How can you provide ongoing training and support for outreach program staff?

Assessing the needs of outreach program staff is a critical step in providing effective training and support. By understanding their roles, challenges, and preferences, you can tailor the training programs to address specific areas where they may need additional support.

A great question and exactly why we started running Change It Up (CiU) Professional Development. So many front line and client focused staff don't get the training and support they need. CiU provides an opportunity to dig deeper into the ‘How’ of working in the field of Human Services. It looks at questions like: -How do we help facilitate growth and change in the people we serve? -How do we support clients with a multitude of complexities that can impact their journey? -And how do we support ourselves as we navigate working in a ‘helping’ field? Contact me or visit www.changeItUp.ca for more info. PS sorry this seems like an ad, it is just that our training happens to be the solution! :)

Besides the needs assessment, a strength based assessment is also recommended. This allows the planner to tap on the strengths of the outreach staff. Hence, the program can be tailored to also enhance and amplify their strengths.

Ongoing support and reflective supervision is of value to support program outreach staff. While an overall training is planned it is critical that the training design sets up an ongoing channel for staff to come back clarify check back as they do their day to day without waiting for the next big refresher training. So outcomes of the trainings to be clearly mapped and measured and followed by small dose continued contact is vital. Something done beautifully by #ProjectEcho @SandeepBhalla

I've also started including assessment of their basic needs to evaluate and address any barriers to engagement in the training. Outreach staff sometimes need resources of their own to be able to do their work effectively.

Choosing appropriate formats for training and support ensures that the information is delivered in a way that is accessible, engaging, and convenient for the outreach staff. Different formats provide flexibility and accommodate different learning styles, allowing staff members to absorb the information effectively.

Other than the above, there is also the possibility of small groups that is led by two trained facilitators. This allows for a more intimate sharing and learning experience for the outreach staff. Depending on the topics for discussion, it could be helpful to have a mixture of coaching modalities for them.

While convenience, flexibility and accessibility are of course all important, the most important piece I've identified regardless of format is engagement, interaction and practice opportunities included within the training to help demonstrate and master application of what's being learned.

Involving outreach staff in the training and support process fosters a sense of ownership and empowerment. By valuing their expertise and input, you create a collaborative environment that encourages knowledge sharing and continuous improvement. This involvement also helps to align the training and support with the actual needs and experiences of the staff.

This is very true. Having an ownership via active participation has proven to increase the outreach staff’s level of motivation and participation, thereby increasing the possibility of them taking away key concepts and fresh perspectives.

Involvement in the process us key yo any self development and can indeed harness a sense of ownership and collaboration. Seek feedback on training needs and CPD

Involving them in the process, is to delegate gate duties. When this is done, the program is seen as 'ours' and not yours, while you get to observed them. Evaluation and corrections can then be done respectfully after the outreach program.

It's also important to create an ethos where reaching out for help is viewed as a strength and not a weakness. This way both formal and informal structures of support are more likely to be utilized

A trained supervisor will value add as this adds another dimension in the coaching methodology. The coaching processes and skills of the supervisor can have a make or break moment for the outreach staff.

Providing supervision and mentoring allows for regular feedback, guidance, and reflection. Developing a supportive relationship with a supervisor or mentor helps the outreach staff navigate challenges, build confidence, and enhance their skills. Regular check-ins and constructive feedback contribute to ongoing growth and development.

It is crucial to know the psyche of the outreach staff. Some are extrinsically motivated while some are intrinsically motivated. It will be good to know their preferred way of being appreciated. Hence this helps in providing an adequate level of support and recognition of their efforts.

Recognizing and rewarding the efforts of outreach staff is crucial for boosting morale and job satisfaction. Acknowledging their achievements and contributions not only reinforces a positive work culture but also motivates them to continue their valuable work. It is important to regularly show appreciation for their dedication and hard work.

To add to Dan Chan's contributions, outreach staff can be asked how they want to be rewarded. When this is done, whatever rewards given them can then be highly appreciated and valued. Another form of reward, can be giving out souvenirs like, T-Shirts, pens, etc.

This field is laden with caring professionals who work tirelessly to advocate for and amplify the voices of others. It is integral to morale to recognise their passion and efforts and champion their presence. Doing so has been shown to boost morale, increase motivation, circumvent workplace stress and burnout, and result in worker retention. Implementing these strategies can be very simple, but should not result in a token economy. Try instead to engage with community partners for donations or offers (such as gift cards or pamper packages) that can be shared with the team. Alternatives may be recognition within regular meetings, or team-building events and away days.

Promoting self-care and wellness is vital for the overall well-being of outreach program staff who are often exposed to challenging and emotionally demanding situations. By emphasizing the importance of self-care strategies and creating opportunities for relaxation and stress management, organizations can help prevent burnout and ensure their staff's resilience and longevity in their roles.

These are all valuable ideas and I would only add that continuous professional development would be useful. These could take the form of workshops, seminars, or training sessions for outreach program staff. Make them relevant to the work they're doing such as effective communication, cultural sensitivity, conflict resolution, and program-specific skills. Guest speakers or experts can add diversity to the training and provide fresh perspectives.

To offset violent reactions and miscommunication, train outreach staff in increasing communication effectiveness with the people they serve. Active listening skills help people feel heard. Leaning in, reverbalizing, processing issues with the target audience adds validity to any conversation. When people feel heard, they react differently. Feeling heard lends itself to feeling respected.

Outreach work requires people to think on their feet and navigate very complex systems. Since we work with marginalised people, it is likely that workers will themselves feel marginalised, or begin to notice a flawed system around them. It is incredibly important to provide psychological safety even through high workplace demands. Investing in the team culture through small acts of investment, such as a shared common room, shared lunches outside of the workspace, can be invaluable in cohesion of an agency.