Clinical Supervision Handbook - CAMH Knowledge Exchange ..
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Beginning <strong>Clinical</strong> <strong>Supervision</strong><br />
• manage burnout and workload<br />
• concentrate on a specific deficiency in clinical competency that<br />
has been identified.<br />
Clear contracting is crucial under these circumstances as often the perception of trust,<br />
between team members and management, has weakened and some type of a report is<br />
expected. Some examples of questions to consider for the purpose of clarity are:<br />
• Will the requested need for clinical supervision address the concern entirely or<br />
are there other important components (i.e., training that may or may not be part<br />
of the role of the supervisor)?<br />
• What is the time frame expected for the clinician to accomplish the goal of<br />
clinical supervision?<br />
• What details in the report does the manager expect?<br />
• What will happen if the clinician does not attend or comply?<br />
• What are indicators of compliance?<br />
• What will happen if the clinical supervisor does not write a positive report?<br />
It is helpful to clarify the clinical supervisor’s role to ensure the best outcome of<br />
clinical supervision. Once the role has been determined, the manager, clinician and<br />
clinical supervisor should meet to review the expectations and document what is<br />
being requested.<br />
Similar to the processes described earlier regarding contracting in general and establishing<br />
the working relationship with the clinician, it can be helpful to obtain feedback<br />
about how the clinician feels about the structure of the supervision process.<br />
Additionally, the supervisor can ask the clinician for his or her input, such as: “Since<br />
we are meeting, what would you like to get out of this scheduled time?” Connecting<br />
with the clinician about his or her clinical goals can help the clinician see the value<br />
of clinical supervision, improve his or her professional skills and fulfil the needs of<br />
the program.<br />
CASE EXAMPLE: MANAGER-REQUESTED<br />
CLINICAL SUPERVISION<br />
Jacob, a social worker on a psychiatric inpatient unit, continued<br />
to see the parents of a client after the client was transferred to<br />
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