Supervision Agreements Between A Clinical Supervisor And Supervisee

Culture is one of the most important contextual factors influencing prudential interactions. Other contextual variables are race, ethnicity, age, gender, discipline, academia, religious and spiritual practices, sexual orientation, disability and healing from non-recovery status. The relevant variables of the surveillance relationship arise in the context of surveillance, surveillance, client and recruitment in which surveillance is organized. Be more careful: one of the first supervisory tasks is to establish a supervisory contract that defines a realistic responsibility for both you and your guardian. The contract should be written down and contain the objective, objectives and objectives of the surveillance; The context in which monitoring is provided; Ethical and institutional strategies that guide monitoring and clinical practices; Criteria and methods of evaluation and outcomes The tasks and responsibilities of monitoring and monitoring; procedural considerations (including taping format and online viewing opportunities) and the extent of the practice and competence of supervision. The monitoring contract should indicate the rewards for executing the contract (for example. B clinical privileges or higher pay), the duration of supervisory meetings and penalties for non-compliance by the supervisor or prudential supervision. The agreement should be consistent with the supervisor`s development needs and address barriers to progress (lack of time, performance anxiety, resource limitation). Once a behaviour contract has been put in place, the next step is to develop an IDP.

With regard to supervision, whether there is a written or oral contract between the supervisor and the guardian, there is a tacit contract and duty of care because of the responsibility of the supervisor. Informed consent and confidentiality should be conducted at three levels: consent of the client to treatment, consent of the client to the supervision of the case, and supervision of supervision (Bernard-Goodyear, 2004). In addition, there is a tacit agreement and a duty of confidentiality on the part of the supervisory authorities in order to assume their supervisory responsibility and institutional consent to respect the legal and ethical parameters of supervision. (See also the Association for Education and Supervision of the Board`s Code of Ethics [ACES], available online at Congratulations on your appointment as supervisor! In the meantime, you may be asking yourself a few questions: What have I done? Was it a good career choice? There are a lot of changes to come. If you have been transported from the inside, you run into other obstacles and problems. First of all, it`s important to make sure your life has changed. You may witness the loss of your peers` friendship.

You may feel that you knew what to do as an advisor, but that you feel completely lost with your new tasks (see Vignette 6 in Chapter 2). Maybe you feel less effective in your new role. Supervision can be an emotionally stripped-down experience, as you now have to work with more interpersonal and personal personal issues. Before becoming a clinical supervisor, you may have felt confidence in your clinical abilities. Now you may feel unprepared and wonder if you need a training course for your new role. If you feel like that, you`re right. Although you are a good advisor, you don`t necessarily have all the skills you need to be a good facilitator. Your new role requires new knowledge and different skills, as well as the ability to use your clinical abilities in a different way.