Private Organization Accreditation

Sweetser, a Maine non-profit agency operating since 1828, provides comprehensive mental and behavioral health and substance abuse treatment services. Statewide, it serves around 15,000 consumers a year, including children, adults, and families in outpatient, office-based, and residential settings.


Holy Family Institute

Sister Linda Yankoski, President/CEO

The Council On Accreditation provides all stakeholders involved in the delivery of social services the assurance that the organization is credible, effective, and is committed to quality improvement. The COA process is an important tool for anyone involved in leading an organization to establish best practices and maintaining and updating these practices over time.
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A stable, qualified, trained, and supported workforce contributes effectively and efficiently to the delivery of quality programming that promotes positive child and youth education and development.

CYD-HR 7: Supervision and Performance Review

The program has a system for supervision and performance review that holds both supervisors and supervised personnel accountable for performance and promotes personnel development, performance improvement, and positive outcomes.

Rating Indicators
The program’s practices fully meet the standard, as indicated by full implementation of the practices outlined in the Practice Standards.
Practices are basically sound but there is room for improvement, as noted in the ratings for the Practice Standards.
Practice requires significant improvement, as noted in the ratings for the Practice Standards.
Implementation of the standard is minimal or there is no evidence of implementation at all, as noted in the ratings for the Practice Standards.

Table of Evidence

Self-Study Evidence On-Site Evidence On-Site Activities
    • Program staffing chart that illustrates lines of supervision
    • Job descriptions of supervisors
    • Procedures regarding supervision (CYD-HR 7.01)
    • Criteria for assigning supervisory responsibilities
    • Performance review forms/templates and/or description of review process
    • Documentation of supervision (e.g., supervision logs)
    • Supervisory ratio
    • Performance reviews
    • Interview:
      1. Program Administrator and/or Director
      2. Program Personnel

  • CYD-HR 7.01

    Supervisors are responsible for:

    1. empowering personnel;
    2. providing personnel with support, guidance, and learning opportunities through regular and ongoing consultation, coaching, mentoring, observation, and constructive feedback;
    3. modeling skills personnel need to perform their jobs;
    4. identifying unmet training and performance improvement needs;
    5. recognizing the signs and symptoms of depression, stress, low energy, or burnout;
    6. ensuring that the program operates in a manner in line with its mission, goals, and policies and procedures; and
    7. working collaboratively with personnel on an ongoing basis to set, understand, and monitor the expectations of their position and the supervisory relationship.

    Note: See CYD-HR 6.01 for more information regarding observations, which will often be conducted by supervisors. See CYD-HR 6.03 for more information regarding the support and opportunities that can help personnel meet goals and improve performance.

    Research Note: Regarding element (e), when teaching staff in early childhood education programs suffer from depression, stress, or low energy, they may have difficulty forming secure attachments with the children in their care which can reduce the teaching staff’s ability to positively influence developmental outcomes.

  • CYD-HR 7.02

    When assigning supervisory responsibilities, the program considers:

    1. the qualifications of the supervisor and the personnel he or she will support; and
    2. other work responsibilities, and the amount of time the supervisor will have to support personnel.

    Interpretation: COA recommends that generally supervisory ratios should not exceed 1:8 full-time equivalents (FTE).

  • CYD-HR 7.03

    Personnel are provided with written performance reviews developed through a standardized process that: 

    1. is conducted at regular intervals;
    2. assesses job performance;
    3. recognizes accomplishments;
    4. provides constructive feedback;
    5. emphasizes self-development and professional growth; and
    6. supports active participation by both supervisors and personnel.

    Interpretation: Performance reviews should be based on clearly-defined expectations and take into account specific responsibilities defined in the job description, as well as strengths and goals identified during both routine observations and the most recent performance review.  Reviews should include comments based on the supervisor’s observation of personnel performance.  Personnel should also have the opportunity to sign, obtain copies of, and provide comments on performance reviews. 

    When determining timelines for performance reviews, the program may consider the qualifications and experience of personnel and supervisors.  Timelines should be communicated to staff and clearly stated in the program’s policies, procedures, and/or employee manual.


    Note: See CYD-HR 6.01 for more information regarding observation of personnel performance.

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