External Supervision. External supervision arrangements may be considered by managers in situations where a staff member has identified specific learning needs and goals that cannot be met internally. Examples of situations where external supervision may be considered are: • Where there is insufficient capacity or capability within the Ministry at that time; • When professional bodies stipulate that supervision is provided by a registered member of the same occupational group as the staff member and there is inadequate capacity within the Ministry at that time. Regular review of the need for external supervision arrangements is required by supervisees and their managers. Providing approval has been obtained in advance from management, external supervision that is necessary will be paid for by the Ministry. Approval will not be unreasonably withheld.
External Supervision. Clinical supervision will be provided internally and externally. Wherever possible, dual relationships in internal professional/clinical supervision should be avoided. The blurring of social and supervisory relationships may compromise the supervision. Overlap of line management and supervisory relationships may reduce the supervisee’s ability to acknowledge areas of difficulty. In circumstances where dual relationships are unavoidable, the supervisor and supervisee should discuss the implications and note in the contract any agreed steps for managing the dual relationships. Employees shall be reimbursed the costs of external supervision to a maximum of $200 per month, with external supervision to be undertaken within work hours.
External Supervision. At the discretion of the Manager and in agreement with employees, employees may be provided with external group supervision aimed towards assisting teams to develop and implement strategies in response to improvement opportunities identified at the team level.
