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Section 2. ASA Clinical Internship Documentation

There are several documents related to the ASA Clinical Internship:

• Clinical Internship Registration Form
  
• Knowledge & Skills Matrix Template
  
• Joint Supervision Agreement
  
• Clinical Internship Supervision Diary
  
• Change of Supervisor Notification Form
  
• Certificate of Clinical Practice (CCP) Application Form - to be completed at the end of the Clinical Internship
  
• Document Submission Summary

• Instructions for completing these documents are provided at the beginning of each form or document. Some additional information is provided in this section.
  
• Examples of a completed Supervision Diary and Knowledge & Skills Matrix can be found HERE.

• The applicant and the Supervisor must each complete the relevant sections of this form.
  

• This identifies the key Learning Goals which have been selected by the Supervisor as being offered to the Intern as Priority 1, 2 and 3. The KSM includes a Learning Plan, description of the Assessment Process and strategies to be employed to meet the Learning Goals.
  
• Refer to the instructions at the front of the KSM when completing this form.
  

• This document confirms in writing the supervision process being implemented to support the Intern towards competence and the ultimate goal of independent practice.
  
• The JSA must be signed by the Intern and their Supervisor. It must also be signed by the clinic manager if he/she is not the Intern's Supervisor.
  

• Clinical Internship Registration Form
  
• Knowledge & Skills Matrix
  
• Joint Supervision Agreement
  

B. At end of Quarter 1
At the end of the first quarter (Q1) / beginning of the second quarter (Q2), from the Supervisor's email address, send these two attachments to Internship@audiology.asn.au:

• Quarter 1 (Q1) Supervision Diary, which will include the Supervisor Summary/Progress Report for Quarter 1.
  The Supervisor's summary report should briefly describe how the Intern is progressing, any difficulties that may have arisen and/or any particular successes achieved. This summary should include any relevant information not contained in the other documents.
  
• Updated Knowledge and Skills Matrix
  

C. At end of Quarter 2
At the end of the second quarter (Q2) / beginning of third quarter (Q3), from the Supervisor's email address, send these two attachments to Internship@audiology.asn.au:

• Q2 Supervision Diary, which will include the Supervisor Summary/Progress Report for the past 3 months
  
• Updated Knowledge and Skills Matrix
  

D. At end of Quarter 3
At the end of the third quarter (Q3) / beginning of fourth quarter (Q4), from the Supervisor's email address, send these two attachments to Internship@audiology.asn.au:

• Q3 Supervision Diary, which will include the Supervisor Summary/Progress Report for the past 3 months
  
• Updated Knowledge and Skills Matrix
  

E. At end of Quarter 4
After a minimum of 48 weeks OR when the Intern is assessed as capable of working as an Independent clinician in all Priority 1 and Priority 2 elements (whichever is later), post to the ASA Office IN HARD COPY (do not fax) these four documents:

• Q4 Supervision Diary (Option A) OR two case studies (Option B), each with Supervisor's comments, and Supervisor's final report evaluating the outcomes against the original assessment, the skills and competencies acquired relevant to the workplace and the Intern's overall competency as a clinician.
  
• An updated Knowledge & Skills Matrix (with previous entries still included & end of Q4 assessments added)
  
• A signed and dated Reflective Statement from the Intern. This will be a reflection on how you feel you have developed as a clinician over the period of the Internship and how you think the profession of audiology can be advanced in Australia in the future.
  
• A completed and signed Certificate of Clinical Practice (CCP) Application Form

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Section 3. Clinical Internship timeframes and processes

• The 2012 Clinical Internship runs over a minimum of 48 weeks. The end of the Internship should be calculated as 48 weeks from commencement (accounting for any leave taken during this time), or when the Intern is deemed competent enough to work independently, whichever is the later date.
  
• Assessment of the Intern will occur at the commencement of the program and at the end of each quarter.
  
• The ASA expects all relevant paperwork to reach the office within two weeks of the completion of each quarter (i.e. 10 working days).
  
• This process does not require ASA to 'sign off' on the work that has been undertaken nor is there a need to wait for ASA approval to move on with the Clinical Internship – the Supervisor makes this decision.
  
• Some documents can be submitted electronically, some must be sent in hard copy. ASA will acknowledge that the documentation has been received.
     - The Supervisor will receive an auto reply when they have submitted documents electronically.
        They should forward this acknowledgement to their Intern for their records.
     - When documents are posted to ASA, an acknowledgement email will be sent to the Intern and their Supervisor within 10 working days.
        This will allow time for documents to arrive at the ASA office.
     - If an acknowledgement email is not received, please contact ASA to ensure the documents have arrived.

Sample time frame
As a guide to the timeframe of the Internship program, where it starts in the first week in January…

See SUMMARY of ASA CLINICAL INTERNSHIP DOCUMENTS & SUBMISSION DATES for more information. We suggest Interns print out this summary, write in the table the dates when the documents are due, and keep this somewhere handy with their other Internship documents.

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Section 4. Information for Supervisors

ASA requirements for Clinical Intern Supervisors: responsibilities and expectations
ASA have set the following criteria for Supervisors of Clinical Interns.

• All Supervisors of clinical experience of Clinical Interns must be holders of the Certificate of Clinical Practice.
  
• Supervisors must not accept any remuneration from the clinical applicant. This does not preclude provision of travelling expenses or of Supervisory allowances by the employing authority, where appropriate.
  
• The supervision process used in the ASA Clinical Internship program is "a formal process of professional support and learning which enables the individual practitioners to develop knowledge and competence, assume responsibility for their own practice and enhance consumer protection and safety of care in complex clinical situations".
  
• The Clinical Internship is a program that employs an apprenticeship style supervision for Novice/Developing, a more collegial style preceptorship for Consolidating/Competent and allows for a mentoring relationship for the competencies eventually assessed as Independent.
  
• Supervision of the Intern must entail the personal and direct involvement of the Supervisor in any and all ways that will permit him/her to attest to the adequacy of the Intern's performances in the clinical training experience.
  
• Since the purpose of the Clinical Internship program is to evaluate the clinical effectiveness of the Intern, the Supervisor should provide opportunities for the Intern to share his/her ongoing evaluation, and to discuss with him/her any areas of deficiency, and ways in which these areas may be made good.
  
• At the conclusion of the period of the Clinical Internship, the Supervisor will be required to submit to the Membership Committee a signed report, certifying that to the best of his/her knowledge and belief, the Intern has (a) met both the spirit and the letter of the ASA Clinical Internship program, and (b) has in the opinion of the Supervisor, reached a level of professional preparation such that he/she may be expected to perform clinical services in audiology competently, without supervision by persons with more education and/or experience.
  

• model how an ethical, professional and caring clinician behaves and works with clients, focused on their clients' outcomes and best interests
  
• monitor your Intern's development and progress, including providing direct supervision and guidance as required and appropriate
  
• regularly discuss cases and provide constructive feedback
  
• review Intern's case notes and sign off on clinical reports
  
• work with the Intern to develop a range of generic and professional skills including:
     - professional and ethical practice
     - critical thinking and analysis
     - clinical skills
     - communication (verbal and documentation)
  
• complete required paperwork for Audiology Australia (i.e. Knowledge & Skills Matrix, regular entries in Clinical Intern Supervision Diary and quarterly reports)
  
• submit the Supervision Diary and updated KSM to ASA electronically at the end of Q1, Q2 and Q3
  
• regularly assess the Intern's progress using the Knowledge & Skills Matrix – once a month would be beneficial to you and your Intern in initial stages, and then at the end of each quarter as skills improve
  

Characteristics of a great clinical Supervisor
Supervisors of Clinical Interns ideally should have at least three years of clinical experience. With this level of experience the expectation is that you are competent and confident in the skills you are teaching and developing in your Intern.

Below are some key characteristics of a Supervisor that Interns are most likely to learn from and enjoy working with. This list has been compiled from ideas offered by several clinical Interns.

• Patient, calm and encouraging
  
• Good sense of humour
  
• Enthusiastic about their work, helping clients and supervising an Intern
  
• Knowledgeable, confident and competent
  
• Good at explaining things in a simple, logical manner using terms they can understand
  
• Knows when to take over and when to leave the Intern alone
  
• Lets their Intern find his/her own way of explaining or demonstrating things
  
• Doesn't get annoyed when an Intern asks lots of questions
  
• Connects well with people
  
• Gives constructive feedback at the right time e.g. writes notes for discussion afterward so there aren't too many interruptions in the appointment, doesn't correct the Intern too much in front of the client, suggests ways to improve
  
• Gets other clinicians involved (e.g. asks other audiologists if the Intern can sit in on some of their more unusual clients or check out an interesting ear)
  
• Doesn't undermine decisions made by the Intern
  
• Makes it look more like a casual "sit in" on the appointment rather than watching intently everything the Intern does
  
• Offers advice on whether the Intern is spending too much or too little time on certain tasks of the appointment
  
• Explains why not just how
  
• Consistent in their clinical practice – doesn't keep changing the way they do things
  
• Open to questions and happy to answer questions as they arise (even during appointments)
  
• Checks what the Intern knows and what they don't – doesn't make assumptions
  
• Provides additional information about related topics e.g. articles, websites, research papers
  
• Takes time to explain things and encourages discussion and reflection
  
• Open to feedback themselves
  

• Rushes the Intern
  
• Gets irritated if they're asked the same question several times
  
• Interrupts and takes over the appointment (makes Interns look and feel like a fool and a failure)
  
• Is not prepared to do the extra work to get the best out of their Intern
  
• Is critical without being able to explain what went wrong or offering suggestions on how to improve
  
• Tries to amaze the Intern with their knowledge rather than asking their opinion
  
• Cuts corners, shortens appointment times and squeezes in extra clients, increasing the pressure on the Intern
  
• Criticises the Intern in front of clients
  
• Is unable to explain things in simple terms
  
• Is unsure of what they are talking about
  
• Is set in their ways
  
• Is cynical, short tempered, impatient
  
• Is arrogant and bosses the Intern around
  
• Tries to fit too much in the appointment so is always rushed
  

Programming your Intern's development program
If you've never supervised a Clinical Intern who is a recent graduate, and/or your company does not have a structured training program, the following suggestions might be helpful.

If you have a clinic manager, it's important that they understand and are supportive of whatever program you design for your Intern. Discuss it before your Intern commences. Book some time in the first week for the three of you to discuss the Intern's development program and agree on the short and longer term time and support they will need.

First/second week:

• On their first day or two of work, book time to sit with your Intern for establishing rapport, clarifying expectations (e.g. workplace code of conduct, responsibilities of Intern and Supervisor), requirements of ASA Clinical Internship program, begin completing ASA paperwork, etc.
  
• During their first couple of weeks, book time for your Intern for reading workplace related documents (policies, HR regulations and requirements, etc) and observing you performing a range of clinical tasks (and other clinicians if available).
  
• In their first 1-2 weeks, try to spend as much time as possible providing 100% 'at elbow' supervision of all your Intern's cases. This will give you the best understanding of their strengths, weaknesses and development needs. It will also make completing the Knowledge and Skills Matrix much easier.
  

• The level of supervision and support for different tasks should be related to their competency levels (as assessed and noted in their KSM). Expect that they will need a high level of direction and support during their first three months as they learn to apply the knowledge they acquired during their university training.
  
• Allow extended appt times (maybe 25-50% longer than usual) while your Intern develops their skills. It also allows time for instruction and discussion of issues when they arise; the best way to learn quickly.
  
• Ensure time is booked each week with your Intern for case discussion and feedback. A suggestion is 5 hours minimum in first few weeks, reducing over time only as their confidence and competence increases.
  
• You should review and co-sign 100% of your Intern's files.
  
• You should check all clinical reports and letters before they are sent.
  
• You should check all or most of their ear impressions.
  
• Also check completion of all important forms (e.g. OHS claims, refit requests, etc).
  
• Ensure they make regular entries in their Supervision Diary, and ensure you add comments as well.
  
• Book time to complete the KSM assessment in the last week of Q1/first week of Q2.
     - TIP: Invite your Intern to assess themselves as well, and then compare both of your assessments to see how closely you agree.
  

• As your Intern's competence and confidence increases, the amount of direction they need will diminish, they'll need less extra time to complete appointments, and your proximity should become more distant.
  
• Refer to Q1 (updated) KSM for their competency levels and adjust your supervision style according to their competence.
     - You don't have to wait until the end of the quarter to make notes in the KSM.
     - Your Intern should still have a few hours of at-elbow supervision per week, focusing on skills which they are still developing and need coaching in.
  
• Ensure time continues to be booked each week with your Intern for case discussion and feedback (at least 1-2 hours)
  
• Review and co-sign at least 25% of your Intern's files
  
• You should check most clinical reports and letters before they are sent.
  
• You should check most of their ear impressions.
  
• Check completion of all/most important forms.
  
• Ensure that they continue to make regular entries in their Supervision Diary, and make sure you add comments as well.
  
• Book time to complete the KSM assessment in the last week of Q2/first week of Q3.
  

• As your Intern's competence and confidence increases, your proximity should become more distant and amount of direction your offer should diminish. Refer to updated KSM for their competency levels.
     - You may/should be adding Priority 2 learning goals (skills) to their clinical experience.
  
• Ensure time continues to be booked each week with your Intern for case discussion and feedback (at least 1-2 hours).
  
• Review and co-sign at least 10% of your Intern's files.
  
• Check most clinical reports and letters before they are sent.
  
• Check most of their ear impressions and important forms.
  
• Encourage them to continue to make regular entries in their Supervision Diary, and ensure you add comments as well.
  
• Book time to complete the KSM assessment in the last week of Q3/first week of Q4.
  

• Early this quarter, discuss whether they wish to continue filling in their Supervision Diary or write up two case studies. If they choose the case study option, remind them to keep an eye open for any interesting cases over the next couple of months they could write up.
  
• Check KSM for tasks (learning goals) that you should focus on in the last three months.
     - By now your Intern should be Independent in most or all Priority 1 learning goals. Focus on any that aren't, as all must be assessed as Independent before their Internship is complete and their CCP can be issued.
     - You should be adding Priority 2 learning goals (skills) to their clinical experience, and Priority 3 learning goals as well.
  
• Still book some time each week with your Intern for case discussion and feedback.
  
• Review and co-sign at least 5-10% of your Intern's files.
  
• Check most clinical reports and letters before they are sent.
  
• Check some of their ear impressions and important forms.

Principal and secondary Supervisors
ASA recommends that each Intern has a single Supervisor throughout their entire Internship program. However, ASA recognises that for some workplaces this arrangement is impractical.
If it is not possible for a single Supervisor to work with the Intern then they can apply to the ASA office for approval of multiple Supervisors under the following circumstances:

• A principal Supervisor is nominated and assumes responsibility for the design, implementation and oversight of the supervision requirements of the Intern;
  
• The principal Supervisor needs to specify how they will monitor the Intern's development needs and communicate with other supervisors. This should include a minimum of quarterly meetings of the Intern and all supervisors (this can be by phone); and
  
• Supervision must be continuous and documented in the Clinical Internship Supervision Diary.

Changing Supervisors
When there is a change of supervisor, a Change of Supervisor Notification Form must be completed and submitted to ASA.

In addition to this form, the ASA requires the following documentation to be submitted in the case of:
(1) Change of Employer

• Newly completed Joint Supervision Agreement
  
• Newly completed Knowledge & Skills Matrix (including the Learning Strategies)
  

(2) Change of Supervisor (same location)

• New Joint Supervision Agreement (only if current JSA is not available)
  

(3) Change of Supervisor (different location)

• New Joint Supervision Agreement (only if current JSA is not available).
  
• Amended Knowledge & Skills Matrix – only if there is a need to change any element.
  

• If the change happens during a quarter, complete a skills assessment and ensure the Intern has a copy of the updated KSM to give to their new Supervisor.
  
• Meet with or call the new Supervisor to discuss where the Intern is up to: their strengths and areas of development, their learning style – anything that will assist them pick up where you are leaving off.
  
• ass on any documents or notes that will assist the new Supervisor with their role.
  
• Check the new Supervisor is aware of their responsibilities as a Clinical Intern's Supervisor. Direct them to the ASA website for the documentation and information they may need.

Assessing their competence
There are a number of ways you can assess your Intern's knowledge and skills such as:

• observing them working with clients
• asking questions
  
• reviewing their file entries and reports
  
• setting up clinical role playing to explore their understanding of and approach to a clinical situation
  
• completion of training modules
  
• participation in training events
  
• short quizzes and tests
  
• case discussion
  
• case presentations
  
• formal assessment tools (such as the 'SLAT' developed and used by Australian Hearing).

Remember, the Clinical Internship is a minimum 48 weeks EFT – assuming no leave or extended absences occur during this time. The focus is on COMPETENCE, not elapsed time. For a variety of reasons, some Interns will require longer than 48 weeks before they are competent in all Priority 1 and 2 clinical elements in the KSM.

You must not sign off their paperwork until you are completely satisfied that they are ready, competent and confident to work independently.

CPD points for supervision
Supervisors may claim CPD points for their work with a Clinical Intern.
Below is an excerpt from CPD POINTS ALLOCATION TABLE FOR CPD CYCLE 2009-2011 on the ASA website:

Tips for Supervisors
The following tips were offered by former Clinical Interns and Supervisors.

• Keep daily notes to help with the diary entries.
  
• Make sure you check your Intern's Supervision Diary on a regular basis.
  
• Book regular 1:1 time with your Intern.
  
• Ensure ASA paperwork and process understood and ready to discuss with Intern on commencement.
  
• If you have a clinic/hearing centre manager, discuss your Intern's training and supervision needs early with them, preferably before your Intern commences. Ensure you have their full support in the short and longer term, as your Intern will need time to develop their skills (extended appointment times important in early stages), discuss cases and complete the ASA paperwork.
  
• Ensure the paperwork is up to date and submitted on time as it affects how quickly Interns can get their QP number (and possibly a pay rise).
  
• Actively seek opportunities for expanding the perspective of Interns.
  
• Involve other clinicians in your Intern's learning experience. For example:
     - If they have an interesting case, invite the Intern to sit in on the appointment.
     - Involve other clinicians in case discussions about a tricky client to get broader ideas and experience.
     - Book the Intern to sit in with all other clinicians if possible. They will learn a lot from watching what and how other audiologists work.
  
• Make sure you are well prepared and have a good understanding of all the ASA documents e.g. put everything into a folder and work out what you have to do for each quarter.
  
• Write down key dates to match Intern's. Put your quarterly reminders into your email calendar.
  
• Encourage open dialogue as it is a very steep learning curve juggling OHS, technology and best practice.
  
• Provide your Intern with proper support and clinical training.
  
• It is sometimes good to step aside, challenge the Intern and throw them in the deep end. I know for me, I began to surprise myself, I learnt quicker and faster from my mistakes, and had to step up a fair bit in the process. It was certainly a good learning experience for me.
  
• Three years experience is required for Supervisor. If this is not feasible, a senior audiologist should be appointed as a secondary Supervisor and communicate with Intern at least once a month.
  
• Sit down regularly with your Intern to discuss their progress and the Clinical Internship documents. Don't just quickly to do it so it's in on time and leave your Intern with no review of information or a content of the document.
  
• Remember that you were an Intern too.
  
• Initially limit the number of supervisors to one or two as it gets confusing when Interns have everyone telling you different things.
  
• Ensure you know what needs to be completed and when.
  
• Don't assume anything! Many problems can be avoided by setting the ground rules and expectations early, and ensuring you share a common understanding about what will happen.

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Section 5. Information for Clinical Interns

Responsibilities of a Clinical Intern
ASA expects each Intern to be responsible for…

• Showing evidence of steady development of their skills, knowledge and confidence
  
• Being open and responsive to feedback and direction
  
• Proactively seeking information and opportunities to learn and develop, taking responsibility for their own learning
  
• Being realistic about their abilities and limitations, and ready to ask for assistance from their supervisor or experienced clinician when faced with a situation out of their range of skills
  
• Openly communicating with their supervisor and manager
  
• Writing regular (daily in the early weeks) entries in their ASA Supervision Diary
  
• Completing ASA paperwork and ensuring documents are submitted to ASA on time

Supervision Diary entries
As a guide, you should be writing an entry for each day in the early weeks and months. The number and detail of entries can reduce over time, but should be no less than one per week in the latter quarters.

Some examples of Supervision Diaries are available on the ASA website. To view these click here or you will find them under Clinical Internship Documents – Examples of Completed Documents - to give you an idea of the kind of entries you (and your Supervisor) should be making. Some of these are more detailed than necessary. The important thing is that your diary will tell a story about your learning and progress over time, demonstrating to ASA that you are developing your skills and becoming a competent, confident clinician who delivers excellent audiological services to their clients.

Knowledge & Skills Matrix
The goal of the KSM is to help you and your Supervisor identify the 'core' clinical elements you can expect to be developed in at your clinic, prioritise the focus of your training, plan your development and discuss learning strategies that will best work for you and your Supervisor, and provide a tool to assess your progress and provide you with feedback.

In the first and probably the second 3 months of working, the focus will be on the Priority 1 clinical elements. As your skills develop, and as the needs of your clinic change, training in Priority 2 elements will be introduced, probably in Q3 or Q4. Priority 3 clinical elements are considered 'enhancements' to the Intern's development. They may not be required for your everyday work, but they are things that you would benefit from being exposed to and having some experience with. It is not mandatory for you to become competent in these elements before being signed off.

Your Supervisor is required to undertake an initial assessment of your skills and then at the end of each quarter. We recommend you also assess your skills independent of your Supervisor and then compare notes. Do you agree on your competency levels? If not, why not? Why are your perceptions different? What can you do about it? Discuss your needs with your Supervisor – maybe for more feedback, some structured learning activities, attendance at workshops, observation of them or other clinicians, etc.

Tips for Clinical Interns
The following tips were offered by former Clinical Interns and Supervisors

• If it isn't booked, ask for some 1:1 time with your Supervisor regularly.
  
• Ensure the process is discussed and commenced as soon as possible, that you take personal responsibility for Internship process & paperwork, and ask your Supervisor if not sure.
  
• Request 15-20 mins a couple of times a week to be blocked out for diary entries in the early weeks/months.
  
• If you have a shared computer drive in your workplace/organisation, store the Supervision Diary there so you and your Supervisor can work on the same copy, and your Supervisor can easily check if you are managing to keep it up to date.
  
• Be active in seeking extra experiences in your workplace.
  
• Your supervision diary is a great learning and feedback tool for Interns and Supervisors, especially later in the year when the Supervisor is no longer at your elbow.
  
• Ask your Supervisor to check your diary regularly.
  
• Write down a quick note about interesting patients when you see them that will jog your memory later when you're writing up your diary. You easily forget.
  
• Write down key dates (e.g. end of Q1, 2, 3, 4) in your diary so you know when to have everything in by. Each Intern starts at a different time so you need to keep track of your own Clinical Internship.
  
• Read back over your diary entries from time to time, to see how far you have come.
  
• It does get easier with familiarity. Do not hesitate to ask questions.
  
• Don't rely on your Supervisor, especially for dates things need to be submitted.
  
• Have one or max two Supervisors as it gets confusing when you start and have everyone telling you different things.
  
• Keep good clinical records
  
• Take note of how your Supervisors perform tasks.

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Section 6. Information for employers

Graduate audiologists leave their university course full of enthusiasm, knowledge and a desire to apply that knowledge in the real world with real clients. Their course covers a diverse range of topics and in various depths. The number of clinical prac hours they do is considerable, but still only enough to introduce them to the complexities of working in an audiology clinic and dealing with diverse personalities, experiences and motivations – in their work colleagues as well as clients!

So what is your role in creating an audiologist who will deal with each client with care and skill and achieve excellent outcomes for your clients and your clinic/business?

Ideas for creating a great audiologist
There are a number of ways you can help create an audiologist who will deliver excellent service to your clients.

• If possible, allocate a supervisor for your new Intern that is experienced, patient, competent, a good teacher, and who is keen to undertake this important role.
  
• Before your Intern commences work, meet with the Supervisor to discuss and design a development program that will help the Intern learn and grow effectively and efficiently. Make sure you are familiar with the requirements of the ASA Clinical Internship and the implications for both your Intern and Supervisor. Use the ASA Clinical Internship documents as tools to help you develop a structured training program for the Intern and keep check on their progress.
  

• The Supervisor is required to assess their Intern's competence against a number of clinical elements in the Knowledge & Skills Matrix. The easiest way for them to do this – and to understand their Intern's strengths and weaknesses - is to work alongside them for the first 3-5 days.
  
• Book extended appointment times in the early weeks for your Intern to gradually improve their ability to do the myriad clinical tasks each interaction involves. As a guide, allow 25-50% extra time for each appointment for the first month at least, depending on the competence of your Intern. The return on this time investment in the early days can be considerable as the Intern has time to be taught and receive immediate feedback and direction from their Supervisor. They will more quickly increase their speed and confidence, meaning more satisfied clients, better outcomes and improved throughput sooner.
  
• Time should also be booked for the Intern and Supervisor to discuss the day's cases. In the first weeks, the recommendation is 30 minutes per day. This can reduce as the Intern's competence and confidence increases, but some time every week or two should be booked with the Supervisor until the end of the Internship.
  

Support your Supervisor:

• Supervising an Intern can be very rewarding, but also very demanding, tiring and stressful. Regularly check your Supervisor is managing their role and offer whatever support you can.
  
• It may help to occasionally share the supervision load with another willing clinician in your clinic or company, if one is available.
  
• Keep the lines of communication open with their Supervisor. Check on their progress and whether amendments need to be made to the development program you agreed to initially.
  
• If possible, provide an independent person for Interns to contact with any issues they may feel uncomfortable discussing with their Supervisor. Of course, the ASA staff are always ready to offer help and advice.

ASA Clinical Internship and paperwork:

• ASA has made several modifications to the 2012 paperwork to try and reduce the time required to complete it (on the part of the Intern and the Supervisor), but it is important that it is completed thoroughly and accurately.
  
• Please allow time for the Intern to fill out their Supervision Diary, particularly in the early days when daily entries are required (10-15 mins a day should be enough).
  
• Their Supervisor will also need time allocated during each week to add comments to the Diary as well as review the Intern's files (they must sign off every entry), reports and letters. 1-2 hours a week would be ideal, but depends on the clinic and Intern.
  
• Although the ASA Clinical Internship is nominally a 48 week program, the focus is on COMPETENCE, not time elapsed in their job. Supervisors are instructed to not sign off their Intern's documentation unless they are entirely satisfied that the Intern is fully competent and confident and ready to work independently.
  

Refer to 'Programming your Intern's development program' in Section 4 for more ideas and information.

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Section 7. Support

If you have any questions and/or need support, contact :

Audiology Australia
Suite 7, 476 Canterbury Road, Forest Hill VIC 3131
PO Box 504, BRENTFORD SQUARE VIC 3131
Telephone: 03 9416 4606
Fax: 03 9416 4607
Email address for submission of Clinical Internship documents: Internship@audiology.asn.au
Email address for other enquiries: info@audiology.asn.au

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APPENDIX A: Characteristics of a Great Supervisor

How do you think you rate?
Below are 25 characteristics of a Supervisor who is most likely to create a positive learning environment and be effective in helping their Clinical Intern develop into a competent, confident audiologist. You can download this checklist as a word document here.

• Rate yourself against each item. Be as honest as you can. Look at your areas of weakness and see what you can do to improve your approach.
  
• In a couple of months, consider giving this sheet to your Intern and ask them to rate you as well to check your perceptions. If you're open to their feedback, they're more likely to be open to yours.
  

Source: Australian Hearing 2011

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