The CONTRACT Model: A Map for Effective Contracting in Coaching Supervision

Unlike a tick-box exercise, the CONTRACT Model acts as a map, guiding supervisors and supervisees through key areas of agreement and discussion. These elements do not follow a strict order; instead, they weave together dynamically, adjusting to the needs of the supervision relationship.

Here’s how the model breaks down:

• C – Context & Purpose
• O – Outcomes & Objectives
• N – Norms & Ethics
• T – Terms & Practicalities
• R – Rates & Payment
• A – Agreements on Roles & Responsibilities
• C – Confidentiality & Record Keeping
• T – Termination & Review

Let’s take a look at each of these in turn.

C – Context & Purpose

This is the why of the supervision relationship.

• What is the purpose of supervision?
• How does it differ from coaching and mentoring?
• What do both parties want from the process?

Aligning on expectations and goals upfront helps prevent misunderstandings later. It also sets the tone for whether supervision will be developmental, ethical, supportive—or all three (as per the formative, normative, and restorative functions of supervision).

O – Outcomes & Objectives

Supervision should be goal-oriented, even if those goals are fluid.

• What does the supervisee want to develop?
• What challenges are they looking to explore?
• What benchmarks will indicate progress?

Rather than rigid KPIs, think of outcomes as a guiding compass, ensuring supervision remains purposeful.

N – Norms & Ethics

Ethical considerations underpin all supervision work.

• What ethical frameworks will guide the supervision (e.g., EMCC, ICF, AC codes of ethics)?
• How will issues of confidentiality be handled?
• What happens if ethical concerns arise in a coaching case?

This part of the contract reinforces professionalism and protects all parties involved. It also encourages ethical maturity, where dilemmas are actively explored rather than avoided.

T – Terms & Practicalities

This is where the logistics are agreed upon:

• Duration: How long will the supervision relationship last?
• Frequency: Monthly, quarterly, or ad-hoc?
• Format: In-person, virtual, group or one-to-one?
• Length: 60, 90, or 120-minute sessions?

Being clear on practical details helps create consistency while allowing space for adjustments if needed.

R – Rates & Fees

For paid supervision relationships, clarity on fees is crucial:

• Session costs (pay-as-you-go or package rates).
• Payment terms (upfront, instalments, post-session).
• Cancellation policy (how much notice is required?).

Even in peer or internal supervision, agreeing on reciprocity—whether time, resources, or feedback—is important.

A – Agreements on Roles & Responsibilities

Supervision is not just a service—it’s a collaborative partnership.

• What is the supervisor’s role? (e.g., facilitator, challenger, mentor, guide).
• What is the supervisee’s role? (e.g., bringing coaching cases, engaging in reflective practice).
• How will feedback be exchanged?

Establishing clear but flexible boundaries ensures that both parties contribute to the relationship in a mutually beneficial way.

C – Confidentiality & Record Keeping

A vital part of ethical supervision:

• What level of confidentiality is agreed?
• How will supervision notes be stored and shared?
• What happens if a safeguarding issue arises?

With GDPR and data protection laws playing an increasing role in professional coaching, it’s wise to discuss how information will be handled, stored, and disposed of.

T – Termination & Review

Supervision relationships evolve, and sometimes they naturally end.

• Will there be regular review points (e.g., every 6 months)?
• How will feedback be exchanged before ending?
• What happens if either party wishes to exit the relationship early?

A planned exit ensures a smooth transition and allows for reflections on the journey.

Using the Model in Practice: A Fluid, Living Document

The C.O.N.T.R.A.C.T. Model isn’t meant to be a rigid template. Instead, it should be used:

• At the start – to set expectations and boundaries.
  Throughout the relationship – as a reference point for realignment.
  During review sessions – to assess if it still meets the supervisee’s needs.
  At the end – to close the supervision relationship with clarity.

A Living Agreement, Not a Legal Contract

While formal contracts can be helpful (especially in paid supervision), the spirit of contracting in supervision is relational, not transactional. The C.O.N.T.R.A.C.T. Model helps keep that balance—structured yet human-centred.

Final Thoughts: Contracting as a Continuous Process

Many new coaching supervisors assume that contracting is a one-time agreement at the start of the relationship. However, experienced supervisors know that contracting is an evolving conversation—it should be revisited, reshaped, and reinforced as supervision unfolds.

By using the C.O.N.T.R.A.C.T. Model, supervisors can ensure that their contracting process is clear, effective, and adaptable—providing a strong foundation for meaningful and impactful supervision relationships.