DAPCU Wardha Response for Supportive Supervision

Supervision

Supervision means the act of watching over the work or tasks of another who may lack full knowledge of the concept at hand. Supervision does not mean control of another but guidance in a work, professional or personal context.

Plan and Implementation

A plan is typically any diagram or list of steps with timing and resources, used to achieve an objective. 

In other words, Planning  is the process of thinking about and organizing the activities required to achieve a desired goal

Planning is the important tool for Supervision, if the planning is perfect than easy to supervise the work , in the DAPCU activity the Visit plan is very important , through that it is easily understand ,what’s the objective or purpose of visit or what is the area where we want the improvement,  planning also is depend  on the previous performance of the ICTC work,  following points take into consideration during the plan of visit

• Plan the visit according to the Low to High performance of Facility (in the same rout)
• Choose Only one or two facility for Effective supervision   same day 
• Prepared the list of points which are discussed during the visit
• Take the last month performance to identify the gap in areas where the improvements  possible
• Time and work load of the take into consideration of respective ICTC where the visit planned
• Look the areas for work in facility

Implementation is the carrying out, execution, or practice of a plan, a method, or any design for doing something

Do visit according to the Plan, time management is very important during the execution of plan, first take the important issues and Programme Indicators and do visit according to plan

DAPCU Keep’s the Following points During the Supportive supervision Visit

• DAPCU always keep in mind that we are come here for guidance and not for inspection
• Behave like the supportive person not  a officer
• Understand the situation when entered in the ICTC centre, don’t disturb the counseling session
• Shared the all new guidelines related to the program me with the ICTC staff including ICTC incharge
• Tray to understand the problem and its solution with use of available resources
• Explain the need and importance of time during the work
• Develop the confidence of the staff
• Help and guide the ICTC staff to plan their routine activities
• Praise and encourage the staff for their achievements  and also motivate them for continues good work
• Analysis the Gap and give proper feedback to ICTC Incharge, and take active participation from them to improvement of work
• Check the visit book, to look  for  improvement in last month’s points
• Noted the visit observation with achievements of the work in Visit book
• Identify the Staff’s requirement, inform the authorities and work as per suggestion
• Explain and demonstrate (if possible) each and every points in details and clear all the queries of staff
• Use the 2 way communication skills  during supervision
• Keep the friendly condition during the visit not behave like officer
• Consider a burden /load of the centre (try to decentralized if possible to reduce the lode for better performance), and also the overall performance of the centre
• Establish the good relation with all  team members  and explain the importance of TEAM work
• Welcome the new ideas of ICTC staff about the work, give full response to the Staff  (with proper correction in Ideas)
• Give feed back to the ICTC work
• Identify the burden of work and try to give solution for it
• Identify the burn out situation of the ICTC staff and give them the new ideas about the work, reduce the risk of burnout

Do	Don't
Work at establishing friendly relationships with staff	Allow romantic or "special" caring to develop with persons supervised
Treat staff members equitably	Show or appear to show favor to some staff members
Confront problems and issues when first realized	Confuse the value of the person with his or her behaviors
Support the decisions of superiors with subordinate staff	Hide disagreement from supervisor during decision making process
Publicly admit when wrong or mistaken	Criticize (correct) staff members publicly
Deal with staff members face to face	Discuss a staff member's problem behavior with another subordinate or coequal staff member
Keep confidences	Hesitate to consult with supervisors or other professionals
Be direct, open, and honest	Try to send indirect message or message thorough a third party to a staff member about his or her conduct
Keep records of supervisory contacts	Rely on memory for details of supervisory sessions
Recognize and reward achievement	Assume that a "good job" is the norm and does not require acknowledgment
Make explicit connection between supervision and staff development activities	Assume that staff members can always identify the areas in which they need to develop skills or acquire knowledge
Listen and learn from staff supervised	Assume final knowledge about supervision or about a supervisory relationship
Use two way communication	Don’t give order
Identify the need of staff	Don’t give wrong assurance or feedback