The document discusses the state of social work supervision in New Zealand and recommendations for its future development. Key findings include that supervision is constructed based on professional, organizational and interpersonal contexts. Improvements are needed in supporting supervision professionally and developing supervisors and supervisees. Going forward, recommendations include further defining supervision theory, improving cultural competence, developing professional supervision through research, education and addressing environmental factors.

1. Social work supervision in Aotearoa New Zealand: The state of the art and future directions Kieran O’Donoghue Senior Lecturer in Social Work, School of Health and Social Services Massey University © 2010, Kieran O’Donoghue, PB 437, Palmerston North

5. The supervision produced The politics of the social services environment Organisational climate and culture The parties’ personal construction of the supervision relationship, their roles and responsibilities Factors influencing how supervision is produced

7. Supervisee Stages Supervisee Phases Supervisor Phases Supervisor Stages Preparation Continual consideration. Session preparation. Accessing and reviewing records. Thinking about the forthcoming session. Preparation Start Social engagement. Orientation. Starting Checking-in. Beginning Planning Agenda setting. Prioritisation Agenda setting. Prioritising items. Planning Working Telling the story or presenting an item. Interactively processing. Clarifying and exploring the story or issue. Decision making and task setting. Working Ending Summary and review. The practicalities of next session Reviewing what was covered. Finishing up the session. Finishing the notes Ending

11. Supervision is an organisational responsibility Supervision is a professional responsibility Traditional model –the line manager/ supervisor undertakes all supervisory functions Management supervision Professional supervision Delivered in an internal peer or external type Evolutionary direction Changes in social services provision from the State as provider to purchaser and the contracted and contestable services Changes in organisational and management structures Professionalisation of social work and the professionalisation of supervision To sanction and approve delivery type Portfolio model

14. Emerging Cultural Framework of supervision Type of cultural engagement/ cultural positioning Cultural Insider example Cultural Outsider example Indigenous Kaupapa Maori supervision within an Iwi (tribal) social service where both the supervisee and supervisor are from the same iwi (tribe) Maori supervision within a Kaupapa Maori setting where either the supervisee and/or supervisor are not from the local iwi (tribe) Bicultural Cultural supervision for Maori staff in mainstream or bicultural settings provided by a Maori supervisor. Non-Maori engaging in cross-cultural supervision/ consultation with a Maori consultant supervisor/ supervisee. Or Non-Maori engaging in cross-cultural supervision/ consultation with a Maori consultant regarding the supervision of their work with Maori clients. Multicultural Supervision within same culture group within a multicultural setting. Cross-cultural supervision relationships and the supervision of cross cultural practice.

20. Emergent Model of Best Supervision Practice Best-fit decisions that are contingent upon the setting, Issues and those involved Client Practitioner/supervisee Agency Supervisor O’Donoghue, K., Munford, R, and Trlin, A. (2006). What’s best about social work supervision according to Association members. Social Work Review 18(3) 79-91.