Transcript Title of Presentation

Introducing QI Tools and
Approaches
Whole-Site
Training Approach
APPENDIX F
Session 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.
Trainees are often
selected
inappropriately.
Follow-up is
lacking.
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 servicedelivery site.

Makes training more cost-efficient.
Whole-Site Training Approach
Types of training
Locations of training

Service orientations

On-the-job training

Knowledge updates

On-site training

Skills 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 selfassessment 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 are oriented about
different services so they can
orient clients in turn.
• Other services are promoted.
• Staff from one department
provide health talks for
clients in other departments.
• Staff share information
about key services.
• A system for referrals
between services is
established.
• Integrated services are
made available.