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{{org_field_name}}

Registration Number: {{org_field_registration_no}}

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Staff Supervision Policy

1. Purpose and Scope

This policy sets out {{org_field_name}}’s arrangements for the support, supervision, appraisal and professional development of persons working for the service. It applies to employees and, where relevant to their role and engagement with the service, bank workers, agency workers, students and volunteers.

The purpose of supervision is to ensure that workers receive appropriate support, direction and opportunities for reflective practice so that they remain competent, safe and effective in their roles and are able to contribute to the achievement of individuals’ personal outcomes.

This policy supports compliance with the Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017, as amended, including Regulation 34 concerning staffing, Regulation 36 concerning the support and development of staff, Regulation 37 concerning compliance with the Social Care Wales Code of Professional Practice for Social Care Employers and Regulation 38 concerning information for staff.

Under Regulation 36, {{org_field_name}} must ensure that persons working at the service receive appropriate supervision and appraisal, appropriate induction, core and specialist training relevant to their roles, and support and assistance to obtain further training where appropriate. Staff who are required to maintain registration with Social Care Wales or another professional or occupational regulator will be supported to do so.

Welsh Government statutory guidance requires staff to receive supervision in their role to support reflection on practice and maintenance of professional competence. Staff must meet for one-to-one supervision with their line manager, an equivalent officer or a more senior member of staff no less than quarterly. All staff must also receive an annual appraisal which provides feedback on performance and identifies training and development requirements.

As an organisational standard which exceeds the minimum frequency described in the statutory guidance, {{org_field_name}} requires formal one-to-one supervision for care staff and senior staff at least once every two months. More frequent supervision will be provided where required by the worker’s circumstances, level of experience, induction or probation arrangements, performance, professional development needs, incidents, safeguarding concerns or risks associated with the service.

The Registered Manager will receive regular supervision and professional support from the Responsible Individual or other appropriately authorised senior person. Arrangements will ensure that the Registered Manager has direct access to the Responsible Individual and is supported through supervision, training and opportunities for professional development. The frequency will be sufficient to provide effective oversight and support and will not be less frequent than the organisational arrangements stated in this policy where those arrangements apply.

Formal supervision is distinct from routine operational instruction, informal support, staff meetings, direct observations of practice and competency assessments. These activities complement, but do not replace, formal one-to-one supervision.

Written records of supervision, appraisal, training and development will be maintained so that {{org_field_name}} can demonstrate that staff are appropriately supported and developed and that actions arising from supervision are monitored and completed.

2. Regulatory Alignment

This policy has been developed to support compliance with the Regulation and Inspection of Social Care (Wales) Act 2016 and the Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017, as amended, together with the statutory guidance issued by the Welsh Ministers under section 29 of the Regulation and Inspection of Social Care (Wales) Act 2016.

In particular, Regulation 36 of the Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017 requires the service provider to have a policy for the support and development of staff and to ensure that any person working at the service, including a person permitted to work as a volunteer:

• receives an induction appropriate to their role;
• is made aware of their own responsibilities and those of other staff;
• receives appropriate supervision and appraisal;
• receives core training appropriate to the work performed;
• receives specialist training where appropriate; and
• receives support and assistance to obtain further training appropriate to their work.

Where a person employed by the service is required to maintain registration with Social Care Wales or another appropriate regulatory or occupational body, {{org_field_name}} will provide appropriate support to enable that registration to be maintained.

In accordance with the Welsh Government statutory guidance supporting Regulation 36:

• staff will receive supervision that enables them to reflect upon their practice and maintain professional competence;
• feedback concerning their performance, including relevant feedback from individuals receiving care and support, will inform supervision where appropriate;
• formal one-to-one supervision will take place with the worker’s line manager, equivalent officer or a more senior member of staff no less than quarterly;
• all staff will receive an annual appraisal providing feedback on their performance and identifying training and development requirements;
• additional learning and development needs will be identified within the first month of employment and subsequently reviewed through supervision and appraisal;
• written records will be maintained of training and supervision undertaken, and training or supervision that is planned or required;
• staff will be supported to complete core, specialist and other training necessary for their roles and professional registration; and
• an organisational training needs analysis will be undertaken at least annually, and more frequently where required, to ensure that workers continue to have the skills and competence necessary to meet the needs of individuals and deliver the service in accordance with the Statement of Purpose.

{{org_field_name}} has adopted an enhanced organisational requirement of formal one-to-one supervision at least every two months for care staff and senior staff. This exceeds the quarterly frequency described in Welsh Government statutory guidance and does not alter the requirement to arrange additional supervision whenever individual or service circumstances require it.

This policy must therefore be read and implemented consistently with:

• the Regulation and Inspection of Social Care (Wales) Act 2016;
• the Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017, as amended;
• current Welsh Government statutory guidance issued under section 29 of the Regulation and Inspection of Social Care (Wales) Act 2016;
• the current Code of Professional Practice for Social Care Employers;
• the current Code of Professional Practice for Social Care Workers; and
• applicable current Social Care Wales practice guidance.

3. Welsh language and communication needs

Supervision will be offered in the worker’s preferred language and format. Where a supervisee prefers to use Welsh, we will provide a Welsh-speaking supervisor or interpreter, or agree practical alternatives. Documents (agendas, action plans) will be provided in accessible formats on request (large print, Easy Read). Reasonable adjustments are made to remove communication barriers (e.g., additional time, assistive tech). Supervisors record the agreed language/communication preference on the Supervision Agreement form.

4. Equality, diversity and reasonable adjustments

Supervision is conducted fairly and without discrimination. We will make reasonable adjustments under equality legislation to enable full participation (for example, flexible timing for carers, neurodivergent-friendly agendas sent in advance, or quiet rooms). Where supervision is likely to discuss sensitive topics (e.g. health conditions, faith practices), supervisors will handle content with trauma-informed practice and only share information on a need-to-know basis.

5. Roles and Responsibilities

• Care Workers (“Carers” or Support Staff): All care staff are required to participate in supervision as part of their role. They should approach supervision with a constructive attitude – being open to feedback, reflecting on their work, and engaging in discussions about their professional development. Care workers are responsible for:
  • Attending scheduled supervision sessions (or arranging an alternate time in advance if an emergency prevents attendance).
  • Preparing for supervision by reflecting on their recent work, noting any issues, questions, or successes to discuss.
  • Being honest and receptive during the meeting – for example, discussing challenges or mistakes so that support can be provided.
  • Completing any agreed action plans (such as training, reading policies, improving certain skills) that result from supervision.
  • Raising any urgent issues with their manager promptly and not waiting solely for supervision meetings to address critical concerns (e.g. safeguarding matters).
• Supervisors (Line Managers/Senior Staff): Supervisors (which may include senior carers, field care supervisors, team leaders, or other managers who directly oversee care workers) are responsible for conducting effective supervisions with their team members. Their responsibilities include:
  • Scheduling and Frequency: Ensuring each assigned staff member has one-to-one supervision at least every two months (bi-monthly), or more frequently if needed. New employees or those in their probationary period may receive supervision more frequently (e.g. after the first few weeks of employment and monthly during the first few months) to support their induction and development.
  • Preparation: Setting aside adequate uninterrupted time in a private setting for the supervision meeting. Preparing an agenda or supervision template that covers key areas (e.g. workload, performance, training updates, well-being, feedback from service users, any incidents or concerns since last meeting).
  • Support and Development: Using supervision to identify and discuss the supervisee’s achievements, areas for improvement, and any support needed. This includes reviewing progress on previously set actions or goals, checking compliance with care standards and policies, and identifying training or development needs. If gaps in knowledge or practice are identified, the supervisor should address these (through coaching during the session or arranging additional training).
  • Performance Management: Addressing any performance or conduct issues in a constructive manner. Good practice should be recognized and reinforced, while poor practice is challenged and managed in line with {{org_field_name}} procedures. The supervisor should ensure the staff member is clear about expectations and their role in contributing to high-quality care. If serious issues are identified (e.g. consistent poor performance or misconduct), the supervisor should document these and may need to initiate formal performance management or disciplinary processes per company policy (outside of the supervision session).
  • Documentation: Completing a written record of each supervision session, capturing the date, duration, topics discussed, decisions made, and agreed actions. Both supervisor and supervisee should sign the record (physical or electronic signature), and a copy should be stored confidentially in the staff member’s file. The supervisor should also provide the staff member with a copy or summary of the agreed action plan. Documentation is important to evidence that supervision took place and to follow up on issues; it is also a regulatory expectation.
  • Maintaining Confidentiality: Keeping the content of supervision discussions confidential, sharing information only on a need-to-know basis. (For instance, if issues arise that require higher management or HR attention, or if there are safeguarding concerns, those must be escalated appropriately. The supervisee should be informed about what will happen with such information.)
  • Follow-Up: Taking action on commitments made in supervision – e.g. arranging any identified training, providing resources, or scheduling a field observation. Also, monitoring between sessions to ensure any critical action points are addressed.
• Registered Manager: The Registered Manager of the domiciliary care service holds overall responsibility for the supervision process across {{org_field_name}}’s service. This includes:
  • Ensuring Implementation: Making sure that this supervision policy is implemented consistently. The manager should verify that all care staff and line supervisors are receiving and conducting supervision as required. This may involve maintaining a supervision schedule or matrix and checking supervision records for completeness and quality.
  • Supervising Staff and Supervisors: The manager (or a designated senior manager) will directly supervise certain staff, such as the senior care supervisors or office staff, on a regular basis. In other words, supervisors themselves must also receive supervision. All staff at all levels, including managers, are to receive regular supervision in line with this policy. The manager should lead by example in valuing supervision.
  • Manager’s Own Supervision: The Registered Manager must also participate in supervision for their own role. Typically, the Responsible Individual or another higher-level manager/owner will supervise the Registered Manager. CIW expects that arrangements are in place to ensure the manager is supported by supervision and training and has opportunities for professional development. The manager should meet with the Responsible Individual (or line manager) at a frequency agreed (often bi-monthly or quarterly) to discuss the running of the service, their performance, and any support needs.
  • Resources and Environment: Ensuring that adequate resources are available for effective supervision. This includes allowing sufficient time within work schedules for supervisors and staff to meet, and providing a private, quiet space for confidential discussions. The service should have “suitable space… to provide privacy for supervision of staff” as required (e.g. a private office or meeting room).
  • Training and Quality Assurance: The manager should ensure that those performing supervisory duties are competent to do so. This includes facilitating training in supervision skills for themselves and other supervisors. The manager should also periodically review the quality of supervision by, for example, collecting feedback from staff about the process or reviewing a sample of supervision records, and use this to improve practices. Any issues or patterns (such as supervision not happening on time, or recurring staff concerns) should be addressed proactively by the manager.
• Responsible Individual (RI): (If applicable to the organization structure) The RI has oversight of the management of the service. Part of their role is to ensure the manager is performing their duties, which includes verifying that staff supervision is happening. The RI should provide supervision and support to the Registered Manager as noted above, and check during regulatory visits or quality reviews that the supervision policy is being effectively implemented (for example, by reviewing supervision records and speaking with staff). The RI should also ensure that this policy is reviewed and updated in light of any changes in legislation or guidance.

This policy applies to everyone who delivers or supports delivery of regulated activity on {{org_field_name}}’s behalf. Agency/bank staff, students and volunteers receive proportionate supervision linked to their role risk and time with the service. Where an external employer also supervises (e.g., placement tutor), {{org_field_name}} agrees a shared plan clarifying who covers what, how information is shared, and how concerns are escalated.

6. Supervision Frequency

{{org_field_name}} will ensure that all workers receive supervision at a frequency appropriate to their role, competence, experience, performance and individual support needs.

Welsh Government statutory guidance supporting Regulation 36 states that staff should meet for one-to-one supervision with their line manager, equivalent officer or a more senior member of staff no less than quarterly. This represents the minimum frequency described in the statutory guidance.

{{org_field_name}} has chosen to operate an enhanced organisational supervision standard as follows:

• Care Staff: Formal one-to-one supervision will take place at least once every two months. Additional supervision will be provided where required because of induction, probation, changes in duties, competency concerns, safeguarding matters, incidents, complaints, performance concerns, training needs or requests for additional support.
• New Staff: Additional learning and development needs will be identified within the worker’s first month of employment and reviewed through supervision and appraisal. New workers may receive more frequent supervision during induction and probation where necessary to confirm their competence, provide support and address identified development needs.
• Senior Staff and Supervisors: Formal one-to-one supervision will normally take place at least once every two months. Supervision must address both the worker’s own professional responsibilities and, where relevant, their responsibilities for the management, supervision or delegation of work to others.
• Registered Manager: The Registered Manager will receive regular supervision and professional support from the Responsible Individual or another appropriately authorised senior person. Arrangements must ensure that the manager is supported through supervision and training and has opportunities to gain skills for professional development. The manager must also have direct access to the Responsible Individual, in addition to opportunities for formal discussion as part of the Responsible Individual’s oversight and quality-review arrangements.
• Additional or Ad-hoc Supervision: Additional supervision will be arranged without waiting for the next scheduled session where circumstances make this necessary. Examples include a safeguarding concern, serious incident, complaint, significant error, change in the needs of an individual, concern about competency or conduct, return following a significant period of absence, a significant change in role or duties, or a request from the worker or supervisor.

Where a planned supervision session cannot take place, the supervisor will rearrange it promptly. No postponement or cancellation will be permitted to result in supervision becoming less frequent than the minimum required by current statutory guidance.

Team meetings, group discussions, informal support, competency assessments, observations and operational conversations may contribute to staff support and development but do not replace required formal one-to-one supervision.

All staff will receive an annual appraisal in addition to regular supervision. The annual appraisal will provide feedback on performance and identify training, learning and professional development requirements.

7. Supervision Content and Process

Each formal supervision session at {{org_field_name}} will generally follow a structured format to ensure consistency and that key areas are addressed:

1. Agenda/Opening: The supervisor and supervisee set an agenda at the start (often the supervisor will prepare a template or list of standard topics, but the staff member is also encouraged to add items they wish to discuss). Typical agenda items include: review of previous action points, workload and duties, discussion of any significant events or challenges since the last meeting, feedback on performance, training and development updates, well-being check, and any employee feedback or ideas.
2. Review of Previous Actions: The meeting begins by reviewing the notes from the last supervision. Any actions or goals that were agreed upon are discussed – whether they were completed, still in progress, or if any obstacles were encountered. This ensures continuity and accountability from session to session.
3. Performance and Practice Discussion: The supervisor provides feedback on the staff member’s performance. This may include feedback from direct observations, from service users (compliments or complaints), or from colleagues. Positive performance is acknowledged and praised, and any areas of concern are discussed constructively. For care workers, this part of supervision covers how well they are delivering care according to individuals’ care plans and organizational standards. The staff member is encouraged to reflect on their own practice – discussing what’s going well and what they find challenging. If any practice issues or incidents have occurred (e.g. lateness to calls, missed tasks, errors), these are addressed. The goal is to maintain high standards of care and support the worker in improving where needed. If the role involves specific targets or key performance indicators (KPIs), progress against those can be reviewed here as well.
4. Support and Well-being: Supervisors will check on the supervisee’s well-being at work. Domiciliary care can be demanding, so it’s important to discuss workload stress, work-life balance, and any health or personal issues that might be affecting their job (staff can share as they feel comfortable). This is an opportunity for the staff member to raise any concerns they have about their role, team dynamics, or any aspect of the job. The supervisor and supervisee can then explore solutions or adjustments (for example, adjusting schedules, offering counseling support, etc., in line with {{org_field_name}}’s employee support programs). We recognize that supporting staff well-being contributes to better care for service users.
5. Training and Development: The session will cover identification of any training needs or professional development interests. This includes reviewing any training recently completed and its impact, as well as discussing upcoming or required training (e.g. refresher courses, specialist training for certain conditions). Staff are encouraged to share areas where they feel they need more knowledge or skills. The supervisor will also highlight any training mandated by the organization or by Social Care Wales (like qualifications needed for registration) that the staff member must complete. For new staff, this includes ensuring the Social Care Wales Induction Framework is being followed in their initial months and that they are on track with any qualification work. Within the first month of employment, each new staff member’s development needs are identified and will be reviewed through early supervision meetings. Ongoing, supervision and the annual appraisal are used to formulate a personal development plan for the staff member.
6. Feedback from Service Users and Quality of Care: Supervisors should, wherever possible, incorporate feedback about the staff member’s work from the people they support or their families (this could be through compliments, complaints, or routine surveys). Discussing positive feedback can boost morale, while any negative feedback or complaints are addressed constructively as learning points. Additionally, supervisors may discuss observations from spot checks or direct observations of the care worker’s practice. As a part of our quality assurance, a supervisor or senior may occasionally accompany a care worker on visits (with the service user’s consent) to observe their practice first-hand. Such direct observations of care practice should be included as part of supervision to help the worker reflect and improve. For example, the supervisor might note strengths and areas for improvement seen during a shadowed visit and discuss these in the supervision meeting.
7. Goal Setting and Action Planning: Before closing the session, the supervisor and supervisee agree on any actions or goals. These might include specific performance improvements, completing certain training by a deadline, reading and understanding an updated policy, or trying a new approach to a work challenge. Goals should be clear and achievable. The supervisor documents these action points and ensures the staff member understands what is expected before the next supervision. If needed, support from the supervisor or organization (like providing time to complete a course or mentoring) is noted.
8. Closing Summary: The supervisor summarizes the key points discussed and the agreed actions. Both parties should feel that the session has been useful and that there is a plan moving forward. The supervisee is invited to add any final comments or questions. The next supervision date is ideally scheduled or an approximate timeframe given, so the staff member knows when to expect their next meeting.

After the meeting, documentation is finalized (see next section) and both the supervisor and supervisee sign off to confirm it is an accurate record. Any urgent issues identified in supervision (such as a potential safeguarding concern, or a serious staff performance issue) should be escalated immediately by the supervisor to the appropriate manager or external authority per relevant procedures – even if noted in supervision, these kinds of issues cannot wait for the next meeting to be addressed.

Safeguarding Knowledge and Practice

Safeguarding will be revisited regularly during supervision and will not be discussed only when an incident or allegation has occurred. The supervisor will use supervision to confirm that the worker understands current safeguarding responsibilities, the organisation’s safeguarding procedures and the action required where abuse, neglect or improper treatment is known, suspected or disclosed.

The supervisor will, where relevant to the worker’s role:

• confirm that the worker knows how and when to raise a safeguarding concern;
• confirm that the worker understands local safeguarding arrangements and the Wales Safeguarding Procedures;
• confirm that the worker knows how to access and use the organisation’s whistleblowing arrangements;
• explore the worker’s understanding through reflective discussion of practice, incidents, examples or learning;
• identify any gaps in safeguarding knowledge, confidence or competence;
• record any training, coaching or other remedial action required; and
• ensure that identified gaps are followed up within an appropriate timescale.

Any actual safeguarding allegation, evidence or immediate concern identified during supervision will be dealt with immediately in accordance with the Safeguarding Policy and will not be left for routine follow-up at a later supervision meeting.

Delegated Activities and Professional Accountability

Where a worker delegates activities to another person, receives delegated activities or undertakes delegated healthcare activities, supervision will be used to confirm that the worker understands the responsibilities, limitations and accountabilities associated with that delegation.

Supervisors will ensure, where relevant, that:

• workers understand which activities they are competent and authorised to undertake;
• the worker understands their responsibility when accepting a delegated activity;
• any person delegating an activity understands that delegation does not remove their own professional accountability where professional standards provide for continuing accountability;
• staff undertaking delegated healthcare activities understand and follow applicable codes of practice, professional guidance and organisational procedures;
• workers raise concerns where they do not consider themselves competent or adequately prepared to undertake a delegated activity; and
• any competency, training or practice concerns identified through supervision are addressed before the worker continues to undertake an activity where doing so would otherwise create an unacceptable risk.

The professional autonomy and accountability of registered professionals will be respected in accordance with applicable professional standards and guidance.

8. Safeguarding and whistleblowing in supervision

Safeguarding concerns, fitness-to-practice issues, or whistleblowing disclosures raised in supervision are acted on immediately and not held over to future meetings. Supervisors pause the session if necessary to trigger the relevant procedure, record what was raised and the action taken, and inform {{org_field_safeguarding_lead_name}} – ({{org_field_safeguarding_lead_role}}) without delay. Urgent risks are escalated to {{org_field_local_authority_authority_name}} / out-of-hours via {{org_field_local_authority_out_of_hours_phone_number}}.

9. Documentation and Record-Keeping

Maintaining thorough and confidential records of supervision is crucial. {{org_field_name}} will keep a Supervision File or database for each staff member, which contains their supervision agreements, records of each session, and related documents. Key points on documentation include:

• Supervision Agreement: At the start of employment or when this policy is introduced, each supervisee and their supervisor will establish a supervision agreement. This is a simple document stating the purpose of supervision, frequency, approximate length of sessions, confidentiality boundaries, and responsibilities of each party. It is signed by both and reviewed annually (or when either party changes roles). This sets clear expectations for the supervision relationship.
• Session Records: A standard supervision record template will be used to document each one-to-one session. It typically includes: date, start and end time, names of supervisor and supervisee, a list of topics discussed, notes on key discussion points, any decisions made or advice given, and the agreed action plan (with responsibilities and timelines). Both the supervisor and supervisee should sign the record (physically or via electronic signature if using an online system). The staff member may receive a copy for their reference. The record is then filed in the supervisee’s personnel or supervision file. These records demonstrate that supervision is happening and covering relevant areas – they may be reviewed by senior management or inspectors (CIW) to ensure compliance and quality.
• Confidentiality and Storage: Supervision records contain personal data and are confidential organisational documents. We store them securely with restricted access and share on a need-to-know basis only. We give staff access to their records on request. We retain supervision records for the duration of employment and for six years after employment ends, unless legal/regulatory requirements specify longer. Records may be sampled by CIW during inspection and by the RI/RM during audits.
• Monitoring Completion: The Registered Manager (or a delegated senior) will maintain an overview log indicating when each staff member’s supervisions have occurred. This helps track that supervisions are on schedule. If someone is overdue for supervision, the manager will remind the relevant supervisor and ensure a session is arranged. CIW expects providers to keep such evidence of supervision completed, and {{org_field_name}} will include supervision records in internal audits.
• Annual Appraisal Records: While annual appraisals might be guided by a separate policy, they are closely linked to supervision. A copy of each staff member’s yearly appraisal report, which summarizes their performance over the year and set objectives for the next, will be kept in their file. Appraisals are informed by ongoing supervision notes and likewise may set the agenda for subsequent supervisions (to work on long-term goals).
• Records of Training and Development: In line with regulatory requirements, we maintain records of all training completed and planned for staff, often alongside supervision records. Supervision sessions will cross-reference this to ensure training plans are on track. For example, if during supervision a worker identified the need for medication training, the record will show this and we will update the training log once completed. This integration ensures staff development is continuously monitored.

10. Supervision agreement

Every supervisee has a signed Supervision Agreement that sets: purpose, minimum frequency, approximate duration, confidentiality boundaries (and exceptions), recording method, preferred language/communication, and responsibilities on both sides. The agreement is reviewed annually or on role/line-manager change.

11. Training and Support for Supervisors

{{org_field_name}} recognizes that effective supervision requires skill. Supervisors and managers responsible for carrying out supervisions will be given appropriate training and guidance to fulfill this role. This includes:

• Supervision Skills and Competence: {{org_field_name}} will ensure that persons who undertake supervisory responsibilities have the knowledge, skills and competence necessary to conduct effective supervision. New supervisors will receive appropriate preparation, guidance or training for their supervisory responsibilities. This will include, as applicable, conducting reflective one-to-one supervision, effective communication, providing constructive feedback, addressing performance or competence concerns, identifying learning and development needs, setting and reviewing objectives, maintaining appropriate professional boundaries, understanding confidentiality and its limits, responding to safeguarding or whistleblowing concerns and completing supervision records. Supervisors will receive further or refresher development where monitoring identifies a need, where their responsibilities change or where changes in legislation, statutory guidance or professional standards affect supervisory practice.

• Ongoing Guidance and Peer Support: Supervisors will have access to ongoing support from the Registered Manager or HR on supervision matters. For instance, if a supervisor is unsure how to handle a particular issue raised in a session, they can seek advice (while respecting confidentiality). We also encourage a culture of peer learning among our supervisors – they may share non-confidential tips and experiences with each other during managers’ meetings or training days to continuously improve the quality of supervision provided. Resources like the Social Care Wales guides on supervision and appraisal are made available as reference material.
• Quality Review: The Registered Manager may occasionally sit in on a supervision session (especially when training a new supervisor, and with the supervisee’s agreement) or review recorded sessions to give feedback to the supervisor. Any identified gaps (for example, if sessions are too task-focused and not covering development, or if documentation is weak) will be addressed through coaching or additional training. This is to ensure that all supervisors maintain a high standard in carrying out this policy.
• Supervisor’s Workload: We will also monitor supervisors’ workloads to ensure they have sufficient time to perform supervisions. Because our service is community-based, we plan rotas such that senior staff have the necessary off-field time to meet with their team members regularly. Supervision should be treated as a priority task, not an afterthought, and management will backfill or adjust duties as needed to facilitate this.

12. Quality Assurance and Continuous Improvement

Providing effective supervision is an ongoing commitment. To ensure this policy truly benefits staff and service users, {{org_field_name}} will:

• Gather Staff Feedback: We will periodically ask staff (perhaps via anonymous surveys or during meetings) for feedback on the supervision process – e.g., Do they feel supported? Are sessions frequent and helpful? This feedback will help identify if any adjustments are needed, such as additional training for supervisors or changes in frequency.
• Monitor Outcomes: We will look at indicators such as staff performance, retention, and service quality metrics to gauge if effective supervision might be contributing to improvements. For instance, good supervision should correlate with fewer performance-related issues, higher morale, and better care outcomes. Conversely, if problems are widespread, we’ll assess if supervision is being conducted properly and make improvements accordingly.
• Audit Compliance: As part of internal audits or quality monitoring, the manager or RI will review supervision records to ensure compliance with this policy (frequency and quality of content). They will check that every staff member has up-to-date supervision notes and that issues identified in those notes are being acted upon. Any non-compliance (e.g., missed supervisions) will be addressed immediately by scheduling the session and examining why it was missed to prevent future occurrences.
• Annual Training Needs Analysis: {{org_field_name}} will undertake a formal training needs analysis at least annually and more frequently where required. The analysis will take account of information arising from supervision, annual appraisals, competency assessments, observations of practice, incidents, safeguarding matters, complaints, feedback from individuals, changes in the needs of individuals, changes to the Statement of Purpose, audit findings, inspection findings, changes in legislation or statutory guidance and changes to Social Care Wales or other relevant professional requirements. The Registered Manager will ensure that identified service-wide and individual learning needs are translated into a documented training and development plan and that completion is monitored. The purpose of the training needs analysis is to ensure that staff continue to have the knowledge, skills and competence necessary to perform their roles and meet the needs of individuals receiving care and support.
• Review of Policy: This policy will be reviewed at least annually, or sooner if there are changes in legislation, CIW guidelines, or best practices. The review will consider any feedback from staff or inspectors, and any changes will be made to keep the policy current and effective. The Responsible Individual will approve updates to ensure ongoing compliance with regulatory standards.

The RM reviews a minimum 10% sample of supervision records quarterly against a short checklist (frequency met, agenda coverage, reflective depth, timely actions closed, language/adjustments respected). The RI reviews the matrix and a sample set at least quarterly and records any improvement actions. Findings inform supervisor refresher training and service-wide learning.

13. Related Policies and Regulatory Documents

This Staff Supervision Policy forms part of {{org_field_name}}’s framework for the support, development, management and oversight of staff. It should be read alongside the following organisational policies and procedures, where applicable:

• Staff Induction Policy;
• Training and Development Policy;
• Performance Management or Capability Policy;
• Disciplinary Policy and Procedure;
• Appraisal Policy;
• Whistleblowing Policy;
• Safeguarding Policy;
• Equality, Diversity and Inclusion Policy;
• Complaints Policy;
• Duty of Candour Policy;
• Record Keeping and Data Protection Policy; and
• Delegated Healthcare Activities Policy or Procedure, where applicable.

The following legislation, statutory guidance and professional standards are particularly relevant to this policy:

• Regulation and Inspection of Social Care (Wales) Act 2016;
• Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017, as amended, particularly Regulations 34, 36, 37 and 38;
• current Welsh Government statutory guidance for service providers and responsible individuals on meeting the service standard regulations applicable to domiciliary support services;
• Code of Professional Practice for Social Care Employers, Social Care Wales, applicable from 1 July 2026;
• Code of Professional Practice for Social Care Workers, Social Care Wales, applicable from 1 July 2026;
• current Social Care Wales practice guidance applicable to social care workers and managers;
• current Wales Safeguarding Procedures; and
• applicable Social Care Wales safeguarding training, learning and development standards.

Regulation 37 requires {{org_field_name}} to adhere to the applicable Social Care Wales Code concerning the conduct and practice expected of employers of social care workers. The Registered Manager and Responsible Individual will therefore ensure that changes to relevant Social Care Wales Codes and practice guidance are considered when this policy and the organisation’s supervision arrangements are reviewed.

All staff and volunteers will have access to the policies, procedures and professional standards relevant to their role. Supervisors will use supervision and appraisal to assess workers’ understanding and application of those requirements and to identify any further support, training or development required.

This policy will be reviewed at least annually and sooner where there is a relevant change in legislation, regulations, statutory guidance, Social Care Wales Codes or practice guidance, CIW requirements, the organisation’s Statement of Purpose or the nature of the service provided.

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Responsible Person: {{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}}
Reviewed on: {{last_update_date}}
Next Review Date: {{next_review_date}}
Copyright © {{current_year}} – {{org_field_name}}. All rights reserved.