Friday 31 May 2013

Central Delhi's Response to Theme- Supportive Supervision

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Supervision
Supportive supervision is a process that promotes quality at all levels of the  system by strengthening relationships within the system, focusing on the identification and resolution of problems and helping to optimize the allocation of resources, promoting high standards, teamwork, and better two-way communication.

Supportive supervision in context of DAPCU is working with health staff at the district level to establish goals, monitor performance, identify and correct problems, and proactively improve the quality of service.

Together, the supervisor and health workers identify and address weaknesses on the spot, thus preventing poor practices from becoming routine. Supervisory visits are also an opportunity to recognize good practices and help health workers to maintain their high-level of performance. 

Planning & Implementation of visits for supportive supervision:
  • Supervisory visits are planned and shared with SACS and IDHS well in advance.
  • Visits of facilities are planed with keep in the mind that all facilities are covered at-least once in a quarter.
  • Plan to spend sufficient time (from several hours, to a full day or more) to conduct the supervisory visit. The amount of time of a supervisory visit varies depending on the needs of the health facility. For example, in some cases a full-day visit would be more effective than just couple of hours. It allows the supervisor enough time for meeting with the health worker to discuss performance goals, meeting with the community, assessing the facility and traveling.
  • Visits are planned as supervisors can observe a counseling session, interview clients, and arrange for staff meetings without adding extra burden on the staff.

 Points keep in mind while undertaking supervision
  • Following up on recommendations made during previous visits.
  • Stick to the schedule and respect the health worker’s time. Always schedule a return visit before leaving the site.
  • Monitor and assess performance of the health facility
  • Observe counseling sessions and note strengths and weaknesses.
  • Talk to the clients about the quality of services.
  • Involve the community members in the evaluation process to get their feedback. (In case of TI-NGOs).
  • Check the availability of stock and the condition of equipment.
  • Review health facility records, including coverage and dropout rate monitoring charts.
  • Use information gathered during the visit to discuss progress with the health facility team.
  • Review indicators, milestones, and performance with staff.
  • Identify gaps and solve problems in positive ways.
  • Provide staff with informational updates on policies or new recommended practices.
  • Provide on-site updates and training.
  • Ask the staff to identify areas of strength and weakness. A supervisor can serve as a facilitator and help the staff develop strategies for solving problems.
  • Identify information/training needs together with staff.
  • Work with health facility and district- or central-level authorities to set priorities.
Do’s

  • Provide a climate for motivation
  • Create a supportive working relationship
  • Respect the employee as a person.
  • Give honest feedback to the employee. Everyone makes mistakes, and everyone wants feedback to improve his or her performance.
  • DO be responsive (return phone calls, emails).
  • Assume the person can't perform a certain task. Ask how he or she will do the task. Help the person figure it out.
  • Praise health workers in public for good performance and for practices that meet quality standards. Correct performance only in private.
  • Both the supervisor and supervisee should keep a written log/record of items discussed, including strengths and weaknesses, and actions to be taken (by whom and by when).
Don’ts
  • DON'T get angry. "Getting angry is easy. Anyone can do that. But getting angry in the right way in the right amount at the right time, now that is hard." (Mark Twain)
  • DON'T be cold, distant, rude or unfriendly. Especially in difficult times, employees take cues from their immediate supervisors and need to hear from them.
  • DON'T send mixed messages to your employees so that they never know where you stand. Keep your message simple, focused and prioritized. Too many messages and initiatives just confuse and alienate people.
  •  DON'T avoid taking responsibility for your actions. You are trying to develop accountability throughout your staff. So, lead by example.