Introducing QI Tools and Approaches Whole-Site Training Approach APPENDIX F Session C Facilitative...
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Transcript of Introducing QI Tools and Approaches Whole-Site Training Approach APPENDIX F Session C Facilitative...
Introducing QI Tools and Approaches
Whole-Site Training Approach
APPENDIX FSession C
Facilitative Supervision for Quality Improvement Curriculum
2008
Staff Have Needs for:
Facilitative supervision and management
Information, training, and development
Supplies, equipment, and infrastructure
Some Weaknesses of Conventional Training…
Training and supervision are not linked.
Trainees often cannot apply new knowledge to their work.
Follow-up is lacking.
Trainees are often selected inappropriately.
Expanded needs for training cannot be met at centralized level.
How can such situations be avoided?
When Training Is the Answer: Whole-Site Training Approach
An approach to training that:
Views a service-delivery site as a system and treats staff as members of the team that makes the system work.
Meets the learning needs of all staff at a service-delivery site.
Makes training more cost-efficient.
Whole-Site Training Approach
Types of training
Service orientations
Knowledge updates
Skills training
Locations of training
On-the-job training
On-site training
Regional or centralized training
Whole-Site Training Approach: Six Elements
Linking supervisory and training systems
Assessing a site’s learning needs and planning to meet them
Focusing on teams, not just on individuals
Tailoring the level of training to the needs of different employees
Expanding the locales where training occurs
Building sustainable capacity
Changing the Role of the Supervisor
Help identify training needs
Act as catalyst for change
Serve as trainer or identify appropriate resources
Help sites access training resources
Help sites plan training
Monitor training and results
Follow up routinely with trainees
Ensure that staff have equipment, supplies, and clients with which to apply newly acquired knowledge and skills
Assessing Site Learning Needs and Meeting Those Needs
Site staff and supervisors identify gaps in quality of care through the use of COPE or other self-assessment tools.
On-site and off-site supervisors help to identify skills and other learning needs during supervisory visits by means of medical monitoring checklists and other assessment tools.
Site staff participate in planning and organizing training, orientations, and updates.
Building Sustainable Capacity
Supervisors routinely facilitate all aspects of training.
Training follow-up becomes routine. Many staff are involved in training. Sharing of knowledge and expertise is
encouraged. Problem solving becomes part of the
performance improvement (PI) mindset. The impact of staff turnover is lessened.
Assuring Quality of Use of Whole-Site Training Approach
Well-trained supervisors—effective monitoring of training and post-training performance
Access to specialized training resources, when needed
Adequate training handbooks and evaluation tools
Type of training and training location are appropriate to learning needs
Establishment of site resource libraries
Benefits of Whole-Site Training Approach
Demystifies training
Involves everyone
Encourages mentoring
Provides a foundation for sustainability
Produces long-term benefits (change in organizational culture)
Inreach (1)
Inreach is a strategy for informing clients and staff within a facility about other services available, and for referring clients to services in other facilities, according to the clients’ needs.
“The purpose is to reduce missed opportunities for providing services to clients.”Lynam, P. F., et al. 1994. Inreach: Reaching potential family planning clients within health institutions. AVSC Working Paper No. 5. New York: AVSC International.
Inreach
Reduce missed opportunities to provide needed services to clients
Establish linkages and referrals between clinic’s departments
Provide signs and information for clients
Inreach: How?
• Signs, posters, and educational materials are made available.
• Staff from one department provide health talks for clients in other departments.
• Staff share information about key services.
• Staff are oriented about different services so they can orient clients in turn.
• Other services are promoted.
• A system for referrals between services is established.
• Integrated services are made available.