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ManagersExpectationsof managers andleaders to supportachievement of theguidelineOrganisationExpectations of theChief Executive andBoard to supportachievement of theguideline• A system is established to record supervision activitywithin the team/department/service.• Processes are in place to ensure that supervision occurs.• Supervision responsibilities of allied health professionalsare outlined in position descriptions and included inorientation procedures.• Allied health professionals have access to resourcesand training that support supervision.• Mechanisms are in place to support the evaluation ofsupervision within the team/department/service.• The organisation supports the need for clinical staff tohave access to appropriate supervision to ensure deliveryof safe patient/client care.• An organisation-wide policy or guideline exists to supportsupervision of allied health professionals.• Supervision is valued as an essential component ofclinical health care delivery.• Key performance indicators measures supervision activity.• Standardised templates to support supervision activity havebeen developed and implemented.• Expectations around supervision are documented in localprocedures and position descriptions and communicatedto staff.• Managers support staff to attend relevant training to supportroles of supervisors and supervisees.• Managers regularly request feedback from supervisors andsupervisees, discusses supervision at management meetings,revises and improves policies and proceduresas required.• Considers the need to support allied health professionals tohave access to external supervision when all internal optionswithin NSW Health have been exhausted.• The policy is developed and reviewed through consultationwith key groups and communicated to all staff.• Supervision is embedded in core business of the organisation.Outcome• Patients are provided with high quality care by a competent allied health workforce.• Best practice in supervision is embedded within organisational structure and culture.• Processes are in place to support safe, quality health careFor more information on The Superguide: A handbook for supervising allied health professionals go to www.heti.nsw.gov.au/alliedhealthsuperguide.Please refer to the bibliography on page 35 for supporting documents.17Best Practice Governance Framework for Allied Health Education and Training <strong>HETI</strong>
<strong>HETI</strong>18Best Practice Governance Framework for Allied Health Education and TrainingCollaborativeRelationshipsBest Practice Governance GuidelinesGuideline 5 – Collaborative relationshipsStakeholder relationships pertaining to allied health education and training are developedand fostered• Fostering of relationships with internal and external stakeholders allows allied health education and training to become a shared responsibility.• Organisations that engage in partnerships can align their education agendas (e.g. creation of university and health service partnerships increasescapacity for undergraduate clinical education).• Collaboration is seen as a mutually beneficial way of sharing information, pursuing joint initiatives and enhancing quality and capacity foreducation and research.IndividualExpectations ofindividual healthprofessionals to meetthe guidelineIndicators of Achievement• Collaborates with key internal and external stakeholdersand builds positive relationships to optimise the qualityof educational initiatives.Practice Examples• Engages in committees, networks, research appropriateto their particular specialty or role.• Seeks out learning opportunities for multidisciplinaryinteractions with colleagues and special interest groups.• Provides feedback to colleagues from conferences andworkshops.• Where appropriate forms relationships with key staff fromuniversities, other tertiary education providers and NSWHealth organisations.
Page 2 and 3: Best PracticeGovernance Frameworkfo
Page 4 and 5: ForewordThe Health Education and Tr
Page 6 and 7: ContentsForewordiiiAcknowledgements
Page 8 and 9: Allied Health in NSW HealthAllied h
Page 10 and 11: What is a learning organisation?Acc
Page 12: Key Elements of the FrameworkThis d
Page 19 and 20: HETI14Best Practice Governance Fram
Page 21: HETI16Best Practice Governance Fram
Page 27 and 28: NotesHETIBest Practice Governance F
Page 35 and 36: Appendix B - Allied Health Industri
Page 37 and 38: Appendix C - NSW Allied Health Prof
Page 39 and 40: Appendix D - Other Links for Allied
Page 41 and 42: Bibliography of supporting document
Page 43 and 44: Bibliography of supporting document
Page 45 and 46: ReferencesAustralian Health Practit

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