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Appendices

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Appendix 1: Functions of supervision45

Some aims of the management function

Some aims of the mediation function

• Theoverallqualityoftheworker’sperformanceismonitoredandassured.

• Agencypoliciesandproceduresareunderstoodandfollowed.

• Theworkerunderstandsher/hisroleandresponsibilities.

• Workisreviewedregularlyinaccordancewithagencyandlegalrequirements.

• Recordsaremaintainedaccordingtoagencypolicies.

• Linesofaccountabilityandlevelsofauthorityareclarified.

• Theworkerisgivenanappropriateworkload.

• Time-managementexpectationsoftheworkerareclearandchecked.

• Resources(includingstafftime)areallocatedeffectively.

• Staffneedsarerepresentedtomoresenior management.

• Staffarebriefedaboutorconsultedonorganisationaldevelopments.

• Mediationoradvocacybetweenworkers,withinorbetweenteams,orwithotheragenciesisundertaken.

• Staffarerepresentedoraccompaniedinworkwithotheragencies.

• Staffareinvolvedinteamdecisionmaking.

• Complaintsaboutstaffaredealtwith.

Some aims of the development function

Some aims of the support function

• Toassisttheworkertobuildprofessionalcompetenceandcapabilities.

• Appreciateandassesstheworker’stheoreticalbase,skills,knowledgeandindividualcontributiontotheagency.

• Exploretheworker’svaluebaseinrelationtorace,genderetcanditsimpactonhis/herwork.

• Supporttheworker’scapacitytosetprofessional goals.

• Enableaccesstoprofessionalconsultationinareasoutsidethesupervisor’sknowledge/experience.

• Providesummativeandformativefeedbacktotheworkeronallaspectsoftheir performance.

• Supporttheworker’sabilitytoreflect,generaliselearningandencouragecommitmenttoongoingCPD.

• Tovalidatethecomplexityoftheworker’sprofessionalandpersonalresponses.

• Toclarifyboundariesbetweensupportandcounsellingandthelimitsofconfidentialityinsupervision.

• Tocreateasafeclimatefortheworkertolookather/hispracticeanditsimpactonher/him.

• Debrieftheworkerandgivetheworkerpermissiontotalkaboutfeelings,especiallyfear,anger,sadness,repulsionor helplessness.

• Helptheworkertoexploreemotionalblockstothework.

• Toexploreissuesaboutdiscrimination,ina safe setting.

• Tomonitortheoverallhealthandemotionalfunctioningoftheworker,especiallywithregardtotheeffectsofstress.

• Helptheworkerreflectondifficultiesinrelationships,assistinresolvingconflict.

45Morrison,T.(2005)StaffSupervisioninSocialCare:Makingarealdifferenceforstaffandserviceusers,3rded.,Brighton,PavilionPublishing

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Appendix 2: ENABLE Scotland: template used to record supervision

Support and Supervision for Personal Assistants May 2015

Thesignaturesconfirmagreementthatthisformisanaccuraterecord. PersonalAssistant’sname______________________________________________

PAsignature_________________________________________________________

LineManager’ssignature_______________________________________________

Areyouuptodatewithusingyourannualleavethisyear?Howmuchleft?

____________________________________________________________________

Dateofsession______________________________________________________

1. Choose areas that you would like to discuss.

Forexample:WorkorpersonalorprofessionalissuesthatmightaffectyouHowyoucontributetotheteamSupportyouwouldliketohelpyouachieveanyplanstodevelopTeamdynamics-howtheteamisworkingtogether.Anythingthatwouldhelpyoutobemoreconfidentandcompetentinyourcurrent role Ideasfortheteam,peopleyousupportSupportthatwouldbeusefultohelpyouresolve/copewithanyworkissues.Anythingelse?

PAcomments

Line manager comments

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What have you tried? What are your successes?What are you pleased about?

2. Completed ACTION PLAN since the last individual supervision session

DoyouneedtoupdatetheServiceDesign,SupportStrategiesorRiskAssessmentsbasedonwhatyoulearnt?Putthisintoyouractionplanifyouneedtochangeanything.

3. An update on the person you support’s progress towards their personal outcomes.Anygoodstoriesofhowyou/othersaresupportingthepersontowardstheirpersonaloutcomes?(forexample,Supportingthepersontotakemorepowerandcontrol?)

Any concerns?

PAcomments:

Linemanagercomments:

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Date Training/Learning that I completedAnyspecificlearningIdid(egread an article, tried a new approach at work/saw something on TV, went to learning/sharing session/attended training/heard something new at a team meeting)

How long did you spend? Eg 1 hour or half day

How do I use this learning in my practice?

4.Reflection/LearningLog

Whatothertraining/learning/supportdoyourequireforyourrole?

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

(IfyouarecompletinganSVQorotherawardpleasebringalongyourcurrentprogressreportfordiscussionwithyourlinemanager)KeepasevidencefortheSSSC

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Please write down any feedback you have received. (This could be from the person you support/family/other team members/other professionals/line manager)

5. Feedback

Linemanagercomments:

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

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Whatdidyoulookatsincethelastsession?:

Whatarethekeypoints?PAcomments

Pleasegiveexample(s)ofhowyouputthisintopractice?Anychallengeyouface?PAcomments

Whatsupportwouldhelpyouandyourteamtounderstandandputthis into practice at work?

PAcomments

Linemanagercomments:

6. Progress in, for example, using a Policy (or SSSC Code of Practice/part of a Service Design or Support Strategies)

7. FUTURE ACTION PLAN that you are now going to work onLeavethisblankuntilyoursupervisionsession.

Based on what we know, what should you do next?What will you focus on to help the person/people move towards personal outcomes?

1.

2.

3.

4.

5.

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Engaged: I showed in my work that……

You sign

Line Manager sign-off

Established: I showed in my work that

You sign

Line Manager sign-off

Iamcommittedtomakingapositivedifferencetothelivesofthe people I support

I notice the strengths, knowledgeandex-pertise of the people I supportandcarers

IamcommittedtomakingsurethatthepeopleIsupportdirecttheirownlivesandachieve their personal outcomes.

Ideliversupportinawaythathelpsthepeople I support to achieve their personal outcomes

Ivaluethecarersandfamilies of the people Isupportasequalpartners

IworkwiththepeopleI support, their carers andotherstopromotepositiverisktaking

I recognise the strengthsofindividuals,familiesandcommunities.

I help people to connectwiththeirlocal communities or communities of interest

IamawarethatImustmakesurethatchildrenandadultsareprotectedfrom harm

Iremainfocusedonthe personal outcomes of the people I support whenfacedwithconflictingpriorities.

8. Professional Development:

My Strengths/Competencies: Fillupthispageovertimeattheendofsupervisionsessions/teammeetings/observations.Whenyouandyourlinemanageragreethatyoushowedthestrengththroughaspecificpieceofwork–bothsignit.Whenthestrength/competencyissignedoffyouhaveachievedit–congrats!

EMPOWERING PEOPLE - enabling people to lead their own lives

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Engaged: I showed in my work that……

You sign

Line Manager sign-off

Established: I showed in my work that

You sign

Line Manager sign-off

Iunderstandtheimportance of relationshipsandvalueotherpeople’sdifferentideasandperspectives

I recognise the positive valueofdiversityanduse it to improve the qualityofmyownpractice

IbuildpositiverelationshipswiththepeopleIsupportandcarers

IconstantlycheckthebalanceofpowerinmyrelationshipswiththepeopleIsupportandIworktomakesurethattheyhavethepowerandcontrol

Ibuildgoodworkingrelationshipswithpeoplefromdifferentbackgrounds,withpeopleindifferentrolesinENABLEandcolleagues in partner organisations.

Itakeactivestepstobuildpositiverelationshipstodevelopnetworksandpromotepartnershipworking.

I put the personal outcomes of people supportedbyENABLEfirstandknowthatIneedtoworkwithcolleagues in other organisations to achieve this.

I put the personal outcomes for people supportedbyENABLEfirst.Iworkwithcolleagues in other organisations to overcomeanyareasofconflicttoachievethis.

Iunderstandtheimportance of relationshipsandvalueotherpeople’sdifferentideasandperspectives

I recognise the positive valueofdiversityanduse it to improve the qualityofmyownpractice

WORKING IN PARTNERSHIP - working together with the people I support and other partners.

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Engaged: I showed in my work that……

You sign

Line Manager sign-off

Established: I showed in my work that

You sign

Line Manager sign-off

Itakeresponsibilityformyownlearninganddevelopment.

Ithinkabouttheeffectthatmyactions/words/approacheshavehad

Ithinkabouthowmylearningmakesadifferencetomypractice.

Iactivelythinkaboutwhatformalandinformallearningwouldhelpmeatmywork

Iactivelyparticipateinlearning opportunities withinandoutwithmyworkplace

IshowhowIhaveusedmylearningtoimprovewhatIdoatwork

Icontributetothelearninganddevelopmentofothers.

I promote the learning anddevelopmentofothers

Ikeepmyrequiredlearninguptodate

Isharegoodpracticeandgoodstoriesaboutwhatworks

LEARNING/REFLECTING – actively involved in continuous learning and improvement

Checkwww.continuouslearningframework.comtochooseanothercompetencywhenyouhaveshownthatyouusealloftheaboveonessuccessfully.

©ENABLEScotland2015.Pleasecontactl&pd@enable.org.ukor01698737000forpermissiontouse/quote

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Appendix 3: Some questions to help the contracting process46

Howwillyouknowthatyouaregettingwhatyouwantfromsupervision?

HowwillIknowthatsupervisionisusefultoyou?Howwillyouletmeknowthatsupervisionisontrackforyou?

Supposingwe’vebeenmeetingforthreemonths,whatelsewillyouhopetobegetting from supervision?

Howhaveyoumadesupervisionusefulforyourselfinthepast?

Howwouldyouletmeknowifweneedtodosomethingdifferent?

WhatdoIneedtoknowaboutyourwayofworking?

Howwillyouknowthatyourwayofworkingismovingforward?(thiscanleadtolookingatstrengthsandhowtheydevelopandinfluenceclientoutcomes)

Whatkindsofcases/situations/problemsareyougoodatworkingwith?Whatwouldpeopleusingservicessayaboutyourwayofworking?

Whatsituationsaretoughestforyouandhowwillyouknowthatyouaremovingforward?

Whatdoyouknowabouthowyouarewhenyouare:

•stressedordistressed•bored•confused•isolated•overwhelmed?

WhatisthemosthelpfulwaythatIcouldrespondtoyouasasupervisorwhenthishappens?

IfIweretofeelanxiousaboutwhatIhearaboutthewayyouwereworkingwithaparticularcase,howwouldyoulikeustohandlethatsituation?Ifsuchathinghashappenedtoyoubefore,whathaveyouappreciatedaboutthewayyoursupervisorhasdealtwiththesituation?

46Rothwell,B(unpublished)

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Appendix 4: Preparing for group supervision

Group supervisionisnotasubstituteforindividualsupervision.Itisasupplementtotheone-to-onesessionyoumayhaveonaregular,ifnotfrequent,basisandcanbeausefulwaytoachieveimportantconnectionswithyourcolleagues. Groupsupervisionhasanumberofformsanditisveryimportantbeforeanyoneparticipatestheyunderstandandagreewiththearrangementsforcreatingasafeandusefulenvironmentforthegrouptodoitswork.Groupsupervisionwilloftenbefacilitatedbyamanager/supervisor,althoughtheextenttowhichtheywillleadthegroupwillvary.

Thispaperworkisintendedtohelpyouthinkaboutyourownparticipationingroupsupervision,soyoucanmakethemostoftheopportunity.Thinkaboutthequestionsandwritedownyouranswerssowhenthegroupcreatesasetofrulestooperatebyyouareabletocontribute.

1. Whenhaveyoubeenpartofagroupthatyoufeltyoubenefittedfrom? (Thismightnothavebeenaworkbasedgrouporaformalgroup).2. Whatwerethebenefits?Whatdidyougainfrombeingpartofthegroup? Forexamplefeelingunderstood;knowingotherswerehavingthesameexperience.

3. Howdidgroupmembersbehavesothatyoubenefitted? Forexamplelisteningtoyou;sympathising.4. Howdidyoubehavesothatyoubenefittedfrombeingpartofthegroup? Forexamplelisteningtoothers;askingforadvice;sharingexperiences.5. Whatwouldhavemadeitdifficulttobenefitfromthegroup? Forexamplenotattendingregularlyenough;notknowingeachotherwellenough.

Nowspecificallythinkaboutagroupoperatingatwork.

6. Whatwouldyourbesthopesbeforasupervisiongroup?Howcouldyoubenefitfrom participating in one?

7. Whatcouldyoudotohelpothersbenefitfromthesupervisiongroup?8. Whatcouldthefacilitatingmanager/supervisordotohelpeveryonebenefitfrom

the supervision group?9. Whichofthefollowingactivitieswouldyoulikethegroupsupervisiontoinclude?

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Beingabletoshareideasaboutworkingwithpeopleusingserviceswithotherswhodoasimilarjobtoyou.Beingabletotalktoothersabouttheimpactoftheworkonyou.Beingabletocompareyourexperiencesoftheorganisationwithyourcolleagues.Beingabletohelpotherswithproblemsolvingorgeneratingideas.Hearingfromyourmanager/supervisor–expectationsandfeedback.Hearingfrompeoplewhocanhelpyoulearnandimproveyourpractice.Beingabletoraiseissuesabouttheworkyoudoanddiscusshowto resolve or manage them.Beingabletofeedbacktotheorganisationaboutwhatisworkingwellandwhatisnot.

10.Whichofthefollowingimpactswouldyoulikegroupsupervisiontohave?

Feelingconnectedtothewiderteam.Feelingthatyourworkisnoticed,understoodandappreciated.Beingclearaboutwhatyouaredoingandhowyouaredoingit.Knowingthatyouareworkingintherightways.Feelinglikeyou’vehadabreathingspace.Understandingwhattheorganisationexpectsofyou.Feelingthatyourconcernshavebeenheard.Beingclearaboutwhatactionswillbetakenbyothers.Understandingthewidercontextoftheworkyoudo,anditsimpactonyouandyourclients.

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Appendix 5: Clackmannanshire and Stirling Council’s template

Group Supervision Record

Practice Standard:•Eachsupervisionsessionwillbeformallyrecordedandheldassupervisionrecordbylinemanager,casediscussionanddecisionwillberecordedinserviceuserfiles.

Service/Team:

DateandTime:

Supervisor/GroupFacilitator:

Staffpresent:

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Agenda(IncludePlanforSessionandOutlineofGroupLearningMethods)

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

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Issues Noted: Actions Agreed: Outcome:

Review of Previous Session – Decisions, Actions and Progress Made

Key Information Shared:

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Issues Noted: Outcome: Actions Agreed: Outcome:

Practice/Service Discussion

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Presenter Description of Practice

Discussion Points

Learning Points

Actions Timeline

ReflectivePracticeDiscussion

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Learning and Development:

Staff Safety/Welfare:

Date of Next Session:

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Appendix 6: Performance management framework48

48Rothwell,B(unpublished)adaptedfromandbuildingontheworkofTonyMorrisonandJane Wonnacott

Performance area Evidence and comments

Clearon(professional)role(includingvaluesandethicsofrole).

Hasanappropriaterelationshipwith(theright)serviceuser

a)Usesownauthorityappropriately.b)Respondsappropriatelytotheauthorityofothers.

Engageswith/addressesissuesofdiscrimination/oppression.

Isself-awareandself-regulating.

Isaccuratelyempathic/engages/cantakeotherperspectives.

Demonstratesaccuracyandrelevanceinobservationandinformationgathering.

Isabletoanalyseandsynthesiseinformation.

Devisesandexecutesappropriateplans(caseworkandworkload).

Interventionsareskilful,thoughtfulandpurposeful.

Progressestasksappropriately.

Demonstratesefficiencywithadministration,includingrecording.

Haspositivea)teamandb)multidisciplinaryrelationships(includingtoleranceofdiversity;motivationandsocialskills).

Makesappropriateuseofsupervision

Isadaptable/responsivetotheneedforchange.

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Appendix 7: Fife Council Supervision Training

InMay2012aworkinggroupofmanagersandsupervisorsfromacrossthesocialworkservicedevelopedanewprocessandrecordingformatforsupervision.Theaimwastoprovideconsistencyinthesupervisionprocess,createarecordingprocessthatsupportedcleardecisionmakingandaccountabilityforactionsandencouragediscussionoutwithdirectcasemanagement.

Thegroupagreedthesupportingdocumentationforsupervision.Thisconsistedofasupervisioncontractandformstorecordthedifferentelementsofsupervision:PartAfocusingonperformancemanagement,PartBcoveringthemainsupervisionagendawithafocusonthestaffmemberandPartCtorecordspecificcasediscussionsanddecisions.TherewasalsoanagreedTransferSummaryFormforwhenstaffhadachangeinsupervisor.Thiswouldallowthenewsupervisoranoverviewofanykeyareas,inparticularinregardtoattendance,performanceandanyagreeddevelopment.

Briefingsessionswereheldandaonedaytrainingcoursedevelopedtosupportsupervisorswiththenewprocessandrecordingformat.

Review of training needs

InNovember2013asurveywascarriedouttogainanoverviewofstaff’sperceptionoftheirsupervisionandtoascertainhowconsistentlythesupervisionprocesswasimplemented.Thesurveywasdistributedto3,670staffandachieveda9.6%return.Resultswereanalysedinserviceareasandreportedbacktoservicemanagers.Thisallowedmanagerstoconsiderwhetherfurthersupportoractionwasrequired.Attendanceattraininghaddroppedasthemajorityofsupervisorswerenowfamiliarwiththeprocess.This,togetherwithfeedbackfromthesurvey,madeitapparentthatthetrainingneededtoberedevelopedtomeetchangingneeds.Trainingsessionshadtobeadaptedtobeeffectivewithsmallergroups.Commentsfromthesurveyhighlightedtheneedforafocusonsupportingthe‘quality’ofsupervision.Itwasapparentthatqualitysupervisioncouldnotbeachievedthroughformsorprocessesbutneededsupervisorstouseparticularskillsandapproaches.

Withthisinmind,anewsuiteoftrainingforsupervisorswasdeveloped,consistingofthreeseparatemodules:

• ahalfdayfornewsupervisorsfocussingonthesupervisionpolicyandpaperworkforrecordingsupervisionsessions

• ahalfdayfocussingontheperformancemanagementelementofsupervision,includingthebenefitsofperformancemanagementsystems,settingSMARTobjectives,theimportanceofrecognisinggoodperformance

• afulldaylookingatsupervisionpracticeskills.

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Thefollowingskillswereidentifiedfortheonedaycourse.

• Leadership–whatisthedifferencebetweenbeingamanagerandaleader,whatarethedifferentleadershipstyles,identifywhatkindofleadertheyare,recognisetheneedtousedifferentleadershipstyleswithdifferentstafforsituations,FrenchandRaven’stheoryofpowerinrelationtothemselvesandtheinformalleadersinthe team.

• Communication–includingquestioningtechniques,activelistening,givingpositiveandconstructivefeedbackratherthanaccoladesorcriticism,havingdifficultconversationsandbeingassertive.

• Empathy.• Motivation–introducingmotivationaltheories,forexampleequitytheoryandHerzberg,anopportunitytoidentifytheirownmotivationdriversandhowanunderstandingofother’sdriverscansupportstaffmotivation.

• Decisionmaking–beingawareofdifferentfallaciesandlookingatdecisionmakingprocess.

• Groupsupervision–discussiononthebenefitsofgroupsupervisionandwherethiscanbeeffective.

Current position

Feedbackonthenewsupervisionskillstraininghasbeenpositive.Commentshaveincluded:

‘I found the information helped me to have a clearer understanding of good supervision.’‘This allowed me to think through how to deal with different situations within supervision.’‘It has helped to focus and get more from my team’s supervision. I am now considering the impact of group supervision as a tool.’

AfurthersurveywascarriedoutinMay2015.Thiswasmorein-depththanthe2013surveyandsupervisorshadtheopportunitytocommentonprovidingsupervisionaswellasonthesupervisiontheyreceive.Italsorecognisedsupportoutwithformalsupervision.Thissurveyresponserateincreasedtoa26%return.

The2015surveyhighlightedthatalthoughtherewasstillroomforimprovement,generally,therehasbeenanincreaseintheimplementationofthesupervisionpolicyandprocessaswellasthequalityofsupervision.Therewasa28%increaseinthenumberofstaffwhoinresponsetothequestion‘Overall,howusefulandvaluedissupervisiontoyou?’chosethestatement‘Very,Ifeelverypositiveaboutmysupervision’.