Collaborative supervision

Supervision has traditionally been viewed as a relationship and process between one supervisor and one supervisee. This can put the supervisor in an unrealistic ‘expert’ role and one leader is unlikely to have the required skills and knowledge to meet all the needs of each supervisee.

There has been a shift to embracing a more collaborative model of supervision. There can be benefits from using multiple supervisors, as well as peer supervision. For example, The Orange Door networks developed a matrix model of supervision that incorporates home agency supervisors and practice leaders. This offers more expertise and consultation. Supervision agreements can assist in clarifying confidentiality, roles and communication channels in collaborative supervision.

Other programs include a mix of internal and external supervision, with external supervision being more clinical and reflective. Some programs use an external supervisor to facilitate peer supervision.^[1] Individual practitioners also need to consider the supervision they need for their respective professional body registrations.

Regardless of the supervision arrangement, the regularity, quality, focus on reflective practice and the balance between the four functions, are the guiding factors in determining the adequacy of the arrangement.

For collaborative supervision to succeed, the following is recommended:

• everyone uses the same supervision model which clearly outlines the functions of supervision
• agreement regarding delegations and lines of accountability
• the responsibilities and actions, such as child protection reports, required for children and young people at risk are clear
• the line manager has overall responsibility for the team function and development across time
• the line manager has responsibility for monitoring and supporting the supervisees’ wellbeing
• the line manager has overall responsibility for ensuring regular reflection and all four functions of supervision are provided to each supervisee.^[2]