Hampshire - Supervision Policy and Procedure€¦ · Web viewAdults’ Health and Care Department Procedure: 05/18 v1 Supervision Policy and Procedure Date: May 2018 Effective Date:

Supervision Policy and Procedure

Adults’ Health and Care Department Procedure: 05/18 v1


Date: May 2018

Effective Date: 23/07/2018

Summary: The purpose of this procedure is to set out the arrangements within Adults Health and Care (AHC) for good quality reflective supervision based on the 4x4x4 model of supervision (Morrison, 2005).

Issued By: Hilary Hubbard - Workforce Development AdviserPaula Hallam - Strategic Workforce Development Manager (Community Services)

Contact: [email protected]

Sponsor: Jess Hutchinson – Assistant Director Learning Disability & Mental Health Services /Principle Social Worker

Jo Lappin – Assistant Director Older Person’s Services

Authority to Vary: Care Governance Board, Workforce Development Team

Procedures cancelled or amended:

01/16 Supervision Procedure

Version Control:Amendment: Date:

YOU SHOULD ENSURE THAT:-

You read, understand and, where appropriate, act on this information

All people in your workplace who need to know see this procedure

This document is properly filed in a place to which all staff members in your workplace have access

[email protected] Review: 04/2019 Page 1 of 15

mailto:[email protected]

http://www3.hants.gov.uk/adultservices-professionals/aboutas/departmental-procedures-main/chronological-procedures.htm



“Supervision Policy”

Purpose

The purpose of this procedure is to set out the arrangements within Adults Health and Care (AHC) for good quality reflective supervision based on the 4x4x4 model of supervision (Morrison, 2005).

Scope

This procedure applies to all AHC staff.

References:

The Care Act 2014 The Equality Act 2010

HR policies:

Valuing Performance Managing Performance Managing Misconduct Managing Sickness Positive Risk Taking AHC Vision and 5 Year Strategy

Professional standards:

HCPC Standards of Proficiency for Social Workers/Professional Capabilities Framework

Standards of Proficiency for Occupational Therapists/Code of Conduct The Code for Nurses and Midwives The Standards of Employers of Social Workers in England The Care Certificate standards





Research and Best Practice

Morrison, T. (2005) Staff Supervision in Social Care. Brighton: Pavilion. Morrison, T. & Wonnacott, J. (2010) Supervision: Now or Never, Reclaiming

Reflective Supervision in Social Work. [online] [Accessed: 18/5/16]. SCIE (2012) Research Briefing 43 Effective Supervision in Social Work and

Social Care, SCIE Skills for Care (2015) Effective supervision in adult social care. Leeds; SFC. Wonnacott, J. (2012) Mastering Social Work Supervision, London; Jessica

Kingsley Publishers.

Stakeholder Consultation

Consultation took place with a selected group of managers and operational staff when version1 and 2 of the policy were developed. Specific questions were raised in terms of the relevance of the 4x4x4 model for various staff groups, if professional standards covered all staff groups, if the frequency and types of supervision were relevant and if the glossary was comprehensive enough. Changes were made using feedback as required.

Ahead of the version 3 review, a staff survey was conducted which asked for feedback about the policy and guidance. The resultant information has informed any changes made.




http://www.in-trac.co.uk/supervision-now-or-never/

http://www.in-trac.co.uk/supervision-now-or-never/


Contents

Item Page

Introduction, Background and Exceptions 5

Principles and Definitions 7

Roles Responsibilities and Definitions 10

Policy Statement 10

Policy Framework 11

Practical Guidance 14

Implementation Plan 15

Performance Monitoring 15

Impact Assessments 15





Introduction, Background and Exceptions

Corporate Policy

The procedure links closely with the Valuing Performance Policy in line with the council’s performance management framework.

Valuing Performance focuses on an individual setting and reviewing goals by having regular and meaningful conversations with their supervisor. These conversations build trust, provide direction and encourage growth and supervision is an important activity to support this dialogue. It gives a supervisor the opportunity to ask how their supervisee is getting on and ‘are we focusing on the right things?’ This sparks effective and honest two-way conversation that helps us prioritise our work.


Valuing Perfomance -

corporate policy

Generic 'how to' guidance

Professional 'how to' guidance - social

workersProfessional 'how to'

guidance - nurses

Professional 'how to' guidance -

occupational therapists

Adult Services Supervision

Policy

Resources: (online)Supervision agreement/contract

Supervision template (agenda and note taking)



http://www3.hants.gov.uk/hampshirecountycouncil/valuingperformance


Departmental Vision

The Adults’ Health and Care Vision, put simply, is to “help people to live long, healthy and happy lives, with the maximum possible independence” and is underpinned by a number of key principles and values:

Provide good quality (and easily accessible) information and advice to enable people to make informed choices about their own care and support

Use strengths based working, collaborating between our services and the individual, their family and community, drawing on their own skills, abilities and networks. In this way maintaining or progressing towards independence and recovery and staying socially connected

Support people to make their own decisions safely

Work in positive collaboration with our providers and partners to ensure that care of the right type and quality is available wherever it is needed

Spend public money wisely, achieving best value for every £ spent

Support a knowledgeable and informed workforce, helping staff develop their professional practice

Monitor our performance ensuring that managers, staff and the organisations we buy care from are able to deliver the best outcomes possible for service users and carers

Engage with service users, carers and partners to co-produce new approaches.

We are committed to developing our own workforce and have developed, with staff involvement, a set of values to support the way we work with each other and our partners, including service users and carers.

These values enable us to articulate the behaviours we want to see from staff in the organisation so we can attract the right people to want to work for us and values based interviews are conducted accordingly. The aim is to see the values lived and breathed by all staff as part of every day practice.

The four core values are:

Person-centred - Has a person centred and strengths based approach that empowers service users and carers to live independent lives

Resilience - Successfully manages change and develops and maintains their wellbeing and resilience

Accountability - Takes responsibility for work, actions and development; and acknowledges individual and shared accountability

Working Together - Builds supportive internal and external working relationships through positive communication and constructive feedback




http://hantsfile.it2000.hants.gov.uk/LinkViewer/LinkViewer.aspx?PIDv1=90%203%20ICM8%20ICMNLSDB10%20DOC_BIN_0559%2026%20A1001001A18E11B85347H9102118%20A18E11B85347H910211%2014%201241


Principles and Definitions:

Definition of supervision

Morrison and Wonnacott (2010) identify first what supervision is not: just a work/case audit. Supervision does need to focus on the supervisee’s work but discussions should be reflective and centred on strengths based practice.

The survey highlighted some examples of good practice:

“Compared to a year ago, I feel I gain great value from supervision. It doesn't just involve a case audit and in fact, only a couple of cases are discussed. I now have the opportunity to reflect on my practice and discuss wider issues, such as research completed.”

“We do not go through my case load one by one, I am asked to chose a handful of individuals I would like to discuss in supervision for advice and guidance. Previously I have had "case audit" supervisions and I do not find this helpful. So the supervision set up myself and my line manager has works [sic] for me.”

Supervision is designed to support staff to reflect on their work to enable them to learn and develop new skills, knowledge and confidence. From an organisational perspective it is a key element when managing staff performance and workload. It is also central to the assessment of capability against an organisation’s appraisal system (Valuing Performance). Morrison’s (2005) definition is widely used,

“a process by which one worker is given responsibility by the organisation to work with another worker(s) in order to meet certain organisational professional and personal objectives which together promote the best outcomes for service users”. (p.11)

Skills for Care (2015) identify that a supervisor should be someone who has an appropriate level of knowledge, skill and experience in the area of work relevant to their supervisee.





Glossary

Term Definition

Agenda Items for discussion agreed at the start of a supervision session

Agreement (contract)

Formal document which states the purpose and goals of supervision; agreed, signed and reviewed in mutual agreement by the supervisee and supervisor

Appraisal Assessment carried out on an annual basis of an employee’s performance; in HCC this is Valuing Performance and assessment is made against the individual’s goals

Care certificate Sets out explicitly the learning outcomes, competencies andstandards of care that are expected of those working in socialcare; comprises 15 individual standards (replaces the CommonInduction Standards)

Continuing professional development

Ongoing learning which helps to maintain and improve a person’sknowledge and skills

Constructive feedback

Feedback which is honest, fair and balanced and enables the recipient to learn and develop. It should be clear, timely, specific, evidenced based not personal and solution focussed.

Good practice Method or approach of working that is based on tried and tested evidence and which has demonstrated successful outcomes

Performance How well a person carries out their duties

Performance management

Management role which involves dealing with people with the aim of maintaining or improving good practice and high standards

Reasonable adjustments

The Equality Act puts employers under an obligation to make reasonable adjustments in relation to the following:

1. Provisions, criteria or practices, including company policies2. Physical features, such as the layout of and access to workplaces3. Provision of auxiliary aids, including providing information in an accessible format such as Braille, large print or email

Where any of the above place a disabled person ‘at a substantial disadvantage’ the employer has to take any steps that are ‘reasonable in all the circumstances’ to prevent that disadvantage occurring.

http://www3.hants.gov.uk/staff-disability-forum

Reflective practice The ability to reflect on actions and engage in a process of




http://www3.hants.gov.uk/staff-disability-forum


Term Definition

continuous learning

Reflective questions Thought provoking questions which enable the respondent to explore their knowledge, experiences and ideas

Research The systematic investigation into and study of materials and sources in order to establish facts and reach new conclusions.

Resilience The process of adapting well in the face of adversity, trauma, tragedy, threats or significant sources of stress — ‘bouncing back’ from difficult experiences.

Role model An individual who is looked up to and revered by someone else. A role model is someone who other people aspire to be like, either in the present or in the future.

Strengths based approach

A collaborative process between the person and those supporting them allowing them to work together to determine an outcome that draws on the person’s strengths.

Supervisee An employee receiving formal supervision from another experienced and suitably trained colleague

Supervision culture The establishment of a working ethos in which the importance ofsupervision is clearly defined and where time is made for good qualitysupervision

Supervisor The person given the responsibility and accountability for the wellbeing and performance of the supervisee.





Roles, Responsibilities and Expectations:

Supervisor:

Plan supervision well in advance and only change arrangements in exceptional circumstances

Ensure that supervision is held in a suitable venue (consider access requirements)

Ensure reasonable adjustments are in place, if required Prepare for supervision by reviewing previous minutes and actions To be open and honest about their views about what has gone well and what has

been difficult Support supervisees to reflect on their work and enable them to be equal

participants in any discussions Identify and celebrate good practice Incorporate Valuing Performance discussions Ensure a record of supervision is made, agreed and signed Complete any agreed actions Undertake direct observations of the supervisee’s practice (templates are

available in the ‘how to’ guidance) and offer constructive feedback to support learning.

Supervisee:

Prepare for supervision by reviewing previous minutes and actions Be open and honest about what has gone well and what has been difficult Be ready to share thoughts and ideas and reflect on practice Identify and celebrate good practice Incorporate discussions into self-assessment of VP goals and behaviours Be ready to undertake activities and training as discussed with supervisor Complete any agreed actions Participate willingly in direct observations. Alternatively observations can be

arranged between peers.

Policy Statement:

The Adults’ Health and Care Department will ensure that all staff receive good quality, reflective supervision at the required frequency determined by their workplace and job role. Supervision will offer a safe and supportive space focused on developing strengths based practice.





Policy Framework:

Principles of Supervision:

Evidence suggests that supervision is associated with job satisfaction and protects against stress. Practitioners should therefore insist that good supervision is provided by their employers. The emotionally charged nature of the work places particular kinds of demands on people working in the social care field which needs to be appropriately and successfully managed. This means moving beyond a focus on task and prescription, and providing opportunities for reflective supervision (SCIE, 2012).

Hampshire AHC is committed to making a positive commitment to embedding a strong supervision culture and this requires:

A strong lead and example from senior managers Regular, uninterrupted and protected time – frequency of supervision will be

determined by the supervisee’s work place and role (further details can be found in the ‘how to’ guidance)

An open and honest environment for communication which enables staff to reflect on their practice and one that acknowledges that mistakes can be learning opportunities

A focus on personal development and support as well as workload management A forum for supervisors to assess and manage under and over-performance in

line with the organisation’s policies and procedures A commitment to the training and support of supervisors and monitoring of their

supervisory practice (frequency and quality) Provision of additional professional or clinical supervision for individuals who

have a professional qualification, e.g. nurses, social workers and occupational therapists, in line with the required standards of these roles

Providing effective supervision which:oUnderpins the welfare both of staff and the people who need care and supportoEstablishes and instils the knowledge and skills needed for employees to carry

out their workoBuilds the confidence, abilities and learning achievements of every employeeoSupports and guides career planning and developmento Improves staff retention and reduces turnoveroPromotes the reputation of services committed to good practiceoProvides individuals and teams with assurance, knowledge and support;

helping them to deal with difficult cases and care situationsoProvides a vital link between the needs of individuals and the aims of their

employer organisation, and therefore is a vital channel of communicationoCommunicates important and relevant information supporting the employee’s

knowledge, skills and confidenceoMakes each individual accountable for their work, knowing they are

contributing effectively to the wellbeing of people being supportedoMakes everyone in the chain of care feel valued.” (Skills for Care, 2015, p. 8).





Morrisons 4x4x4 model – the elements, functions and stakeholders

The model is designed to be a practical tool and identifies that supervision is a cyclical process with four key elements: experience, reflection, analysis and action. These elements support a supervisee to reflect on their experiences. Their thoughts and feelings are then explored and critically evaluated using knowledge and research to formulate ideas and plans.

The model recognises that supervision is a complex activity and its four functions - management, development, support and mediation - are interconnected within the reflective cycle. At the heart of the model is the acknowledgment that supervision is part of and crucial to our interaction with service users and other partners. Relationships are at the heart of the model (Wonnacott, 2012).

The Four Functions of Supervision:

Management

Share information Delegate and manage workload/team resources Support effective decision making and positive risk management Reflective work discussion Direct observation of practice Review and assess quality of recording Manage performance, conduct, leave and absence Support to maintain appropriate professional boundaries





Appraisal (VR goals and behaviours) Adherence to policies, procedures and protocols.

Development

Consider learning styles and barriers to learning Explore, identify and evaluate learning and development needs Support career development, continual professional development (CPD) and,

if appropriate, maintenance of professional registration Support critical thinking and reflective practice Give and receive constructive feedback Consider theory and research.

Support

Establish environment of dignity and respect Clear boundaries between support and counselling (signpost if necessary) Monitor health and well-being and ensure support/reasonable adjustments are

in place if needed Support supervisee to maintain resilience in role Deal with issues that need further investigation, e.g. safeguarding, bullying.

Mediation

Support integration and joint working with internal and external partners Develop practice based on feedback from partners Enable understanding of roles and responsibilities within this remit.





Practical Guidance:

Supervision agreement/contract

A supervision agreement template is included in the how to guidance. This should be agreed and signed by both parties and the beginning of the supervisory relationship and reviewed on a regular basis.

Agenda

This should be set and agreed by both parties. It should consider key areas for discussion.

Frequency and duration

Best practice denotes that individuals should receive supervision on a regular basis but the frequency and duration will depend on requirements for specific roles and areas of work. Local supervision agreements should be in place and followed accordingly. Further information related to specific roles and workplaces can be found in the ‘how to’ guidance.

Venue

This should be:

Private – a pre booked room or other private space is preferable. However, alternative locations may be appropriate as long as this is mutually agreed. Care must be taken when discussing personal or sensitive information in a public space.

Free of interruptions- consider mobile phones are switched off or on silent Accessible – according to individual needs.

Recording

A record of supervision will be made by either the supervisor or supervisee as agreed. They will be agreed by both parties and saved on the supervisee’s personnel record. Supervision records may be shared with other parties, including senior managers and HR, if required for performance related issue.

A suggested format for recording supervision has been included in the how to guidance. The template includes a section for supervisees to offer feedback about the quality of their supervision.

Professional supervision

Individuals who hold a professional qualification need to be able to participate in professional supervision with someone who has the equivalent qualification, e.g. social work, nursing or occupational therapy. There is no legal requirement for this but it represents good practice and enables reflective practice. In some cases the individual’s line manager, who provides formal 1:1 supervision, will not meet this criteria so additional support would need to be explored. This could involve 1:1 or





group support from someone with the same qualification or a peer supervision model where a group of professionals support each other.

Implementation Plan

Consideration needs to be given to ensuring that the policy meets the needs of all staff in Adults’ Health & Care including community teams, provider services and staff working at headquarters. The policy, and any related training, will be regularly evaluated and appropriate changes will be made accordingly.

A supervision training pathway is available. Which include eLearning for all staff as a supervisee and a one day course for supervisors.

The revised policy, ‘how to’ guidance and details of the training offer will be shared and implemented via the following routes:

Team brief Workforce Development Supervision webpage .

Performance Monitoring

An annual staff supervision survey will be carried out by the Workforce Development Team.

Impact Assessments

Equality - Completed and approved 18th August 2016

Privacy: - No impacts identified as a result of the policy refresh.




http://www3.hants.gov.uk/workforce-development/leadership-management-workforce/lm-training-adultservices/lm-adultsservices-development/lm-training-adultservices-supervision.htm

Documents

Hampshire - Supervision Policy and Procedure€¦ · Web viewAdults’ Health and Care Department Procedure: 05/18 v1 Supervision Policy and Procedure Date: May 2018 Effective Date: