SUPERVISION

Assumption of responsibility for directly overseeing and evaluating the work or work products of personnel within an organization. Also includes inspecting the act or process of accomplishing a function or activity.		  
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  TRAINING

Instruction so as to make fit, qualified, or proficient in a skill or body of knowledge.		  
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  SERVICE

One or more organization-operated programs or activities that have a common general objective and deploy the organization's material and human resources in a planned and systematic manner. An organization that publicly promotes or identifies itself in writing as offering a service, is licensed to deliver a service, assigns personnel and/or space to a service, or allocates financial resources to a service is considered to offer that service.		  
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  PROGRAM

A system of services offered by an organization. For example, an organization providing a mental health service may offer several mental health programs to different populations, e.g., a mental health program for adolescent teens. The word "program" can be used interchangeably with the word "service" or to describe specific programs.		  
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  EVALUATION

The review and assessment of organizational operations, programs and services.		  
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  RESEARCH

For purposes of COA accreditation, all forms of internal or external research involving persons served except internal program evaluation and outcomes research, or educational projects performed by students and interns that are part of their professional training.		  
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  SERVICE RECIPIENT

The individuals, groups, organizations, or communities that use, receive, or benefit from programs and services. Service recipients can include consumers, patients, family members, legal guardians, advocates, public/private organizations, employers, and purchasers. All are regarded as significant stakeholders served in a variety of agencies and practice settings.		  
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  QUALITY

In this context, the extent to which contemporary and generally recognized standards for professional practice are met and exceeded, and desirable service outcomes achieved.		  
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  PROCEDURES

Written instructions that outline the steps for performing a task(s) or operationalizing an administrative or service delivery process. A procedure can be written as a step-by-step set of instructions or as a narrative description of a process. A procedure tells someone how to do something not just what to do.

Unlike policies, procedures do not need to be approved or reviewed by the governing body, and need not be associated with a specific policy. For example, whereas a broad anti-discrimination policy requires grievance or other procedures in order to be operationalized within an organization, assessment procedures do not require a governing body approved assessment policy.

Note: Procedures are sometimes referred to as administrative policies.

  
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  SERVICE PHILOSOPHY

The theoretical framework that describes and explains an organization's approach to service. 		 
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  CASE

A general term used to designate clients (including individuals, families, and groups) served by an organization for purposes of monitoring the provision of services. A foster care case is generally based on the placement of an individual child, although casework for the child may include services to the child's family. A child protective services case is based on an entire family household if a family assessment model is used; otherwise a case is defined as a child.		  
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  IN-SERVICE TRAINING

Educational programs provided by an organization to help personnel become more knowledgeable, skilled, and effective in accomplishing specific tasks or meeting the overall objectives of the organization. Such training often occurs on the job and for short time periods.		  
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  CASE REVIEW

A regular and periodic examination of a consumer's service needs, service delivery goals and objectives, intervention plans, prognoses, and the timelines required to achieve them. The direct service provider and supervisor frequently conduct the case review, but it may also involve others, as in an interdisciplinary or inter-organizational case conference. The client, or the parent or legal guardian in the case of a minor, are included in his/her periodic case review by the team.		  
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  PERFORMANCE

A measure of how well an organizational system provides services to consumers. Performance is often based on key indicators, such as rates of service, cost per consumer, degree of satisfaction with services, and extent of consumer access to services.		  
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  CLIENT

See service recipient.		  
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  CASE RECORD

A written compilation that describes the client and the services delivered. Records can be in hard copy and/or electronic format. The case record can be used as a source of information for quality improvement or other evaluation activities, for research purposes, or to demonstrate accountability to funding bodies. 		 
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  PLANNING

The process of specifying objectives, evaluating the means for their achievement, and exercising deliberate decision making about appropriate courses of action.		  
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  MONITORING

An evaluation involving a periodic review of consumer services, organizational activities, or conduct. Specifically, monitoring is an activity of case coordination, whereas more broadly, monitoring is an evaluation technique used in overall quality assurance. 		 
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  MANAGEMENT

See ADMINISTRATION		  
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  PERSONNEL

The body of employees and/or volunteers that carries out the organization's tasks under the organization's administration and/or supervision. This definition does not include foster parents who are specifically referenced in relevant standards		  
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  POLICY

A written statement of principles, values, or intent that provides a basis for consistent decision making and guides the actions of staff, management, and board of trustees. A policy is intentionally broad in its language and application. The following is an example of an anti-discrimination policy:

"[Organization Name] shall not discriminate on the basis of race, color, religion (creed), gender, age, national origin (ancestry), disability, marital status, sexual orientation, or military status, in any of its activities or operations. These activities include, but are not limited to, hiring and firing of staff, selection of volunteers, selection of vendors, and provision of services."

In contrast, a procedure is a detailed, step-by-step description of a process. It tells the reader how to do something. Generally, policies are implemented through procedures. For example, the above anti-discrimination policy would require a detailed grievance procedure in order to operationalize it within an organization.

The governing body has the fiduciary responsibility for setting organizational policy. Therefore, policies must be approved and periodically reviewed by the organization's governing body. However, the governing body typically delegates (via policy) the responsibility for policy development to management. In owner-operated for-profit companies, the owner can act as the company's governing body, depending on the company's corporate structure.

In a public agency the responsibility for setting and reviewing policies may belong to the agency's management team, elected officials, another governmental agency, or as is often the case, a combination of the above.

  
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  VOLUNTEER

An individual who performs services for an organization for civic, charitable, or humanitarian reasons, without promise, expectation, or receipt of compensation for services rendered. Such service must be offered freely and without pressure or coercion, direct or implied, from an employer. If the individual is otherwise employed by the same employer for which s/he volunteers, the individual cannot volunteer to perform the same type of services that s/he is paid to perform as an employee.		  
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  EMPLOYEE

Paid member of an organization. Foster parents are not considered employees and are specifically referenced in relevant standards. 		 
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Training and Supervision
  
Private Org Public Agency  

TS 3: Supervision*

 
The organization has a system of supervision that promotes effective use of organizational resources and positive outcomes.

TS 3.01

 
Supervisors have sufficient time to provide individual or group supervision as appropriate to individual needs or program type, and to conduct evaluation and training activities.
Research Note: Research suggests that workers who receive supportive supervision are more effective in their work, which can have a positive impact on service recipients. Caseworkers that were interviewed at a variety of state child welfare agencies cited a lack of quality supervision as one reason for reduced productivity and high turnover rates.

TS 3.02

 

When assigning supervisory responsibilities, the organization considers:

  1. the qualifications of the worker and the supervisor;
  2. the complexity and intensity of services; and
  3. other organizational responsibilities.
Interpretation: COA recommends that generally supervisory ratios do not exceed 1:8.
Note: Please see Worksheet: HR Caseload and Staff Qualifications in the Tools Index for additional assistance with this standard.

TS 3.03

 

Supervisors are responsible for:

  1. delegating and overseeing work assignments;
  2. ensuring that service delivery is performed according to the organization's mission, policies and procedures, and service philosophy;
  3. providing case consultation and in-service training, as appropriate;
  4. identifying unmet training needs;
  5. ensuring case reviews are conducted at least quarterly; and
  6. conducting performance evaluations.
related HR 6,  RPM 7.02
Interpretation: Supervisors should maintain an administrative file with up-to-date documentation of each supervisory session, including the date and duration of each session as well as a brief outline or summary of what was discussed, including case consultation notes. Please note, only information directly related to the delivery of services, such as results of routine case reviews, should be included in the client's case record. Please see service planning and monitoring standards within each service section for more information on what should be assessed during routine case reviews.
Research Note: Documentation of case review within the client's case record not only supports the delivery of quality services but also serves as an effective risk-management tool.

TS 3.04

 
Supervisors of direct service personnel are competent to assess the needs of service recipients, the resources available to meet those needs, and the legal and policy requirements governing service delivery.

TS 3.05

 
Direct service volunteers, student professionals, and interns are directly supervised by licensed or otherwise accountable professionals.
related HR 6
NA The organization does not use direct service volunteers, student professionals, or interns.

TS 3.06

 

Supervisors support and enhance staff’s ability to perform their jobs by teaching and modeling, as appropriate:

  1. technical knowledge and skills;
  2. work management and communication skills; and
  3. conflict management skills.

TS 3.07

 

Supervisors are able to:

  1. address interpersonal barriers and strengths in personnel;
  2. empower those receiving supervision;
  3. offer criticism in a constructive manner; and
  4. understand employment and labor laws.
Interpretation: This standard requires that supervisors who interview prospective employees receive training on both permissible and impermissible or unlawful categories of interview questions pursuant to applicable employment and labor laws.

TS 3.08

 

Supervisors of direct service personnel assume the following administrative responsibilities, as appropriate:

  1. tracking and monitoring the progress of the families and individuals receiving services;
  2. collecting and applying data to improve client outcomes; and
  3. meeting the organization's quality improvement and evaluation requirements.
related PQI 3.02,  PQI 5
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PURPOSE: The organization supports staff and promotes staff competence by providing regular supervision and training on relevant service delivery topics.
 
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