Transcript Facilitative Supervision

Facilitative* Supervision
“ a process implemented by many parties…”
Together!
What is supervision?
The process of
“directing and supporting staff
so that they may effectively
perform their duties.”1
What is Facilitative / Supportive
Supervision?
A process that promotes quality at all
health system levels by strengthening
relationships, focusing on identification
and resolution of problems, and helping
optimize the allocation of resources.2
Supervision: essential functions
Management, education, and support
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Set objectives / expectations
Monitor performance / provide feedback
Ensure supplies
Address training and development needs
Solve problems jointly
Motivate and support providers to improve
performance
Why supportive supervision?
MAQ/ program review for RH in developing
countries:
Evidence from the past two decades: need to change not
only the frequency, duration and structure of supervisory
encounters, but also the nature and objective of supervision
to make it more supportive and facilitative.2
US / UK literature review on post-graduate medical
education and clinical practice:
Single most important factor associated with better
supervisory or performance outcomes was the quality of the
supervisory relationship.3
Supervision process
1
Revise
Plan
Review
Do
What is Supportive Supervision?
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Involves multiple parties
Leadership team
 External supervisors
 Facility quality improvement (SS/CQI) teams
 Peers
 Community committees
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Focuses on the results of processes and
program outcomes (data-driven)
 Fosters relationships and teamwork
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What is Supportive Supervision?
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Facilitates a culture of communication and
problem solving
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Monitors individual performance against
expectations
Lessons learned for using
supportive supervision
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Top management must be committed
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Requires motivation on the part of
supervisors and staff alike
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Takes time and investment to establish
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Should be integrated into the existing HRM
system, not as a parallel system
Lessons learned
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Requires simple, short, locally appropriate
and tested tools
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Some decision-making authority must be
decentralized
References
1. Marquez, Lani and Linda Kean, “ Making Supervision Supportive and Sustainable: New
Approaches Problems”, MAQ Paper no. 4, 2002; USAID.
2. Kilminster S.M. and Jolly, B.C. (2000). Effective supervision in clinical practice settings: a
literature review. Medical Education, 34, 827-840.
3. Rowe K Alexander, Don de Savigny, Claudio F. Lantana, Cesar G Victora, “How can we
achieve and maintain high-quality performance of health worker sin low-resource settings?”
the Lancet August 9, 2005
4. D.K. McNesse-Smith, “The Influence of Manager Behavior o Nurses’ Job Satisfaction,
Productivity, and Commitment,” Journal of Nursing Administration vol. 27, no. 9 (1997):
47-55.
5. Barkauskas, Violet, H. “Perspectives about and Models for Supervision in the Health
Professions”, University of Michigan, nd.
6. Coles, Tom, “Evidence-based Supportive Supervision for Health Workers: a practical system
for improving family planning services”, unpublished internal document, John Snow, Inc,
October 2005.
7. Walsh, K. et al (2003) Development of a group0 model of clinical supervision to meet the
needs of a community mental health nursing team. International Journal of Nursing
Practice, 9, 33-39.
8. Loveinsohn, B.P., ET Guerrero, S.P. Gregorio, “Improving Primary Health Care through
Systematic Supervision: A Controlled Field Trial,” Health Policy and Planning vol. 15, no. 3
(1984): 112-120.
CONGRATULATIONS!