations of the clinical/professional supervision relationship. Contracts are often informed by profession specific guidance. Supervision contracts need to be routinely reviewed by both supervisor and supervisee, in keeping with profession specific guidance and should include the following: Frequency, duration and venue of sessions; Agreed records or notes to be kept regarding supervision sessions; Responsibilities of parties and expectation of each other; Ground rules for the relationship, including limits of confidentiality; Arrangements for the termination of the relationship; The supervision contracts should be reviewed at least annually. Example: Clinical Supervision Contract is Appendix 3. Version 2.0 September 2014 11

7.9 Evidence of Supervision Some practice areas may allocate clinical supervisors and the logistics in other areas may mean that out of necessity the line manager is also the clinical supervisor. However, where possible and appropriate, supervisees are encouraged to identify an appropriate clinical supervisor. Where the line manager is not also the clinical supervisor: to assure line managers that the supervision received is appropriate, a summary of the main themes from sessions and any areas of practice concerned may be provided to line managers using the form at Appendix 4. Where the supervisee is dissatisfied with their clinical supervision arrangements and unable to resolve the issue directly, then they should raise the matter either with their line manager, professional lead or supervisor s line manager whichever is relevant, who will endeavour to resolve the matter with all concerned. Where disagreements cannot be resolved within the immediate management/ professional responsibilities then the matter must be passed on the Service Manager/ Divisional Manager for final resolution. 7.10 Confidentiality Clinical supervision is a confidential process between the supervisor and the supervisee. However, there are limits to that confidentiality, for example: Issues of grave concern regarding possible malpractice, competence or issues affecting the safety and well being of others which may require reporting through other appropriate channels by the supervisor Where non-disclosure contravenes legal, professional or organisational requirements The supervisee should always, in the first instance, be encouraged by the supervisor to report or address any concerns raised during supervision. But where this does not happen, the supervisor is obliged to report the matter which may include disclosure of information received during supervision sessions. 8.0 Monitoring Compliance The supervision monitoring sheet (Appendix 1) is used by team leaders/unit managers to check that all clinical staff have received appropriate supervision. A copy of completed supervision monitoring sheets from each clinical team/area must be submitted to Service Managers on a quarterly basis. Service Managers then submit a Supervision Monitoring Report (including audit and analysis of the supervision monitoring sheets) to Divisional Quality & Safety Meeting on an annual basis. Results are shared and discussed in the Divisional Quality & Safety Meeting where remedial action plans, if needed, are devised, agreed and monitored. Version 2.0 September 2014 12

During a supervision session any themes which the supervisor feels should be lessons learnt, shall firstly be agreed with the supervisee, then submitted to be divisional Lead Nurse for inclusion in the divisional monthly quality and safety report. 9.0 Standards/Key Performance Indicators Key Performance Indicator 1. There is a process for checking that all clinical staff receive appropriate clinical supervision. Method of Assessment Internal Audit to prepare Supervision Audit Report - annually. 10.0 Equality Impact Assessment The Black Country Partnership NHS Foundation Trust is committed to ensuring that the way that we provide services and the way we recruit and treat staff reflects individual needs, promotes equality and does not discriminate unfairly against any particular individual or group. The Equality Impact Assessment for this policy has been completed and is readily available on the Intranet. If you require this in a different format e.g. larger print, Braille, different languages or audio tape, please contact the Equality & Diversity Team on 0121 612 8067 or email EqualityImpact.assessment@bcpft.nhs.uk 11.0 Training Please refer to the Trust s Mandatory and Risk Management Training Needs Analysis and the Training Needs Analysis document (Appendix 5) for further details on clinical supervision training requirements, target audiences, and update frequencies. 12.0 Data protection/freedom of information This statement reflects legal requirements incorporated within the Data Protection Act and Freedom of Information Act that apply to staff who work within the public sector. All staff have a responsibility to ensure that they do not disclose information concerning the Trust s activities or about service user in its care to unauthorised individuals. This responsibility applies whether you are currently employed or after your employment ends and in certain aspects of your personal life e.g. use of social networking sites etc. The Trust seeks to ensure a high level of transparency in all its business activities but reserves the right not to disclose information where relevant legislation applies. 13.0 References & Guidance Documents BACP (2010) Ethical Framework for good practice in Counselling & Psychotherapy. BACP, Lutterworth Bond M and Holland S (1998) Skills of Clinical Supervision for Nurses. Open University Press. Buckingham. British Psychological Society (2004) Code of Conduct Ethical Practice and Guidelines. Leicester. Care Quality Commission (2013) Supporting information and guidance: Supporting effective clinical supervision. London. CQC Version 2.0 September 2014 13

College of Occupational Therapists (2005) Code of Ethics and Professional Conduct. London COT DOH (1993) a Vision of the Future. Report of The Chief Nursing Officer, London. DOH (1998) A First Class Service Quality in the new NHS. Department of Health, London. DOH (1999) Making a Difference. Strengthening the Nursing, Midwifery &Health Visiting. Contribution to Health and Healthcare. Department of Health, London. DoH (2000) The NHS Plan. A plan for investment. A plan for reform. The Stationery Office, London. DH (2008) Analysing childhood deaths and serious injury through abuse and neglect; what can we learn? A biennial analysis of serious case reviews 2003-2005. University of East Anglia. General Social Care Council (2005) Codes of Practice for Social Care Workers. London. Healthcare Commission (2004) Standards for Better Health. London Kadushin, A. (1992) Supervision in Social Work (3rd. edn.), New York: Columbia University Press Kohner N (1994) Clinical Supervision in Practice. Kings Fund Centre London. Munro, E. (2010) The Munro Review of Child Protection Part One: A Systems Analysis. London. NHS Executives (2001) Working Lives Ideas for Good Practice in Improving Working Lives. NHS Executive, West Midlands. NMC (2003) Supporting Nurses & Midwives through Lifelong Learning. NMC. London Proctor, B. (1987) Supervision: A co-operative exercise in accountability in M. Marken and M. Payne (eds.) Enabling and Ensuring. Supervision in practice, Leicester: National Youth Bureau. 14.0 Links to policies, legislation, procedures Trust visions, values and principles; Trust Behaviours; Investigation of incidents, complaints and claims; Disciplinary Policy and Procedure; Grievance and Disputes Policy; Capability Policy and procedures; Appraisal Policy; Safeguarding Children Supervision Policy. Version 2.0 September 2014 14

Appendix 1a Supervision Monitoring Form Record dates of supervision. Supervision should be booked every 6-8 weeks Name Supervisor Jan Feb Mar April May June July Aug Sep Oct Nov Dec Version 2.0 September 2014 15

Division:.. Service Area:.. Appendix 1b Supervisors Monitoring Template A DNA Leave Cancelled by Attended Did Not Attend Specify Specify Name of Supervisee Jan Feb Mar April May June July Aug Sep Oct Nov Dec Version 2.0 September 2014 16

BCPFT-CLIN-POL-XXXX-020 Supervision Policy Appendix 2 EXAMPLE Supervision Record: Session Summary Supervisee: Team/location:.. Date Time start Time finish.supervisor.. Overall Focus of Session Specific Issues Discussed Objectives/actions met from last session Results/Outcomes ( consider Reflection/ views/progress made) Any Actions/decisions/objectives made from today's session. Signed Signed Supervisee Supervisor Version 2.0 September 2014 17

BCPFT-CLIN-POL-XXXX-020 Supervision Policy Appendix 3 EXAMPLE Individual Supervision Contract /Agreement As Supervisee and Clinical Supervisor, we both agree the following: 1. The purpose of our meeting together is so that.. (supervisee s name) can reflect in depth on issues affecting practice and to support personal and professional development towards achieving, maintaining and creatively developing a high quality of practice. 2. We agree to meet for at least every..week/month. 3. To the best of our ability protect the time and space for.. (Supervisee s name) to reflect in depth by keeping to agreed appointments and time boundaries, being punctual, ensuring privacy and no interruptions. 4. Provide and attendance record for the trust showing only the dates and times of the clinical supervision sessions. 5. The confidential notes made of the clinical supervision session will be agreed by.. (Clinical Supervisee`s name) and.. (Clinical Supervisor s name) and each will keep a copy. 6. Working mostly to.. (Supervisee s name) agenda. 7. Working in the spirit of learning about how to use clinical supervision, by being open to feedback about how we handle clinical supervision sessions. 8. Challenge any breach of this clinical supervision agreement, which the other does not already acknowledge or does not take seriously enough. As Supervisee I agree to: 9. Make the necessary preparations for the sessions and ensure that there is a agenda for them. 10. Make effective use of the time and take responsibility for the outcomes and any actions resulting from clinical supervision. 11. Be willing to learn and change and to be open to receiving support and challenge from.. (Supervisor s name) to help me do so. 12. Make appropriate alternative arrangements to receive supervision should my regular supervisor be unavailable. Version 2.0 September 2014 18

BCPFT-CLIN-POL-XXXX-020 Supervision Policy As Clinical Supervisor I agree to: 13. Keep all personal information you reveal in the clinical supervision session confidential, except the following circumstances: a. You reveal any unsafe, unethical or illegal practice and you yourself are unwilling to go through the appropriate organisational procedure to deal with this. b. You repeatedly do not turn up for sessions or do not use the time constructively in the event of an exception arising, I will: I. Attempt to persuade and support you to deal with the issue directly yourself through the appropriate channels II. Check that this has been done and III. If not, only reveal the information as a last resort after informing you that I am going to do so. 14. Not allow the session to be used for any form of management supervision or educational assessment role. 15. Offer you support, help to reflect, supportive challenge and information or advice to enable you to reflect in depth on issues affecting your clinical practice. 16. Use my own clinical supervision to support and develop my own abilities in working with you, without breaking confidentiality. To be used for any additional information or changes to the contract agreed by the individual supervisor and supervisee: Date contract agreed Venue of Sessions (Optional) Supervisor Frequency Supervisee Version 2.0 September 2014 19

BCPFT-CLIN-POL-XXXX-020 Supervision Policy Appendix 4 Clinical Supervision Record: Feedback for Line Manager Team/location: Supervisee Date.. Supervisor.. This form is to be given to the supervisees line manager for their awareness of the area of practice covered and filing in the staff members personal file. Heading(s) of Subject Discussed Heading Sub-Heading (optional) Signed Signed Supervisee Supervisor Version 2.0 September 2014 20

BCPFT-CLIN-POL-XXXX-020 Supervision Policy Appendix 5: Training Needs Analysis Guidance for Supervision Policy Training Topic Supervision Training Practice Support Model Other bespoke training is provided for various disciplines and models of supervision and is accessed on a professional development as required basis Objective of training To ensure that staff undertaking the role of supervisor or supervisee are clear on the role expectations and possess skills in supervision Brief summary of key training content required To describe the concept of clinical supervision/reflection To consider self awareness To explore issues related to forming a contract and setting ground rules for supervision To practice supervision and reflection in a safe environment To revisit the organisational framework To practice supervisory skills Staff Groups applicable to (including numbers) Clinical staff Delivery method Face to face training programme delivered over 1 day and incorporating experiential practice Frequency Monitoring & Reporting One off Recorded attendance Various Various Various Various Various Recorded attendance Version 2.0 September 2014 21