Registration Number: {{org_field_registration_no}}

Staff Supervision Policy

Purpose and Scope

This policy sets out {{org_field_name}}’s arrangements for planned, one-to-one formal supervision and annual appraisal for everyone who works for us (employees, bank, agency, students, and volunteers). Its purpose is to ensure each worker receives regular, skilled support that promotes safe, person-centred practice, wellbeing and continuous professional development in line with CIW expectations and the Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017, including Regulation 36 (support and development of staff). Supervision is distinct from day-to-day instruction and complements team meetings, observations, and appraisal, not replacing them. Records of each session are kept and available for inspection.

{{org_field_name}} follows CIW’s expectations that one-to-one formal supervision for care staff is held at least every two months as a minimum, with more frequent meetings during induction/probation or where risks indicate. Senior staff are supervised at least every two months, and the Registered Manager receives scheduled supervision from the RI/Director at least quarterly. An annual appraisal is completed for all staff and informed by supervision notes. These frequencies are the floor, not the ceiling; additional or ad-hoc sessions are arranged when needed (e.g., after incidents or on request).

Regulatory Alignment

This policy is developed in line with the requirements of the Care Inspectorate Wales (CIW) and relevant Welsh regulations. Under the Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017, service providers must have a policy in place for the support and development of staff. CIW’s statutory guidance expects that staff at all levels are regularly supervised and appraised to maintain professional standards and quality care. In particular, CIW guidance indicates that:

Care staff should have one-to-one supervision with their line manager at least once every two months (no less frequently than bi-monthly). This formal supervision schedule is a minimum requirement; more frequent sessions may be scheduled based on individual or service needs (for example, new employees or those needing extra support).
All staff, including managers, should receive an annual appraisal to review overall performance and development needs. Annual appraisals complement regular supervision by providing a broader review of the staff member’s achievements and goals over the year.
A written record of each supervision session (and any training undertaken) must be kept as evidence of compliance and to track staff development. These records may be reviewed during inspections to ensure the policy is followed in practice.

This policy also reflects the Social Care Wales Codes of Practice for both social care workers and employers. {{org_field_name}} is committed to adhering to the Code of Professional Practice for Social Care, which expects employers to provide appropriate supervision and support to staff, and expects workers to engage in supervision as part of their professional responsibilities.

Definitions

Supervision: In this policy, “supervision” refers to a formal, planned one-to-one meeting between a supervisor (line manager or other designated senior) and a supervisee (staff member). The focus is on supporting the staff member’s performance, professional development, and well-being, as well as ensuring that the care delivered meets the required standards. Supervision is a key element of performance management and quality assurance in domiciliary care. It provides an opportunity to reflect on practice, receive feedback (including, where available, feedback from service users), and address any issues or training needs.
Formal Supervision: Regular, private, one-to-one meetings that are scheduled in advance and conducted in a structured manner between a staff member and their designated supervisor. Formal supervisions are documented and occur on an ongoing basis (e.g. bi-monthly or quarterly as specified in this policy). These sessions focus on the individual staff member – discussing their work, performance, goals, and any support they need – separate from day-to-day task instructions.
Informal Supervision: Day-to-day guidance, coaching, or support that occurs on the job or through ad-hoc conversations. While {{org_field_name}} encourages an open-door culture where staff can seek advice or support from supervisors and managers at any time, such informal support does not replace formal supervision. Important decisions or issues discussed informally (especially those affecting service users) should be noted in the relevant records or brought into the next formal supervision session if needed.

Note: This policy focuses on formal supervision arrangements. Other supportive practices like team meetings, shadowing, and direct observations of practice are additional tools to support staff but are supplementary to the formal one-to-one supervision process.

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.

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.

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.

Supervision Frequency

{{org_field_name}} commits to the following minimum frequency for formal supervisions, recognizing these are minimum standards and additional sessions may be held as needed:

Care Staff: At least one formal one-to-one supervision every 2 months (bi-monthly) for each care worker. This meets or exceeds the former National Minimum Standards which required quarterly supervision for domiciliary care staff. Our goal is to ensure no staff member goes without a dedicated one-to-one review for more than two months. Supervisors will schedule these meetings in advance. If a session is unavoidably missed (e.g. due to sickness), it will be rearranged at the earliest opportunity. New care staff in induction or probation will typically have monthly supervisions for the initial 3–6 months of employment, to closely support their learning and transition into the role.
Senior Staff/Supervisors: At least one formal supervision every 2 months with their line manager (which could be the Registered Manager or another appointed manager). Senior staff have dual roles as both supervisors and supervisees, so they need space to discuss their own development and any challenges in supervising others. Regular supervision helps ensure they are confident in their responsibilities and can share any issues arising from the teams they lead.
Registered Manager: Formal supervision at least quarterly (every 3 months) with the Responsible Individual or organizational director. (In many cases, monthly or bi-monthly meetings occur for managers as well, but at a minimum, quarterly is ensured.) This allows the manager to receive feedback, discuss the operation of the service, and identify any support or resources they need. It aligns with CIW’s expectation that managers are not left unsupported – they must be given supervision and training opportunities to effectively run the service. The content of the manager’s supervision may include service performance, compliance matters, staffing issues, and personal development as a leader.
Additional/Ad-hoc Supervision: In addition to scheduled sessions, ad-hoc or impromptu supervisions may be arranged if circumstances require – for example, if a serious incident occurs, if a performance issue needs immediate review, or if a staff member requests an extra support meeting. These will be documented as supervision sessions as well. Furthermore, group supervisions or team meetings are held (at least quarterly) to foster peer support and communication, but these are in addition to (not a replacement for) individual one-to-one supervision.

The above frequencies are a baseline. If any regulatory changes or updated CIW guidance specify a different minimum frequency, {{org_field_name}} will adjust the policy accordingly. Each supervision session is typically 30 minutes to 1 hour in length (or longer if needed for appraisals or complex issues). The duration should be sufficient to cover all necessary topics without rush.

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:

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.
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.
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.
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.
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.
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.
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.
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 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}}.

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.

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.

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 Training: All new supervisors (or any staff promoted to a role where they supervise others) should attend supervision skills training within a reasonable time of taking up their post. This training covers how to conduct one-to-one supervisions, effective communication techniques, giving constructive feedback, setting objectives, coaching and mentoring staff, and how to handle common challenges in supervision (such as dealing with conflict or emotional issues). It will also cover the use of our supervision forms and documentation requirements. Managers and senior staff will also refresh their training periodically (e.g. every few years or when significant changes occur in policy). As highlighted in the National Minimum Standards, managers and supervisors should receive training in supervision skills and in conducting performance appraisals. We ensure this standard is met, as competent supervisors lead to better outcomes for staff and service users.
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.

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.
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.

Related Policies

This Staff Supervision Policy is part of {{org_field_name}}’s overall framework for staff support and service quality. It should be read in conjunction with related policies, including:

Staff Induction Policy: (Ensuring new staff are introduced to their role and the supervision process as part of induction.)
Training and Development Policy: (Detailing how training needs identified in supervision are addressed.)
Performance Management or Capability Policy: (Outlining formal procedures if supervision and support do not result in required improvement in performance.)
Appraisal Policy: (Annual performance review process, complementing supervision.)
Whistleblowing and Open Door Policies: (Encouraging staff to raise concerns at any time, in or out of supervision sessions.)
Equality and Diversity Policy: (Ensuring supervision is conducted in a fair, non-discriminatory manner and that it addresses issues of equality in practice.)
Safeguarding Policy: (Guidance on handling any safeguarding issues that might be disclosed during supervision.)

All staff are expected to be familiar with this Supervision Policy and to understand how it benefits their practice. Copies are provided to staff at induction and are available upon request or on the company’s intranet. Implementation of this policy will help ensure that staff are supervised and supported effectively, and that the quality of care provided to service users remains safe and compassionate.

By following the above policy, {{org_field_name}} aims not only to meet CIW regulatory requirements but to foster a positive environment of professional growth, accountability, and continuous improvement. Regular supervision is a cornerstone of our commitment to both our staff and the individuals who rely on our services.

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.

DCW169-Staff Supervision Policy