How Can Oversea Training Programs Be Effective?Lessons Learned from Training Follow-up
- VernacularTitle:仏語圏アフリカ諸国を対象とした母子保健集団研修の経験から効果的な研修のあり方を考える（２） ‐研修終了時に作成した活動計画の実施に向けた課題とフォロアップによる介入‐
- Author:
Noriko FUJITA
;
Miho GOTO
;
Yasuyo MATSUMOTO
;
Mari NAGAI
;
Yoichi HORIKOSHI
;
Yasuo SUGIURA
;
Chiaki MIYOSHI
;
Tamotsu NAKASA
- Publication Type:Journal Article
- Keywords:
Training;
follow-up;
maternal and child health;
Francophone African countries
- From:Journal of International Health
2010;25(2):89-97
- CountryJapan
- Language:Japanese
-
Abstract:
Introduction
Even though many oversea training programs end in developing an action plan from what they learned during the course, follow-up opportunities are quite limited. Group training program on maternal and child health for Francophone African countries are conducted in Japan since 2003, organized by National Center for Global Health and Medicine and funded by Japan International Cooperation Agency. Follow-up activities in Senegal and Benin are reported with lessons learned.
Methods
Training organizer team made a semi-structured interview with 11 trainees, 6 superintendents and 4 Japanese advisors, asking “Do trainees implement what they planned at the end of the training course in Japan? If not, what are the difficulties implementing their plans?”Organizer team also provided some interventions to solve the problems they faced.
Results
In Senegal, actions were not implemented yet, because plans were shared neither with their superintendents nor with Japanese advisors working with trainees as project counterparts. Organizer team set up a meeting with all stakeholders to clarify the objectives and outcomes of the training course within the concept of the project. This process made the superintendents understand and support the action plans, and facilitated to start implementing them. In Benin, trainees started activities by themselves based on their action plan under a small financial support from a Japanese advisor. It was rather easy, because they were decision makers of a hospital, but they faced difficulties to manage the staff to continue the activities. Organizer team encouraged them to continue the activities during the meeting in the hospital.
Conclusions
Appropriate participants can be selected and training could be effective, when cooperation project are well defined and the role of advisors is clear in the follow-up. Involvement of decision makers or superintendents for the selection and follow-up process can be a contributing factor to improve the effectiveness of the training.
