6.2 Supervision Policy |
SCOPE OF THIS CHAPTER
This policy sets out a framework for core principles and minimum standards for supervision.
RELEVANT CHAPTERS
OTHER RELEVANT CHAPTER
Contents
1. Definition
Supervision is the formal and planned process, which establishes the accountability of each member of staff in the organisation. It is a professional regulatory requirement that operates alongside the Performance Evaluation Scheme. It includes time for reflection on practice issues that arise in the course of everyday work and can help supervisors and supervisees to do their job more effectively by developing their capacity to use their experiences to review practice.
2. Introduction
This policy sets out a framework of core principles and minimum standards for supervision. It establishes the basic principles for the supervision process and forms part of the Directorate's performance management system, which includes induction, probation, absence monitoring and the Performance Evaluation Scheme. It applies to supervision for all social care staff including managers at every level. The policy outlines:
- Key outcomes and basic principles;
- Arrangements for carrying it out;
- Record keeping;
- Expectations of supervisors and supervisees.
Supporting staff through supervision improves working practices and makes a valuable contribution to service delivery and outcomes for children.
Key Outcomes
- All service users receive a safe and timely intervention in line with agreed departmental standards;
- Any shortfalls in provision of service are identified at an early stage and remedial action taken;
- All staff work in a supportive and facilitative environment where risk is owned at each level of the organisation;
- Decisions made and actions taken as a result on individual cases will be evident.
Basic Principles
- The welfare of the child is paramount;
- Supervision, decision making and action planning is recorded.
3. Arrangements for Carrying out Supervision
3.1 Roles and Responsibilities
It is a requirement of all staff to prepare for and attend regular supervision sessions with their line manager. They should contribute fully and use sessions positively to discuss their work and development. Where actions are agreed these should be implemented in a timely way. If this is not possible, the relevant manager should be informed at the earliest opportunity.
It is the responsibility of both parties to prepare prior to each supervision session, and bring a list of issues for the agenda which will be agreed at the start of each session.
3.2 Individual Supervision Agreements
On first appointment, and at any subsequent change of line manager, an Individual Supervision Agreement should be written and signed by both parties at the first supervision session (see Appendix 1: Individual Supervision Agreement). This document will ensure that the worker has read and understood the related Supervision, Induction policies and guidelines, and will set out the mutual expectations, roles, rights and responsibilities of the supervision relationship.
3.3 Reviewing the Agreement
The Individual Supervision Agreement should be reviewed by the supervisor and the supervisee annually.
3.4 Disputes
Initially disputes should be dealt with by discussion between the supervisor and supervisee, or by reference to the supervisor's line manager if necessary.
3.5 Recording
Recording of supervision sessions is the responsibility of the supervisor. There are two forms of record.
- Case notes on ICS should clearly detail any decisions that have been made, the reasons for these, any agreed actions including who will take responsibility and the timescale for carrying out such actions. The detail should be recorded within 24 hours of the supervision session and in such a manner that the content and decisions can be readily understood and audited.
- Written/typed supervision notes should be maintained by the supervisor with a copy for the supervisee within 5 working days of supervision. Where other staff are providing aspects of supervision/mentoring this should also be recorded. The records should be dated (see Appendix 2: Supervision Record).
Personal information will only be recorded where it is impacting on the individual's work and performance.
All key decisions made in day to day guidance and discussion between managers and case-accountable staff must be recorded on ICS.
4. Storage of Supervision Records
A specific supervision file should be maintained by the line manager. Non client-specific records of supervision should be seen as transferable and should follow the member of staff if they move posts within the Council.
5. Accountability of Managers
Managers are accountable for staff ensuring that the agreed departmental service standards are delivered to service users. Where this is not possible, this should be brought to the notice of more senior managers in order that remedial action may be taken.
Managers are also accountable/responsible for staff achieving satisfactory outcomes for children and families, performance targets, professional standards, compliance with legal requirements and departmental procedures and budgets.
6. Confidentiality and Access
Supervision is a private but not a confidential process. This means that records are the property of the organisation, not the individual. Access to supervision records should be controlled and all non ICS records should be stored securely. Supervisors will need to discuss the content of supervision sessions with others on occasion. These may include:-
- Managers providing cover in the absence of line manager;
- Senior Managers and Performance Staff (for quality assurance purposes);
- HR and Investigating officers (e.g. for capability or disciplinary purposes);
- Inspectors;
- Investors in People.
7. Training for Supervisors
In order to ensure effective supervision of staff, supervisors will be trained to carry out their role.
Supervisors should receive regular feedback from their managers regarding their performance and from supervisees, via the feedback form as part of their appraisal process.
8. Quality Assurance and Audit
Quality assurance is the responsibility of every member of the organisation.
- The case-accountable member of staff should quality assure their own work in line with agreed departmental standards;
- The first-line manager should regularly review their supervisees case records to ensure adherence to departmental standards and discuss in supervision the staff member's self evaluation, identifying where there are differences;
- Senior managers are also responsible for assuring the quality of supervision of those whom they supervise.
9. Supervision and Support
It is a requirement that supervisor and supervisee agree certain basic boundaries and expectations.
In most circumstances new managers and staff can expect:
- Fortnightly supervision for the first two months. Following confirmation in post staff receive formal supervision, as a minimum, at monthly intervals. The frequency stipulated assumes staff are full-time This will be formally recorded and kept in the supervisee's file;
- Supervision is arranged and conducted in such a way as to permit proper reflection and discussion;
- Supervision will only be subject to cancellation or postponement in exceptional circumstances. Any postponed session is to be reconvened at the earliest opportunity;
- Alternative arrangements are made by senior management to provide supervision when the supervisor is absent from work long-term;
- Supervision to take place in an environment which affords privacy and where arrangements have been made to avoid interruptions.
Key Functions of Good Supervision
There are 5 main functions that a supervisor must include for good supervision:
- Monitoring Practice - Overseeing and promoting all aspects of work and monitoring of quality of service delivery. Encouraging flexibility and creativity with resources available;
- Staff Management - ensuring the organisational requirements of staff are adhered to;
- Decision Making - on specific case issues;
- Learning and Development - identifying skills and knowledge required to achieve agreed departmental standards;
- Support through reflective practice - Supervisors should monitor the overall functioning of workers, especially with regard to the effects of stress and emotions generated by undertaking their role.
It is important to distinguish between support and counselling. Whilst the impact of the work on the supervisee is an appropriate focus of supervision, seeking to resolve the personal problems of the supervisee is not. Staff support services should be accessed if appropriate.
Appendix 1: Individual Supervision Agreement
Click here to view 'Individual Supervision Agreement'.
Appendix 2: Supervision Record
Click here to view 'Supervision Record'.
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