Overview of Pharmaceutical Strategy for Europe (2020) and enlightenment to China's pharmaceutical field.

Under the background of major innovations and changes in international pharmaceutical technology, the continuous development of informatization and digitalization of drug R & D, technology, and the COVID-19 pandemic, the European Commission (EC) issued the pharmaceutical Strategy for Europe (PSE) at the end of 2020 in order to meet the unfinished clinical needs, stimulate industry innovation, enhance the adaptability of the regulatory system, and consolidate the international status of the EC drug regulatory system. PSE is regarded as the "cornerstone" of European health policy in the next five years, which has important guiding significance for the development and management of European pharmaceutical industry. This paper combs and analyzes the background, development strategic objectives and specific measures of PSE, and puts forward policy suggestions in combination with the actual work of China's epidemic prevention and control and industry development, pharmaceutical scientific supervision and encouraging innovation.Copyright © 2022 by the Author(s).

Across time and space: Examiner and candidate experiences of online doctoral vivas

Many countries have doctoral viva examinations, mostly conducted in-person until the COVID-19 pandemic. This article explores the changing processes and experiences of doctoral vivas forced online, from the perspectives of three examiners (two Uk, one NZ) and one recent candidate (UK). It sheds light on remote viva examinations exploring experiences of examination rigour, opportunities to evidence 'doctorateness' and challenges and affordances of remoteness, home location and technology. We use autoethnography, focusing on our experiences including the personal, learning and institutional dimensions. We found virtual spaces had advantages (comfort) and disadvantages (emotional difficulties), and levels of worry were often higher, especially regarding IT. Online formats still enabled examiners to rigorously assess 'doctorateness', but duty of care is needed for candidates with anxiety exacerbated by the pandemic, or technology. Our study offers insiders' insights into the remote online viva itself with recommendations for candidates, examiners and institutions. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Cyber-empathy: Teaching counseling skills in the post-COVID era

COVID-19 has required a transformation of skill sets in counseling - what was previously done in face-to-face environments is now done in telehealth settings. Telehealth communication is evolving. As instructors and supervisors respond to this need, changes in training may impact interns as they learn to express empathy for clients whose nonverbal responses, at the very least, may be less evident in a telecommunication environment. Empathy has evolved from responding and relating to a client to a more involved, multidimensional skill that requires the perception of the various dimensions of the person including biological, psychosocial, genetic, and cultural components. This empathy is more than just a response;it is a commitment to understanding through the integration of these components within expressive communication. How can instructors best demonstrate concepts in a counseling relationship that is bound by distance and telecommunication? This chapter explores the definition, development, and use of empathy and introduces the concept of "cyber-empathy" as exercised in the training of counseling interns, as well as some of the potential obstacles that may be encountered in training and expression of empathy in this post-COVID era. Cyber-empathy expands and defines the work of training and supervising this new cohort of counseling professionals. © Springer Nature Switzerland AG 2021. All rights reserved.

The reference and experience of food hygiene security in a major field activity

To summarize thepractice and experience of targeted food hygiene security measures in a major field activity of the army in order to provide references for diverse tasks. Considering the characteristics of heavy activity, field operations and the influence of COVID-19, a series of support measures related to food hygiene surveillance were strengthened. The first measure was review of recipes, health management and training of employees, procurement and storage of raw materials, warehouse management, processing and manufacturing management, disinfection of tableware, as well as food sample retention. Secondly, the control points that probably cause spread of COVID-19 in the phase of food service industry were analyzed, then relevant supervision and guidance were carried out from the aspects of employees and diners, foods of cold chain logistics, environment and emergency response plan. Finally, in order to assure the safety of food processing and crowd-gathered diet in the field, the following measures were guided to adopted including selecting the site of cooking and dining properly, cleaning the environment, making dishes using pure water and semi-manufactured foodstuff, keeping food sanitation in the course of transport and dinning, as well as supervising the robot machines for cooking automatically. The main experiences were listed as follows: promoting food safety awareness of the principal and the employees of the canteen, enhancing legal enforcement capacity and technical capacity of health supervisors, focusing on new risks related to food safety as well as reinforcing the management of health supervisors and employees in the field.

Squaring the Schaverien triangle

Supervision in art therapy is a relationship of learning. It provides opportunities for individuals less experienced in the field to reflect about their practicum work under the guidance of someone more experienced. This chapter covers the psychological effects of virtual art therapy interventions, such as through videoconferencing, which increased with the arrival of the COVID pandemic. It examines the complex ideas of virtual art psychotherapy and its virtual healing qualities since "[i]n analytical psychotherapy ... the main pivot of treatment is transference". Just as Schaverien describes the transference of past experiences as being made "live", the chapter describes how virtual art therapy is "live-online". The interaction with clients through virtual means provides the therapists with new opportunities, such as meeting clients in their own space or allowing a digital method, like the Zoom Whiteboard, for clients to create art without having to buy art materials. The use of the Schaverien Talisman and Scapegoat concepts can be applied in a more intimate way by meeting clients virtually at their own home. Thus, with the added virtual element to therapy, we are squaring the Schaverien triangle. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Problematic Internet use by children and adolescents from the parental perspective before and after the lockdown due to COVID-19

Problematic Internet use by children and adolescents has increased in recent years, causing negative consequences in the psychoemotional, physical, social, and academic development of minors. However, few studies have examined the change in problematic Internet use by minors following the pandemic. Thus, the main objective of this research was to study whether there has been an increase in problematic Internet use after the lockdown due to COVID-19, analyze if this increase is related to parental supervision and explore its link with age, gender, and non-educative online activities. This was a retrospective study including 156 parents of children (aged 5 to 16 years), who answered a set of questionnaires with good reliability to assess their children's problematic Internet use, the frequency of use of the activities that children perform on the Internet and the supervision that they give to their children. These variables were compared before and after the lockdown due to COVID-19. The results showed that there has been an increase in problematic Internet use by minors after the lockdown. On the other hand, the findings did not show a significant relationship between parental supervision and less problematic Internet use at either time point. It is noteworthy that parental supervision remained unchanged despite the increase in problematic Internet use after the lockdown. © 2023. Psy, Soc & Educ.

Exploring Thailand's Probationary Practices Since COVID-19: Changes in Strategies with Regards to Probation Supervision

The COVID-19 pandemic had a critical impact on the Thai criminal justice system. The goal of this study is to explore policies and practices of Thailand's Department of Probation as it responded to the COVID-19 pandemic. This study surveyed probation officers in Thailand (N = 534) from March to April 2021, focusing on probation practices and case management issues prior- and post- COVID-19. Data reveals that, overall, the frequency of officer-offender contacts remained steady even though the type of contact changed after COVID-19. In-person contact was replaced by remote contact strategies, specifically telephone calls, which increased significantly following the onset of the pandemic.

Collaborative research services: a peer-led cohort approach

PurposePrior to 2020, University of California, Los Angeles (UCLA) Library's research services spanned multiple service points. Multiple locations were staffed by Library Student Research Assistants (LSRAs) and each location was supervised independently. While efforts to increase collaboration had been underway, much of the work and services remained siloed and often duplicated training and service hours.Design/methodology/approachWith the onset of coronavirus disease 2019 (COVID-19), UCLA Library rapidly transitioned from entirely in-person to entirely online services. With multiple service points pivoting, UCLA was redundant to have multiple online desks providing Zoom appointments and that quickly became apparent. Moreover, transitioning in-person student work to remote work was paramount to providing both normal services to users and allowing LSRAs to keep jobs during a time of uncertainty and insecurity.FindingsWhile the authors' original consolidation of services and implementation of shared supervision was a result of the pandemic and primarily involved online services, the authors have maintained this shared approach and collaborative vision in returning to in-person services. For the past year, the authors have offered shared in-person (at two library locations) and online services. As subject-specific library locations begin to reopen their desks, the authors continue to identify ways to leverage shared supervision and a robust referral model for those on-site services while negotiating student staffing and the need for both general and subject-specific services.Originality/valueThe authors present a novel approach to peer-to-peer teaching and learning and research services and shared student worker supervision with services coordinated across multiple locations and disciplines within a large academic library serving a large student population.

Empowering cultural change at North Manchester general hospital

ContextNorth Manchester General Hospital is a large District General Hospital in Greater Manchester, serving a relatively disadvantaged population. The overall culture change project involved practically all facets of a functioning medical organisation, including the Senior Medical Leadership Team (SMLT), Transformation team, Human Resources, Finance, and many more. However, one of the key aims of the change was to improve the experience of Junior Doctors working at NMGH. Therefore, postgraduate doctors in training have been key to all of the development, including the Medical Director's Leadership Fellow (MDLF), Junior Doctors' Leadership Group (JDLG), and every staff member that they represent.Issue/ChallengeHistorically, North Manchester General Hospital (NMGH) has had a reputation as a poor place to work;staff aimed to avoid the site. The hospital was unable to retain highly-skilled employees, and trainee experience was extremely low, impacting on patient safety metrics. The site was stuck in a continuous cycle of having this reputation, leading to an inability to attract permanent staff, causing a deficit in teaching and training opportunities, further diminishing the reputation.Rotational junior doctors are the most transient group of NHS healthcare workers (HCWs). Their experience is reflective of organisational culture and that of other, less vocal groups of HCWs. Prior to 2020, many junior doctors considered NMGH to be a ‘rite of passage' ‘ one to be avoided if possible, but if unavoidable, just get through it. On-call teams were chronically short-staffed, 3 services were in enhanced General Medical Council (GMC) monitoring, and GMC survey results were unsatisfactory. Teams were forced to be tenacious, lateral thinking, and resilient to cope with the stresses of work.2019 saw NMGH receive significant criticism from GMC and Health Education North West (HENW) monitoring visits. The General Surgery (GS) Department remained in ‘enhanced monitoring', and patient safety concerns were raised. These included inadequate ‘prescribing of admission medication', poor use of incident reporting systems, and challenges escalating sick patients. Trainees described ‘fire-fighting, not learning'. Improvement recommendations included addressing departmental culture, reinforcing the importance of incident reporting, and ensuring trainees had easy access to appropriate senior support at all times. Early in 2020, trainee experience further deteriorated in GS, due to a negative culture and deficiencies in support, education and training. This resulted in Foundation Year 1 doctors being removed from GS.The Senior Medical Leadership Team (SMLT) decided that enough was enough;the hospital culture needed a fundamental overhaul. There was a clear and urgent need to address staff experience.Assessment of issue and analysis of its causesThe Senior Medical Leadership Team (SMLT) set themselves an audacious goal: to support NMGH to transform into the best training and working experience for junior doctors in Greater Manchester. This goal was split into primary drivers, with each driver linked to specific future projects, and projects assigned to each leadership team member. These projects, identified through co-production with junior doctors, were aimed to improve employee experience, including facilitating access to breaks, improving supervision and support, and enhancing development opportunities â€' aiming to raise staff wellbeing and patient safety standards. Changes were made to General Surgery, resulting in huge investments in expanding the permanent junior doctor and consultant workforces.Several initiatives were implemented to help assess the scope of work required, including setting up a Junior Doctors' Leadership Group (JDLG), or ‘Shadow Board'. All hospital specialties are represented;some representatives sit on the SMLT, on Educational Board meetings, and the Clinical Leaders Forum. The SMLT join every JDLG meeting. Whilst acting as a conduit for rapid two-way communication between clinician and leadership teams (e.g. reliably informing doctors about last-minute changes to visiting policy during Covid surges, or effectively communicating crucial information to crash-call teams when building work closed part of the hospital), the group debates issues raised by junior doctor colleagues they represent, and feeds that back to the SMLT. Recent examples include raising patient safety concerns related to misinterpretation of the Emergency Department Referrals policy, and working collaboratively with junior doctors to address urgent staffing and patient safety risks related to the last wave of the pandemic.In addition to this, a Medical Director's Leadership Fellow (MDLF) role was established. This was fundamental in progressing projects related to the SMLT goal and ensuring appropriate input from junior doctors, Human Resources, the Communications and Transformation teams, and more. As a key member of the JDLG, the MDLF is a role designed in part to enhance junior doctor experience, foster better relationships between staff groups, and encourage feedback provision. The role has been vital in bridging the gap between doctors and hospital leaders, managers and executives – often a source of discontent amongst clinicians. Bridging this gap is important in developing the hospital's culture. Even though many projects are still ongoing, improvements are already being experienced.Impact2021 GMC Survey results showed improvement in 15/18 metrics compared to 2019. These included improvements in ‘Reporting Systems', ‘Workload', and ‘Clinical Supervision Out Of Hours'. 2020 Care Quality Commission inspection reports showed improvement in 11 individual aspects, including improvement to ‘outstanding' in 3 elements.HENW/GMC monitoring visits in 2021 reported ‘they have more robust teams to support the ward and on call workload', resulting from investment in clinicians. It also notes, ‘prescribing audits have shown improvements in prescribing of time critical medication', and demonstrable improvements in ‘use of incident reporting systems and sharing of lessons learnt'. Further comments note that there have been ‘significant improvements in culture in the [General Surgery] department over the past year';one doctor described the department as ‘the most supportive place he had worked'. The report summary noted, ‘through strong clinical leadership and oversight, and a concerted effort to improve departmental culture there have been significant improvements in General Surgical trainee experience with good support, supervision and education reported'. The department was subsequently removed from enhanced GMC monitoring.Although this rapid and impressive turnaround occurred within one department, benefits were seen elsewhere in the organisation.The efforts of the SMLT and JDLG have resulted in positive cultural changes. Surveys reflected: ‘friendly colleagues, less work-related stress, helpful management', and ‘thank you for your work to improve NMGH. I was worried about working at NMGH having heard ‘horror stories' about working there. However, these have not been reflected in reality at all, and NMGH has offered excellent training opportunities.InterventionThe JDLG helps ensure that important information is shared with the wider junior doctor group. Colleagues now feel that their voices are heard. The positives from the previous culture are still evident – leadership teams across the Trust have repeatedly recognised the ‘can-do attitudes' of NMGH staff, with the negative culture firmly in the past. Staff testimonials include: ‘there has definitely been an improvement over the years I have worked here;‘my supervisor was supportive and encouraged reflection through discussions about experiences;and ‘the senior staff are INCREDIBLE. They offer support, they teach, and they encourage us to learn new skills. I cannot be more thankful'. This is in contrast to historical Freedom To Speak Up (FTSU) submissions, which pointed to a culture of disregarding the opinions of NMGH staff.The ‘can-do' approach has been evident during the waves of Covid-19;members of the JDLG fed into management and governance structures to highlight problems in real time, increasing the organisation's responsiveness to challenges faced, working as a two-way conduit of information.During the 2021 HENW/GMC visit, the team reported that junior doctors knew the Medical Director and Director of Medical Education by first name, and felt able to raise concerns directly to them, evidencing a more flattened hierarchy. The visiting team reported being impressed by this positive change and were not aware of other organisations where this had been achieved to this extent.Having Postgraduate Doctors in Training play such a significant role within the Senior Leadership Team setup is relatively unique. As explained, empowering staff to feel they can raise any issues directly to the Medical Director or SMLT, or via the JDLG, has played a huge role in facilitating palpable cultural change through leadership structure additions. As a point of contact, the MDLF has acted as an extension of the JDLG, but works directly alongside the Medical Director and Associate Director of Medical Education, essentially enabling the SMLT to keep their ear to the ground, their fingers on the pulse of staff atmosphere and wellbeing.Examples of achievements of the MDLF include projects to introduce personalised theatre caps (benefits include enhanced communication, especially in emergencies, improving patient outcomes), formation of a Wellbeing group (representatives from all cohorts of staff across the site discuss wellbeing initiatives and colleagues' wellbeing concerns), and an impressive and rapid response to staffing crises and patient safety risks during the most recent Covid-19 wave. As a result of these outcomes, other Trusts haveapproached the SMLT, requesting further information regarding the JDLG and MDLF model;another MDLF has since been appointed at a different trust site.Involvement of stakeholders, such as patients, carers or family members:The SMLT itself is made up of clinicians from a variety of backgrounds, across medicine and surgery. SMLT members sit in morning medical handovers to actively gather clinician experience feedback. They also work closely alongside colleagues from Nursing, Finance, HR, Transformation teams, and more, which enables the SMLT to work collaboratively with the multidisciplinary team to improve culture at NMGH.The MDLF is in the perfect position to take advantage of this MDT approach. As a result, the MDLF sits on Group-level Patient Safety Panels (acting to highlight patient safety incidents, initiatives, and achievements across the entire Trust). This panel consists of representatives from hospital, community, and medical education staffing groups. The lessons learnt are then communicated to individual hospitals, no matter where the incident or initiative originated. A big part of the meeting is the FTSU aspect, and local FTSU Guardians are active within the panel.Given that the MDLF role is so closely linked to improving communication and feedback, a Freedom To Speak Up Champion role fitted well within the responsibilities of the post. Therefore, over the past year, the MDLF has worked alongside the FTSU team and has completed training as a FTSU Champion. As a consequence of working closely with shop-floor colleagues, the MDLF has received communications from a wide variety of staff roles and levels of seniority throughout the year, asking questions, or raising awareness about issues. The MDLF can then seek appropriate advice, signpost the colleague, and keep them updated on a potential resolution, further propagating the positive feedback loop and support of the wider MDT. As previously mentioned, the JDLG consists of representatives from all medical specialties, and each member is encouraged to raise concerns, suggest improvements, and lead on projects;these include an overhaul of the medical handover process, enabling a safer and more efficient handover, and escalating concerns of a coll ague speaking up about potential patient safety concerns within a department. Furthermore, speakers at JDLG meetings have included the Head of Nursing: Quality & Patient Experience, local FTSU Guardians, the Director of Human Resources, and the local Guardian of Safe Working Hours, enabling group members to share information from a wide range of disciplines with shop-floor colleagues. As a result of the efforts and MDT approach of the above groups, a placement feedback survey performed early in 2022 demonstrated that 93% of respondents felt their working environment supports a multidisciplinary approach.Key MessagesOne of the hallmarks of good medical leadership is putting all staff members, regardless of their role, seniority, or experience, in the best position for them to succeed. Giving Postgraduate doctors early opportunities to play a significant part in, and learn about, an organisation's leadership structure, is not only beneficial to the doctor, but helps the organisation capitalise on a previously relatively untapped market of ideas and solutions. Crucially, this is not limited to postgraduate doctors in training, but also locally-employed doctors, which make up a significant proportion of the workforce in any hospital yet typically remain underrepresented and under-utilised.NMGH has realised the potential that can be unlocked in Junior Doctors, through leadership placements and roles, and the positive benefit this can have on the individual, team and organisation.Lessons learntNorth Manchester General Hospital was fortunate in that the entire SMLT bought into everything: the overall project for culture change, the introduction of the MDLF into the SMLT, and empowering members of the JDLG to contribute to change at the highest level. Having spoken to other organisations looking to replicate our success, they have found that this buy-in is absolutely crucial. Recruiting effectively, to both the MDLF position and JDLG representative roles, is vital, as a huge amount of motivation to fight for change and the betterment of the system is required when overcoming barriers and challenges. Many of the barriers we faced are well-documented in literature, and to a point we expected them;these included resistance from non-medical stakeholders, which was somewhat abetted by further conversations, explanation of goals and objectives, and outlining the overall vision of the SMLT. Of course, resistance to change is important in any project, as it can highlight potential issues not yet visualised.Measurement of improvementFrom the start, we set out our intention to use openly-available, independent metrics of improvement, such as the GMC Nation Training Survey. To compliment this, the MDLF utilised a variety of temperature-check methods, including surveys (dissemination supported by the increasingly-established network of the Postgraduate doctors in training of the JDLG) and departmental visits. Importantly, having a fellow junior doctor asking for feedback, rather than a traditional member of the SMLT, enabled us to garner potentially more honest opinions, criticisms and ideas. As explained elsewhere, GMC survey results have shown improvement, and local surveys have displayed some very positive results. That said, it is recognised that the vision is a long-term project, and continuous improvement will be sought, rather than settling on the progress made thus far.Strategy for improvementThe SMLT sat down and brainstormed an overall vision alongside the individual large-scale projects that would contribute to achieving change. Within this, individual members of the SMLT were assigned roles leading one or more projects, and the MDLF role was created in part to support with the running of these projects where required. This enabled utilisation of the minds of the JDLG and other Postgraduate doctors in training. The MDLF role was instrumental in not only involving this cohort, but also reaching out to other organisations to share learned experiences when they had gone through implementation of similar projects. The team was kep accountable not by having a set timeline for implementation but by having regular away days, reporting back to their colleagues and the transformation team regarding progress.The JLDG, established in 2020, and reappointed every year, have been key to the success of the culture change, through engagement, sense-checking and feedback regarding strategy and relevant projects. Over time the organisation has increasingly engaged this Shadow Board in the development and role out of projects as well as problem solving of significant challenges. Through this team the SMLT has fedback key messages and challenges to the Junior Doctor workforce, which has resulted in increased engagement across the organisation.

Response art: A resource for practice and supervision, in person and online

Response art is images made by art therapists to support their work. It is widely used in practice and supervision to contain challenging material experienced in session, explore and identify deeper meaning including countertransference, to conceptualize treatment and to demonstrate understanding and meaning to clients and others. Response art carries meaning whether it is used in person or in a video session. The challenges of the COVID-19 pandemic brought impediments to in-person verbal exchanges in traditional therapy and supervision and offered opportunities to expand our communication skills in creative ways. In this article the author encourages art therapists to turn to their own images. Examples of response art contribute to the discussion, encouraging effective use while challenging art therapists to expand its applications. Looking closely at our tools supports their effective application and expands their potential utility. © 2023 Intellect Ltd Notes from the Field. English language.

The creative container: Supervision and schools in a time of trauma

This article explores creative supervision with Headteachers and Senior Leaders following the Covid-19 pandemic. It examines the effects of a global trauma on schools and the need for effective supervision to provide a safe container for school staff. Different forms of creative supervision are considered, including the use of symbol and metaphor as well as working outdoors, in nature. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Putting the 'virtual' into supervision during the covid-19 pandemic and beyond

This study examined the experiences of practicing Children's Services Social Workers in a London Local Authority accessing virtual (online) social work supervision during the COVID-19 pandemic between March 2020 and January 2021. This study applied a reflective framework and guiding theories for exploring how supervision brings opportunities for reflective learning, and it considered individual needs within supervision. Study methods comprised an anonymised online questionnaire and semi-structured interviews. Twenty-two participants completed the questionnaire, and eight participants took part in the semi-structured interviews. This research aimed to explore the impacts on practitioners of the change from face-to-face to 'virtual' supervision and if all core elements of supervision are addressed. The findings suggest that there was a mixed experience for supervisees with some elements of the supervision functions being consistently met, and others being more variable. Generally, participants found virtual supervision a positive experience, whilst however missing some face-to-face elements. Having a pre-existing relationship with the supervisor was noted to help, and connectivity was also highlighted as important. However, for some participants, particular elements of supervision appeared to have been missed altogether such as Continuing Professional Development (CPD), and part of the Mediation function. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

An investigation of radiation therapy peer group supervision in a metropolitan cancer centre

Objectives: To investigate radiation therapists' perceptions of participating in peer group supervision (PGS) and the effects of the COVID-19 pandemic on PGS. Method(s): Radiation therapists were introduced to PGS at an in-service facilitated by an employee assistance program representative. Nine volunteers were then placed into one of two PGS groups of similar experience levels. Groups met monthly for PGS sessions;and after six and 12 meetings each participant was sent a link to the 14-item Clinical Supervision Evaluation Questionnaire (CSEQ),1 three open-ended and three demographic questions. The study used both quantitative and qualitative methods. Result(s): Survey completion rates were 8/9 (88.9%) pre- and 6/7 (85.7%) post-COVID-19. Analysis of the CSEQ revealed that pre-COVID-19 seven participants (87.5%) and post-COVID-19 five participants (71.4%) had a positive experience with PGS. One (12.5%) and two (28.6%) participants pre- and post-COVID-19, respectively, stated that their experience was neither positive nor negative. The thematic data showed that the participants perceived PGS to assist with (i) feeling supported at work, (ii) developing an element of trust between group members, (iii) encouraging self-reflection, (iv) fostering an awareness of others, and (v) increasing problem-solving skills. Restrictions due to the COVID-19 pandemic led to fewer regular meetings, which had a negative impact on participants. Conclusion(s): Involvement in PGS within a radiation therapist setting has reportedly positively affected those involved. Regular access to a supportive, trusting team has enabled the participants to self-reflect and better troubleshoot work-related experiences.

The importance of the supervisory relationship during adverse and unprecedented times

The article explores supervision during a time of adversity during a global, unforeseen pandemic-Covid 19. This has led to times of extreme struggle, creating an unknown and fearful world for many, ultimately impacting both the therapists and client's worlds as modes of working are restructured and a 'new normal' is sought. The article investigates, through lived experience, how supervision can be used effectively during the health pandemic through using a duoethnography approach. An exploration of working from a position of perceived disempowerment and the challenges of overcoming barriers in an increasingly unsteady socio-political landscape is presented. Vignettes and images of the lived experiences of the supervisor and supervisee are provided, alongside the main body of content, highlighting the importance of the supervisory relationship. Supervision, and the consistency of its practice in this instance, is shown to enable the exploration of the client world and 'meaning making' despite the global pandemic crisis. It is demonstrated that through effective stability within the supervisory relationship, supervisees' can be empowered to continue providing therapeutically sound services for clients through times of national crisis. Supervision is now, more than ever, needed to support therapists in this brash, destructive, uncertain world. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Gender-responsive probation during the covid-19 pandemic: Learning from justice-involved women and their supervising officers

In the Spring of 2020, the COVID19 pandemic forced community corrections agencies to adapt their day-to-day processes for supervising individuals and maintaining public safety. These forced adaptations allowed the authors to explore how these changes (i.e., tele-supervision) impacted women and those who supervised them at a probation agency in a large metropolitan county in a Western U.S. state. To date, limited research surrounds how COVID-related adaptations impacted gender-responsive, or women-centered, community supervision caseloads. To address this gap in the literature, the current study utilizes a qualitative approach to explore the experiences of 17 community corrections staff and clients on gender-responsive probation supervision during the pandemic. Their narratives suggest both positive outcomes (e.g., accessibility, reducing tendencies to over-supervise) and challenges (e.g., accountability, lacking a relational component) with tele-supervision and tele-treatment models. It is critical to utilize the lived experiences of those directly impacted by COVID-related changes, including community corrections staff and clients, to help shape gender-responsive supervision moving forward. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Impact of COVID-19 on clinical supervision in radiography

When the World Health Organization formally declared COVID-19 a global pandemic, health care and education institutions around the world changed forever. COVID-19 had a significant impact on the clinical supervision of radiographers through severe restrictions to their clinical placement and the necessary conversion to online education delivery.1 The past impacts of COVID-19 have led to current problems in radiography practice including a wide gap in students' theory to practice. In order to address these past impacts and champion future change to prevent similar events from occurring, an analysis of the literature was performed to assess how COVID-19 has adversely impacted the three domains of clinical supervision in radiography. Formative supervision was negatively impacted by COVID-19 as studies reported reduced skill acquisition and preparedness for workforce from not only reduced clinical hours, but also the competing demands on supervisors.2 The 'restorative' domain of supervision was adversely impacted by reports of increased mental health issues among radiography students due to stress, isolation and the financial burden of COVID-19.3 The last domain impacted was 'normative supervision' from the lack of mental and financial support for students reported in multiple comprehensive studies. These highlighted the gap in communication between students, supervisors and universities.4 This unresolved organisation systemic issue requires higher education institutions and tertiary hospitals to better collaborate on structured pathways to support students through future pandemics. To champion change, we must honour the past impacts of COVID-19 on supervision to encourage further research towards improved supervision practice and better prepare for similar future pandemics.

How student-led wards can build skills and confidence: Nursing students on collaborative learning programmes make decisions about care and gain clinical experience

When Beth Dennis first set foot on a hospital ward as a Birmingham City University nursing student she felt underprepared. COVID-19 had disrupted everything, including face-to-face learning and time to practise clinical skills. Many of her student peers had worked previously in healthcare, but Ms Dennis had entered nursing straight from school. 'I basically knew nothing,' she says. But by her second year, with more experience, she felt she could offer help to others starting out who felt as anxious as she had. 'So me and a few other nursing students decided to run sessions to ease nerves about placements,' she says.

Restorative clinical supervision: a chance for change but are we ready?

In the wake of the COVID-19 pandemic, nurses are experiencing increasing stress, burnout and mental health problems. The Advocating and Educating for Quality ImProvement (A-EQUIP) model of clinical supervision aims to support staff wellbeing, promote positive work cultures and improve patient care. Although a growing body of empirical evidence supports the positive impact of clinical supervision, several individual and organisational barriers may impede the implementation of A-EQUIP in practice. Organisational culture, staffing and workforce pressures all affect employees' ability to engage with supervision, and organisations and clinical leaders must consciously work to sustain lasting change.

Using a Delphi Technique to Define Primary Care Behavioral Health Clinical Supervision Competencies.

There is an increasing need for Primary Care Behavioral Health (PCBH) workforce development (i.e., increase in well-trained PCBH providers) given the growth of behavioral health (BH) integration into primary care, specifically at a time when behavioral health needs are increasing because of the COVID-19 pandemic (Kanzler and Ogbeide in Psychol Trauma 12(S1):S177-S179, https://doi.org/10.1037/tra0000761 , 2020). Therefore, it is imperative to provide current and future behavioral health clinical supervisors in primary care settings specific competencies, given there are no current competencies specific to clinical supervision within the PCBH Model. Using a Delphi process, the authors identified and reached expert consensus on competencies for BH clinical supervisors in primary care. A purposive sample (in: Patton, Qualitative evaluation and research methods, Sage, Newbury Park, 1990) of fifteen experts (n = 15) in PCBH clinical training and education evaluated quantitative and qualitative domains and specific competencies associated with PCBH supervision gathered during an initial in-depth qualitative interview. This was followed by two subsequent rounds of quantitative Delphi surveys to reach consensus. The response rates from our panel of experts were 100% (15/15) for all stages (interviews, round one and round two surveys). Three domains (Primary Care Knowledge, Clinical Supervisor Development, and Clinical Supervision Skills) were rated as essential for providing clinical supervision with PCBH for pre-licensure level learners. The development of competencies will further support BH clinical supervisor needs, professional development, and provide a concrete way to evaluate progress towards teaching and training excellence. This will also have a great impact on the development of the future BH workforce within primary care.

Profession-Wide Competencies: Formative Assessments of Doctoral Trainees

There is a paucity of information concerning normative reference ranges on standardized measures of profession-wide competencies for the purpose of conducting formative assessments. The present study draws from a convenience sample to provide developmental (first/second half of training year) normative data for use in formative assessments of individual trainees and program-level quality improvement processes. Data reveal the anticipated pattern of competency scores generally improving across any given training year, with the strongest gains in competencies tied to assessment, supervision, and advocacy. A secondary aim, which emerged after study launch, was to evaluate whether training disruptions due an infectious viral pandemic (COVID-19) exerted demonstrable impacts at the aggregate level on trainee competency development. This sample of doctoral trainees evidenced no pandemic-associated suppression of Competency attainment. Rather, this sample of trainees evidenced growth in focal competencies tied to policy creation, systems-change, management structure, and leadership. Training implications are discussed.