Clinical Supervision Handbook - CAMH Knowledge Exchange ..

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Clinical Supervision at camh LEADERSHIP The clinical discipline chiefs, the advanced practice group and the clinical leadership in the program areas have primary responsibility for development of professional knowledge and skills. The discipline chiefs and the advanced practice group are in many ways more similar than different in the roles and functions they perform in the organization. The roles of both groups comprise five interrelated domains: • practice • consultation • education • research and scholarship • leadership. Perhaps the greatest difference between the two groups is that the discipline chiefs are senior clinicians who lead the entire professional discipline across the organization and are responsible for ensuring that professional practice standards are adhered to across camh. The Advanced Practice Nurses or Clinicians (apn/c), also senior clinicians, work directly in the clinical programs and supervise clinicians from various disciplines. Members of the discipline chiefs, program clinical leadership and the advanced practice groups can all have a role in the clinical supervision of staff. It is important that those responsible for front-line staff be skilled in the area of clinical supervision in order that job achievement be recognized and acknowledged. CLINICAL SUPERVISION PRINCIPLES Clinical supervision at camh is guided by the following interrelated principles: • organization context and its crucial impact on the nature and quality of clinical supervision • improved client outcomes • accountability • advancement of clinicians’ specialized knowledge, skill and use of evidence-based practice • learning and professional development. These principles support the organization’s goals of improved client-centred 5
Clinical Supervision Handbook care; enhanced health and client safety; and support, growth and retention of the best professional staff. Organizational context Clinical supervision occurs within the organizational context and will be customized in response to the unique characteristics of a particular clinical program area. Organizations that value and promote clinical supervision as both an educational process for clinicians and as a way to enhance accountability achieve greater employee satisfaction and improved client outcomes. Two overarching organizational themes characterize camh: a unionized environment and clientele divided between inpatient and outpatient services. The hierarchical environment of a unionized setting places the responsibility for clinical supervision on those at the managerial level. All clinicians require high-quality clinical supervision to meet their challenges and need for ongoing support. As an organization, it is important that we find ways to provide clinical supervision to staff that work shifts in the inpatient and residential areas at times when managers and clinical supervisors may not be readily available to provide consultation. When two or more hospitals merge to form a new organization, the organizational culture often differs from that of its founding organizations. This may affect the availability, perception and experience of clinical supervision. It takes time to develop a shared perspective on the nature and process of clinical supervision. Any organization comprises many departments, disciplines and individuals with a range of working styles that contribute to its overall rhythm and achievements. Clinical supervision requirements will vary with the unique program, culture, team members and learning styles of its participants and so must be tailored accordingly. For example, when camh was formed, there wasn’t a consistent practice of clinical supervision across the entire organization. Although it was agreed that clinical supervision is integral to clinical practice, it was necessary to redefine clinical supervision in this new culture. Improved client outcomes One of the aims of clinical supervision is the improvement of client outcomes. Given the breadth of service at camh outcomes are not the same for all clients but fluctuate to accommodate client needs and challenges. Increasingly, we experience greater complexity in the client populations we treat. 6
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A Pan American Health Organization
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