Supervising to Improve Performance - refresher for managers and supervisors children’s social care 23/24

TARGET GROUP

This supervision training refresher is targeted to all to all levels of management (T/M, HoS and specialist roles) who have already completed the three-day Supervising to Improve Performance training. The refresher should be completed every three years.

AIM

The aim of this session is to refresh the knowledge and understanding acquired previously from attending the Supervising to Improve Supervision course which will cover:

• What constitutes effective supervision?
• The use of Proctors Model of Clinical Supervision (Restorative/Supportive;
• Normative/Managerial; Formal/Educative) to support critical thinking
• The supervisory style and the supervisees’ changing needs over time
  Inclusion, complexities, and tensions in supervision, and the importance of the
  supervision agreement and recording
• Spotting difficulties early: Wellbeing and emotional resilience through supervision

LEARNING OBJECTIVES

By the end of the supervision refresher sessions, delegates will be able to:

• Apply their knowledge and understanding of what constitutes effective reflective
  supervision and how this relates to safe practice and positive outcomes for service
  users.
• Demonstrate the acquisition of further knowledge and confidence in incorporating
  and applying Proctor’s Supervision Model in the management of staff.
• Demonstrate increased knowledge and understanding of the supervisory
  relationship, anti-oppressive practice, and the role of supervision throughout all
  professional career stages.
•  Demonstrate increased confidence in applying critical thinking about supervision
  and the importance of contracting, professional boundaries, and effective
  recording.
• Demonstrate confidence and originality in applying the supervision cycle to better
  understand how it can be used to facilitate critical thinking in most supervisory
  settings.
• Express confidence through further knowledge and understanding in recognising
  and addressing power imbalances and how these can derail good working
  relationships.
• Apply their further knowledge and understanding about the factors that might affect
  performance through strategies for addressing poor performance.
• Demonstrate their further knowledge and understanding of the LB Sutton
  supervision policy.

SPECIAL INSTRUCTIONS

Please note that this course is only open to permanent staff who have attended the full 3- day Supervising to Improve Performance course.