Summary of DAPCU Responses-Supportive Supervision

Summary of DAPCU Responses Supportive Supervision from DAPCUSPEAK

East Delhi's Response to Theme- Supportive Supervision

How do you plan and implement your visits for supportive supervision?

1. The plan for supportive supervision visits are done based on the reports of the
previous months and tentative visit plan is prepared in last week of the month.        
2. We analysis the gaps from ICTCs to ART, STIs, TIs & RNTCP.
3. Supervision the counseling session
4. Meeting with Nodal Officer of Centers to discuss the issue, if any.
5. Prepare the visit report in check list while doing the supervisory visit and share this report to SACS & DACO.

What should DAPCU’s keep in mind while undertaking supervision?

During a supervisory visit, the supervisor should conduct the following main steps:


1. Try to solve the issue related to the center
2. Supervisor always keep in mind that this is a supportive supervisory visit
3. Positive attitude 
4. Provide corrective and supportive feedback on performance
5. Explores common problems with supervision of facility
6. Discussion will be done to all the concerned of the issues
7. If problems are major than discussed with higher authorities



Do’s

1. Supportive supervision
2. Observation of performance
3. Collect Information
4. Listening the staff problem
5. Discussion on issues and problems
6. Friendly Relationship with staff
7. Improve their skills

Don’ts

1. Don’t confuse
2. Don’t aggressive supervision
3. Don’t manipulate the data & information
4. Don’t misguide
5. Don’t compare with others
6. Don’t give any false assurance for any issues

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

DAPCU, Imphal West Response for Supervision

1. Supervision
 Supervision is a constant motivation or handling to enhance the performance of reporting units such as TI-NGOs, CCC, ART Centre, ICTCs, Blood Bank, STI Clinics etc.

2. Plans and Implement of our visits for Supportive Supervision following points are need

• Identify the gaps
• Prepare a Checklist
• Inform the concern reporting units
• Try to solve the problems
• Getting Feedback
• Check the Work Plan.
• Two ways of Communication

3.  Some of the things before undertaking Supervision, DAPCUs keep in mind are given below:-

• Receive reports from all the HIV/AIDS facilities in Imphal West District.
• Follow up instructions of SACS/NACO for strengthening District Level Programmes.
• Provide technical support to district level organisations/departments to integrate HIV in their functions.
• Conduct District level IEC campaign.
• Report about non-availability of supplies (HIV test kits, reagents, lab consumables, condoms, drugs, IEC materials etc) through field visits and review of reports.
• Ensure regular monthly review meetings for TB- HIV and for HIV-STI linkages.
• Based on the field visits identify gaps/needs in the capacities of the various facility personnel and communication to SACS.
• Through field visits and reports from the service delivery, identify the gaps and needs.

4. List a Few Dos and Do Not s.

DOs :
It is Team Work so everybody should share knowledge and 2 ways of Communication.

Donts :
Every report should not send without signed by DACO.

Central Delhi's Response to Theme- Supportive Supervision

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.