Supervision, Appraisal and Support Audit - Supported Living

Evidence to check

• • Supervision and appraisal policy is current and accessible
• • Policy sets out frequency, format, responsibilities and expected content
• • Policy reflects supported living practice, lone working and tenant rights
• • Managers and staff understand the purpose of supervision beyond paperwork compliance

Evidence to check

• • Supervision schedule or tracker
• • Records show supervision completed within policy timescales
• • Overdue supervisions are identified and rearranged promptly
• • Bank, agency, part-time and night staff are not overlooked

Evidence to check

• • Supervision records are signed or acknowledged where required
• • Actions are specific, measurable and allocated
• • Records show both staff wellbeing and practice quality discussions
• • Sensitive information is recorded appropriately and confidentially

Evidence to check

• • Supervision notes include reflective discussion, not only task updates
• • Staff discuss real examples from supported living practice
• • Learning from challenges is recorded
• • Managers encourage strengths-based and solution-focused reflection

Evidence to check

• • Tenant or family feedback is discussed where relevant
• • Positive feedback is recognised and shared appropriately
• • Concerns are explored fairly and linked to action where needed
• • Feedback is used to improve practice, not to blame staff without context

Evidence to check

• • Supervision records include discussion of boundaries and tenant rights
• • Staff understand the tenant’s home is not a care home environment
• • Topics include visitors, relationships, gifts, social media, money and confidentiality
• • Managers challenge practice that is overly controlling or institutional

Evidence to check

• • Supervision records include training and competency review
• • Learning needs are linked to the staff member’s role and tenants supported
• • Development actions have timescales and follow-up
• • Training needs from incidents, audits or observations are included

Evidence to check

• • Annual appraisal records
• • Appraisal covers practice quality, values, conduct and tenant outcomes
• • Achievements and strengths are recognised
• • Future goals and development areas are agreed

Evidence to check

• • Appraisal outcomes link to a development plan
• • Training or qualifications are planned where needed
• • Role changes or added responsibilities are supported by competence checks
• • Follow-up is recorded after appraisal

Evidence to check

• • Probation supervision records
• • Additional check-ins during induction
• • Shadowing, mentoring or competency feedback is reviewed
• • Concerns during probation lead to support, extended probation or appropriate action

Evidence to check

• • Supervision records include wellbeing discussions
• • Staff are asked about workload, lone working, distressing incidents and emotional pressure
• • Support or adjustments are offered where needed
• • Patterns of sickness, stress or turnover are reviewed by managers

Evidence to check

• • Supervision records include safeguarding and staff safety discussion
• • Staff can explain how to escalate concerns about tenants, visitors, co-tenants or colleagues
• • Lone working incidents or near misses are reviewed
• • Managers check staff confidence in raising concerns

Evidence to check

• • Supervision records include discussion of supported living values
• • Staff can give examples of promoting independence
• • Managers challenge task-led or overly restrictive practice
• • Tenant outcomes and quality of life are discussed, not only compliance tasks

Evidence to check

• • Records of informal check-ins where appropriate
• • Staff know they can request support outside formal supervision
• • Debriefs are offered after incidents or difficult situations
• • Informal support does not replace required formal supervision

Evidence to check

• • Previous actions are reviewed at the next supervision
• • Completed actions are evidenced
• • Overdue actions are carried forward with explanation
• • Repeated lack of progress is escalated appropriately

Evidence to check

• • Manager training records for supervision, appraisal and performance management
• • Managers understand how to balance support and accountability
• • Supervision quality is sampled or audited
• • Managers receive support where supervision practice is weak

Evidence to check

• • Supervision records show early discussion of performance concerns
• • Support, coaching or retraining is offered where appropriate
• • Capability or disciplinary processes are used where risks persist
• • Actions are proportionate and linked to tenant safety and quality of support

Evidence to check

• • Supervision or appraisal records include staff-led goals
• • Goals link to confidence, competence, qualifications or career development
• • Managers review progress and remove barriers where possible
• • Staff feedback shows they feel supported to develop

Evidence to check

• • Team meeting minutes
• • Meetings include practice learning, updates and tenant-focused discussions
• • Staff have opportunities to ask questions and share learning
• • Messages from team meetings are followed up in supervision where relevant

Evidence to check

• • Staff surveys, feedback forms or supervision reviews
• • Staff can comment on quality and usefulness of supervision
• • Managers act on feedback about supervision barriers or quality
• • Changes made to supervision arrangements are communicated

Evidence to check

• • Reflective session or debrief records
• • Complex cases are discussed while protecting confidentiality
• • Learning is recorded and translated into support plan or practice changes
• • Staff emotional wellbeing is considered after difficult cases

Evidence to check

• • Governance or quality meeting records include supervision themes
• • Managers identify patterns across staff supervisions
• • Themes lead to service-wide actions where needed
• • Confidentiality of individual staff records is maintained

Evidence to check

• • Central supervision and appraisal tracker
• • Compliance monitored by manager or senior leader
• • Gaps between teams, locations or staff groups are addressed
• • Supervision frequency is increased where staff risk or support needs are higher

Evidence to check

• • Records are stored securely with controlled access
• • Records are complete, legible and retrievable
• • Audit checks quality as well as completion
• • Information is used appropriately and confidentially

Evidence to check

• • Supervision options include face-to-face, remote or flexible arrangements where appropriate
• • Lone workers and night staff receive equivalent support
• • Staff can access advice between formal sessions
• • Remote supervision still includes meaningful practice reflection

Evidence to check

• • Supervision or appraisal records recognise good practice
• • Staff are offered mentoring, buddying or champion roles where appropriate
• • Recognition is fair and linked to values and tenant outcomes
• • Good practice is shared across the team

Evidence to check

• • Supervision templates reflect safety, effectiveness, caring, responsiveness and leadership
• • Discussions link staff practice to tenant outcomes
• • Quality goals and service improvement priorities are shared with staff
• • Supervision evidence shows a culture of learning, openness and accountability

Evidence to check

• • Supervision records include discussion of current tenants’ needs and risks
• • Staff are asked about changes to support plans
• • Gaps in staff knowledge lead to coaching or review
• • Managers confirm staff understand key tenant preferences and risk controls

Evidence to check

• • Relevant incidents, complaints or compliments are discussed in supervision
• • Learning and actions are recorded
• • Positive feedback is used to reinforce good practice
• • Concerns are addressed fairly with support and accountability

Evidence to check

• • Supervision audit records
• • Audit checks quality of reflection, actions, follow-up and staff support
• • Findings are reported through governance
• • Improvements are made where supervision is too brief, generic or task-focused