The Agency:

Finding the Right Person for

the Job
Completed By:
L. Whiffen
z
M. McIsaac
C. Hebert
&
N. Beltrano
Assignment #3
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The Agency's Organizational Structure
Mission
Statement:
To lead and innovate
in person-centered
primary health care
and community
wellbeing.

Vision Statement:
Everyone in our The Focus
community will
have an equitable
opportunity for
health and
wellbeing
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Addiction and Mental Health:
An Overview of the Team

•  Addiction focused until 2012.

•  New Director refocuses team towards a concurrent disorder model based on best
practices.

•  1:1 counseling and group treatment; psychoeducational groups.

•  14 staff members on AMHS

•  Director (.5FTE)
•  Clinical Supervisor (.5FTE)
•  Operational Team Lead (.5FTE)
•  Case Coordinator (.5FTE)
•  9 therapists (1.0 FTE) - All registered with their respective Colleges.

•  Underfunded exclusively by the Ministry of Health and Long Term Care.

•  Clinical Supervisor has just resigned.

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Current Context: Two Leadership Problems

Needs to happen as
soon as possible

1.  Hiring a new Clinical Supervisor

2.  Rebalancing the focus/valuing of work with the team to be able to respond

to the needs of a full spectrum of clients.

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Hiring a New Clinical Supervisor:
The Challenges

1.  Low pay/part-time status

2.  Concurrent Disorder model/complex caseloads (often highly impacted by the
social determinants of health)
3.  Two different professionals to supervise clinically

A Clinical Supervisor must be hired within 60 days when the current

Clinical Supervisor's contract is finished. The team cannot function effectively
without a Clinical Supervisor.

How do we recruit a suitable Clinical Supervisor within this tight timeline and
under these challenges?
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Making Decisions: What are the Risks?
Potential Risks

§  Supervisors have accountability for both client and supervisee outcomes which may be impacted by part-
time status

§  This organization may be assuming risk if frontline clinicians do not have full-time access to supervision.

§  Burnout of the Clinical Supervisor due to high expectations and conflicting views of service delivery
between the Supervisor and Director

§  Lack of exposure to formal graduate education in clinical supervision theories and skills

Strategies to Mitigate Risk

•  The organization could use risk assessment tools to determine risks specifically related to hiring a
supervisor

•  “Top 10 Risks” exercise by the hiring committee in selecting the successful candidate
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Strategies for Hiring

1. Staff Survey for Recruitment

2. Best Practice for Clinical Supervision of Multidisciplinary Teams

•  Clinical expertise in concurrent disorders

•  Professional affiliation in a multidisciplinary team
•  Specialty training in supervision
•  Availability to provide individual clinical supervision
•  Experience in group supervision
•  Staff feedback

3. Supervisory Competencies
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Strategies for Hiring

4. Targeted job postings

•  Internal Postings
•  Community Service Providers/Collateral Agencies
•  LinkedIn or other online employment websites
•  University/Profession Colleges

5. Succession Planning
•  Offering training to current therapists to prepare for management role
•  Scholarship opportunities
•  Offering tools/resources to support supervisory practices
•  Supervisors are provided supervision
•  Peer support/networks for supervisors
•  Staff survey for feedback on qualities desired in a supervisor
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Strategies for Adjusting Team Modality

1.  Vision of the team/what does the research say?

2.  Define the Care Role
3.  Operational Plan/FIT
4.  Strategic Plan
5.  Cost/Funding
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Strategies for Adjusting Team Modality

1. Vision of the team/what does the research say?

2. Defining the role of the Care Coordinator
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Strategies for Adjusting Team Modality

3. Operational Plan/FIT (Feedback Informed Treatment)

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Strategies for Adjusting Team Modality

4. Strategic plan
5. Cost/funding
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Expected Outcomes:
1.  More clarity for the team on the work they are expected to do, why
it’s important and how it relates to the overall mission, vision and
values of the agency.
2.  Consistent and competent Clinical Supervision grounded in the
vision of the organization and the team.
3.  Creating the best work environment.

4.  Having a plan and strategies to achieve longer term goals such as
diversified funding envelopes to stay competitive in the sector in
terms of salaries.
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References
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professions. Factor-Inwentash Faculty of Social Work, University of Toronto, Toronto, ON.

College of Registered Psychotherapist of Ontario. (2007). Psychotherapy Act. https://www.crpo.ca/

Five Predictions for the Best Workplace Culture. Great Place to Work Report (2017). Downloaded from
https://www.greatplacetowork.ca/images/reports/Report_Five_Predictions_for_the_Best_Workplace_Cultures.pdf

Laschober, T. C., de Tormes Eby, L. T., & Sauer, J. B. (2012). Clinical Supervisor and Counselor Perceptions of Clinical Supervision in Addiction
Treatment. Journal of Addictive Diseases, 31(4), 382–388. http://doi.org/10.1080/10550887.2012.735599

Matheson, J. (2017). What is Strategic Planning? [Powerpoint Slides]. Retrieved from

https://d2l.ucalgary.ca/d2l/le/content/190580/viewContent/2561019/View?ou=190580

Miller, S. D., Bargmann, S., Chow, D., Seidel, J., & Maeschalck, C. (2016). Feedback-Informed Treatment (FIT): Improving the Outcome of Psychotherapy
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Te Pou o Te Whakaaro Nui. (2015). Supervision guide for mental health and addiction kaiwhakahaere/ managers. Auckland, New Zealand: Te Pou
o Te Whakaaro Nui.

West, P. & Hamm, T. (2012). A study of clinical supervision techniques and training in substance abuse treatment. Journal of Addictions &
Offender Counselling.