MFDP Woreda ToT Facilitator-Guide

AGP2 STANDARD TRAINING AND
FACILITATION MODULE
Facilitator’s Guide
September 2019
The production of this training document has been made possible by the generous
support of the Government of Canada through Global Affairs Canada (GAC)
TABLE OF CONTENTS
ACRONYMS .....................................................................................................................................................III
NOTE TO THE FACILITATOR ............................................................................................................................ IV
RECOMMENDED SCHEDULE AND AGENDA .................................................................................................... IV
1. CREATING A COLLABORATIVE ENVIRONMENT ............................................................................................. 1
1.1 OVERVIEW OF AGP 2 CAPACITY DEVELOPMENT ........................................................................................ 4
2.1 ADULT LEARNING STYLES AND OVERVIEW OF ADDIE MODEL .................................................................... 6
3.1 ASSESSING CAPACITY NEEDS ...................................................................................................................... 8
4.1 DESIGNING AND DEVELOPING TRAINING PROGRAMS: DEVELOPING PERFORMANCE OBJECTIVES .......... 10
4.2 DESIGNING AND DEVELOPING TRAINING PROGRAMS: DEVELOPING LEARNING OBJECTIVES AND
ASSESSMENT TECHNIQUES ............................................................................................................................ 12
4.3 DESIGNING AND DEVELOPING TRAINING PROGRAMS: CHOOSING APPROPRIATE TRAINING METHODS.. 26
4.4 DESIGNING AND DEVELOPING TRAINING PROGRAMS: DEVELOPING SESSION AT A GLANCE (SAAG) ....... 28
4.5 EXPERIENCIAL LEARNING MODEL: ERGA .................................................................................................. 30
4.6 DEVELOPING TEACHING AND LEARNING MATERIALS ............................................................................... 32
5.1 IMPLEMENTING TRAINING PROGRAMS: TRAINING VS FACILITATING; CHARACTERISTICS OF GOOD

TRAINERS AND FACILITATORS........................................................................................................................ 25
5.2 IMPLEMENTING TRAINING PROGRAMS: CONSIDERATIONS BEFORE AND DURING TRAINING DELIVERY .. 26
6.1 MONITORING AND EVALUATING TRAINING PROGRAMS ......................................................................... 28
7.1 JOB-EMBEDDED/FOLLOW UP SUPPORT: BASICS OF JES ........................................................................... 31
7.2 JOB-EMBEDDED/FOLLOW UP SUPPORT: ACTIVE LISTENING SKILLS .......................................................... 33
7.3 JOB-EMBEDDED/FOLLOW UP SUPPORT: QUESTIONING SKILLS; PROVIDING FEEDBACK; GROW MODEL.. 36
7.4 JOB-EMBEDDED/FOLLOW UP SUPPORT: OTHER JES TECHNIQUES; USE OF ICT; FARMER EXCHANGE VISITS
...................................................................................................................................................................... 39
APPENDIX: SAMPLE TRAINING EVALUATION ................................................................................................. 41
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ACRONYMS
ADDIE Analysis, Design, Development, Implementation and Evaluation
AAR After-Action Review
AGP Agricultural Growth Program
AGP CU Agricultural Growth Program Coordination Units
CD Capacity Development
CDSF Capacity Development Support Facility
CoP Communities of practice
DIF Degree of difficulty, importance to the job and frequency
EAS Extension and Advisory Services
ERGA Experience, Reflection, Generalization and Application
FG Facilitator’s Guide
GoE Government of Ethiopia
GROW Goal, Reality, Options & Obstacles and Way forward
IAs Implementing Agencies
ICT Information Communication Technology
JES Job-Embedded Support
KTP Key Teaching/Training Point
RICA Rapid Institutional Capacity Assessment
SAAG Session-at-a-Glance
TNA Training Needs Assessment/Analysis
TQA Training Quality Assessment
ToT Training of Trainers
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NOTE TO THE FACILITATOR
The purpose of this Guide is to enable the implementation of Capacity Development in the context of AGP
to the highest possible standards. This Facilitator’s Guide has been developed to support woreda level
trainers and facilitators delivering Training and Facilitation Activities.
This Facilitator’s Guide has been developed as a supportive and guidance tool to facilitators to enable
them to implement the training program in a participatory and experiential way. It will also aim at
supporting the delivery of quality capacity development programs at Woreda level.
This document is a guide and not a prescriptive manual. It assumes that individuals have strong facilitation
and communication skills. Facilitators are encouraged to adapt this guide to suit their individual
communication and delivery styles. It is recommended to facilitators to become comfortable with the
material prior to delivery.
The most important element for a facilitator is to remember that she is aiming at achieving outcomes
from the training program and each of its learning units. Key questions to ask prior the delivery of each
units of the training program are: What are the intended results of this training activity? What should the
participant be able to do? And what should the participant know?
This facilitator guide has been designed using four-step experiential learning cycle called ERGA:
Experience, Reflection, Generalization and Application. This learning cycle considers adult learning
principles and the neuroscience explanation of how we learn. The ERGA learning cycle begins with an
experience where participants gather information which is followed by a reflection on that experience;
then information is created or generalized; and finally, it is actively tested or applied in a real (work
place/site) situation. Each step of the cycle is associated with four parts of the brain – those areas
associated with sensory, temporal lobe, prefrontal cortex, and motor cortices. It also realizes that adults
learn best by both doing and experience. It must be accounted that all learners have unique styles of
learning.
Evaluation of the training:
To assist facilitators in evaluating the training program, Appendix 1 provides training evaluation form. This
evaluation has two parts:
• Part A: Relevance, Applicability and Effectiveness

• Part B is designed to help the facilitator with continuous improvement based on the feedback of
the participants.
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Recommended Schedule and Agenda
Time Content Activity/Learning Objective
DAY ONE
9:00 – 9:40 Introduction and Agenda Self-introduction, Climate Setting, Agenda and Pre-test
9:40 – 10:30 Overview of AGP CD Participants identify the 4 stages of AGP capacity development
mentioned in the AGP 2 Capacity Development Guideline.
Team Break
10:50 – 11:30 Overview of ADDIE Model Participants identify adult learning style and their application in
training; describe each phase of the ADDIE model, including
purpose and outcome of each phase.
11:30 – 12:30 Assessing Capacity Needs Participants use Task Analysis Template to conduct training
needs assessment; integrate gender in assessing training needs.
Lunch Break
2:00 – 2:30 Assessing Capacity Needs Participants use Task Analysis Template to conduct training
needs assessment; integrate gender in assessing training needs.
2:30 – 3:30 Developing Performance Participants develop at least three performance objectives as a
Objectives basis for the design and development of a training program.
Tea Break
3:50 – 4:50 Developing Learning Objectives Participants develop learning objectives as a basis for training
& Assessment Techniques design, and design appropriate assessment activities
4:50 – 5:00 Daily Evaluation Session Participants discuss the day and evaluate their learning
DAY TWO
8:30 – 9:00 Recapping Participants recap day 1 lessons and reflect on their daily
evaluation results
9:00 – 9:45 Choosing Appropriate Training Participants assess a variety of training methods in terms of
Methods their advantages and use to accomplish certain learning
objectives.
9:45 – 10:30 Developing Session-At-A Participants prepare SAAG for separate learning objectives,
Glance (SAAG) demonstrating alignment between learning objectives, learning
activities and methods of assessment
Tea Break
10:50 – 11:35 Developing Session-At-A Participants prepare SAAG for separate learning objectives,
Glance (SAAG) demonstrating alignment between learning objectives, learning
11:35 – 12:35 Experiential Learning Model: Participants develop specific questions relevant for
ERGA understanding each stage of ERGA
Lunch Break
2:00 – 3:00 Developing Teaching and Participants analyze components of Participant Notes for each
Learning Materials session and its relationship with SAAG; use the six-step model in
developing Facilitator’s Guides
3:00 – 3:30 Training Vs Facilitating; Participants differentiate training and facilitating and
Characteristics of Good characteristics of good trainers and facilitators.
Trainers & Facilitators
Tea Break
3:50 – 4:35 Training Vs Facilitating; Participants differentiate training and facilitating and
Characteristics of Good characteristics of good trainers and facilitators.
Trainers & Facilitators
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DAY THREE
evaluation results
9:00 – 10:50 Implementing Training Participants identify factors/tasks to be considered before and
Programs: Considerations during delivery of any training event; apply facilitation skills of
Before & During Training questioning, paraphrasing, relaying and summarizing.
Delivery
Tea Break
10:50 – 12:30 Monitoring and Evaluating Participants design appropriate monitoring tools and evaluation
Training Programs techniques for measuring training effectiveness.
Lunch Break
2:00 – 3:00 Job-Embedded/Follow Up Participants Identify appropriate JES techniques for AGP
Support context; Focus on basics of Coaching, Mentoring, Communities
of Practice, refreshers & supportive supervision; Benefits of
Coaching/Mentoring, Mentor-coaching model
3:00 – 3:30 Job-Embedded/Follow Up Mentor-coaching skills: active listening, exercises on active
Support listening.
Tea Break
3:50 – 4:45 Job-Embedded/Follow Up Mentor-coaching skills: active listening, exercises on active
Support listening.
DAY FOUR
evaluation results
9:00 – 10:30 Job-Embedded/Follow Up Questioning Skills; Providing Feedback; Grow Model
Support
Tea Break
10:50 – 11:20 Job-Embedded/Follow Up Questioning Skills; Providing Feedback; Grow Model
Support
11:20 – 12:30 Job-Embedded/Follow Up Other JES Techniques; Use Of ICT; Farmer Exchange Visits
Support
Lunch Break
2:00 – 3:30 Job-Embedded/Follow Up Other JES Techniques; Use Of ICT; Farmer Exchange Visits
Support
Tea Break
3:50 – 4:30 Post-test & post-training Post-test, post-training course evaluation, certification and
evaluation closing
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DAY 1
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Unit Number INTRODUCTION
Session number and Title 1. Creating a collaborative environment
Materials Required Flip chart paper, stand, markers, scotch paper
PowerPoint presentation, ice breaker
Start Time/Duration 9:00 (40 minutes)
Learning objectives Participants will:
▪ Create a collaborative environment
▪ Build dialog and set the group dynamics.
Step 1: Welcome participants:
The introduction sets the tone. Give participants the chance to introduce each other by name,
job title, working organization, place of work, their experience in training and CD.
It is important to model good facilitation practice throughout the training

program including the standard AGP:
1) starting on time and honor set health and lunch breaks times,
2) make effort to get participants involved and give them responsibilities
throughout the program,
3) make the responsibilities of facilitators clear, and
4) begin each different unit by introducing the objectives and end each session
with debriefing so that participants know what was covered so far.
Estimated time: 30 seconds/person
Step 2: Create a collaborative Environment:
The facilitator can choose one of the following exercises. The facilitator can use the following icebreaker
options to create a collaborative learning environment.
Option # 1: Names and Adjectives Time: 20 minutes
Description of the ice breaker:
Participants think of an adjective to describe how they are feeling or how they are. The adjective must
start with the same letter as their name, for instance, “I’m Henri and I’m happy”. Or, “I’m Almaz and I’m
amazing.” As they say this, they can also mime an action that describes the adjective.
Option # 2: I like you because... Time: 20 minutes
Description of the ice breaker:
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Ask participants to stand in a circle and say one thing they like about the person on their right. Give them
time to think about it first!
Step 3: Ask participants to identify some of the principles that
will apply to the learning environment (e.g. question could be
“what would enable us as group to work effectively together as
group and achieve the objectives of the training?).
Training principles/rules could be:
• Dialogue
• Everyone teaches/everyone learns (we all have important
knowledge and can learn from each other)
• Differences are not a problem
• Learning by doing
• Hard on issues; soft on people
Estimated time: 10 minutes
Step 4. Roles and responsibilities (5 minutes):

The facilitator introduces the main roles that would ensure the success of the workshop. Together with
the participants the facilitator outlines the roles and responsibilities of the facilitator and the participants
on a flip chart (see the table below). The main roles and responsibilities are the following:
• Evaluation and recap team is to design and administer the daily evaluation and recapping. They
can meet with the facilitator to discuss possible evaluation methodology. They need to brief
facilitator(s) so that adjustments to the next day’s program can be made. They also present the
daily evaluation and learning summary to participants prior to start the first session in the
morning.
• Time keepers notify the facilitator(s) of the approaching breaks times and ensure participants are
back from breaks on time.
• Energizer team design and deliver energizers. They can meet with facilitators to discuss possible
ideas.
Establish an Action Agreement (ask participants to put their names down in a square during the first tea
break).
Action Day 1 Day 2 Day 3 Day 4
Evaluation and recap am am am am
pm pm pm pm
Timekeeper(s) am am am am
pm pm pm pm
Energizer (s) am am am am
pm pm pm pm
Step 5: Discuss the logistics with participants. Review the start, end, break and lunch times with the group.
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Step 6: Ask participants what they expect from the workshop, write them on flipchart and compare
later with learning objectives. Estimated time: 5 minutes.
Step 7: Present the slide showing the purpose of the training, and training agenda.
Estimated time: 5 minutes.
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Unit Number ONE
Session number and Title 1.1 OVERVIEW OF AGP 2 CAPACITY DEVELOPMENT
Materials Required Flip chart paper, stand, markers, scotch paper
PowerPoint presentation
Learning objectives Participants will be able to:
▪ identify the 4 stages of AGP capacity development mentioned in
the AGP 2 Capacity Development Guideline.
Overview
Introduce the session by telling participants:
One of the gaps observed in our context to conduct effective human capacity development is for the fact
that capacity development has been observed as mainly delivering training. Capacity development is often
not considered as a phased approach. Here the facilitator will present an adopted good practice for
capacity development: a model for capacity development which consists of four stages.
Learning Objective
Facilitator will introduce the learning objective for the session.
Basic Concepts
Facilitator brainstorm participants: what is capacity? What do we mean by capacity development?
Collect participants response on flipchart and make a presentation on the following concepts.
‘Capacity’ is understood as “the ability of people, organizations and society as a whole to manage their
affairs successfully.”
Capacity Development thus is a change process “whereby people, organizations and society as a whole
unlock, strengthen, create, adapt and maintain capacity over time”.
Learning Activities:
Experience (20 minutes)
Instruction: Facilitator divides participants in to four groups. Groups will work on the following discussion
questions and make their presentation on flipchart. Groups will nominate their chairperson and reporter.
Group 1:
▪ What is the evidence referred in the PIM to support Annual Woreda CD Plans?
▪ Who are participating in capacity development needs assessment? How did different
stakeholders reach consensus on capacity gaps and priorities?
▪ What is your experience in conducting TNA?
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Group 2:
▪ What is meant by capacity strengthening?
▪ What kind of capacity strengthening activities you are experienced in?
▪ What are the important requirements before, during and after training programs?
Group 3:
▪ What specific CD follow-up methodologies have you been used in AGP?

▪ What does job-embedded support mean?
▪ What are the most effective JES strategies you have experienced so far?
▪ Why new knowledge and skills gained through training programs are not effectively applied back
at the workplace?
Group 4:
▪ What is institutionalization?
▪ How are CD best practices identified?
▪ How are effective practices scaled-up?
▪ How they are integrated/ institutionalize in to the AGP practices and AIs?
Reflection (20 minutes)

Once participants prepared their discussion results on flipchart, they will post them on the wall. The
facilitator will ask the first group reporter to present the group discussion results and then ask from other
groups to questions for clarification, feedback, etc. Facilitator follow the same procedure for the other
three groups. This will take about 5 minutes per group.
Generalization (5 minutes)
Facilitator will make brief presentation about the four stages of AGP capacity development by using Slide
2.
Then, the facilitator will ask the following debriefing questions that help participants generalize about
four stages of capacity development.
▪ What did you learn from this session?
▪ How did you conceptualize each of the 4 capacity development stages in your work?
Application (5 minutes)
After the questions have been answered, ask participants to think about themselves as facilitators – what
should facilitators do when they assess needs, designing and developing training, implementing and
evaluating training programs as well as providing on the job support? How would you apply the four stages
of CD through this process?
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Unit Number TWO
Session number and Title 2.1 ADULT LEARNING STYLES AND OVERVIEW OF ADDIE MODEL
Materials Required Flip chart paper, stand, markers, scotch paper, exercise sheet on
ADDIE model, PowerPoint presentation
▪ identify adult learning style and their application in training.
▪ describe each phase of the ADDIE model, including
purpose and outcome of each phase.
Overview
ADDIE is a systematic, flexible, proven process for designing training and for defining what training is
needed, for ensuring development of effective, and for cost efficient training.
The goal of instructional systems model (ISD) is to increase the effectiveness and cost-efficiency of training
by:
• Developing instruction based on real-world performance requirements;
• Eliminating irrelevant skills and knowledge from the course; and
• ensuring that learners acquire the necessary skills, knowledge and attitudes to perform the
required tasks back in the workplace.
Tell participants that the upcoming sessions will address details of each stages of the ADDIE model. In
this session only the concepts will be operationalized.
Learning Objective
Facilitator will introduce the learning objectives for this session.
Basic Concepts
ADDIE - is an acronym referring to the five major phases that comprises the generic ISD process: Analysis,
Design, Development, Implementation and Evaluation.
Think-pair-share exercise:
On flip chart/PowerPoint slide the facilitator displays the questions:
• What is meant by adult learning or experiential learning principles/methods? What are the
benefits of these principles for training?
• Is training really the only solution to all problems? For what kind of problems is training a suitable
solution?
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• What activities are accomplished when designing and developing a training?
• What makes well facilitated training different from badly facilitated training?
• When and how should training be evaluated?
Instruction: First with their sitting arrangement, split participants in to five equal parts. The first part of
the group will answer the first question, the second group on the second question, the third group on the
third question, the fourth group on the fourth question and the fifth group on the last question.
Procedure: First each group discuss their question in pairs. In the pair they have to be instructed to:
• Share your definition with your colleague. Refine.
• Then, share your definition with the whole group.

Allow 10 minutes for each part of the group to reflect their answers. Collect participant responses on flip
chart.

Then, the facilitator presents about adult learning principles using and the five stages of the ADDIE model
using Slide 3.
Refer participants to the Learning Objective for this session. Read it aloud.
Tell participants that we are going to do an exercise to assess their achievement of the objective. You will
recall that our learning objective is:
As a result of this module you will be able to describe each phase of the ADDIE model, including purpose
and outcome of each phase.
Refer participants to the Exercise! The ADDIE Model contained in the participant notes.
Tell participants that for this exercise the various phases of the ADDIE model have been numbered: 1 is
the Analysis phase, 2 is the Design Phase, 3 is Development Phase, 4 is Implementation and 5 is Evaluation.
Listed on your sheet are tasks that must be completed when designing instruction. In the space provided
indicate the phase in which the task is completed by placing the number of the phase in the space.
Let participants take a few minutes to individually complete the exercise. Then discuss the results in 10
minutes.
When all participants have completed the exercise have various people read out the task and the phase
of the ADDIE model it is associated with. Ask group members to read a phase and the tasks associated
with it when complete.
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Unit Number THREE
Session number and Title 3.1 ASSESSING CAPACITY NEEDS
Materials Required Flip chart paper, stand, markers, scotch paper, PowerPoint presentation,
Task Analysis Template
• use Task Analysis Template to conduct training needs assessment as a
basis for the design and development of a training program.
• integrate gender in assessing training needs.
Overview
The most important procedure in the training needs assessment phase is Task Analysis. This is where you
identify the specific tasks that participants should be able to perform when the training is completed. This
session will present key steps required in the Task Analysis process.
Learning Objective
Basic Concepts
Task Analysis - Task Analysis is an important part of instructional systems design/ADDIE model. Task
analysis is a systematic process used to identify and analyze specific tasks and subtasks that must be
accomplished in the performance of a job or activity
Task – Every job is made up of a series of tasks – administrative tasks, operational tasks, tasks that are
completed daily, tasks that are completed weekly, monthly or yearly. A task is a discreet set of activities
that produce an output. Completing a bank deposit slip is a task. Writing a report is a task. A task involves
a limited number of steps and usually can be completed in minutes or hours.
Inputs – The resources and materials that are required in order to complete the task successfully. Inputs
may involve templates, policy manuals, input from others, approvals, and so on. If some or all inputs are
not in place the task cannot be performed successfully.
Performance Standards – Standards are criteria against which the task is judged to be completed
successfully. Some standards are prescribed by law or by policy. Other standards are unwritten. Examples
of standards include: according to AGP guidelines, according to AGP CD guideline, complete, accurate,
without error, and so on.
DIF model – The DIF model is a way of weighting a task as a basis for training design and development.
The DIF is used by training designers to distinguish tasks on the basis of their difficulty, importance to the
job and frequency. The result is a three-digit number that conveys to the training designer how much
emphasis to give to a task.
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Brainstorm participants on the following questions:
▪ What is the importance of training needs assessment? What needs do capacity assessment give
us?
▪ What tools, resources, models, practices are available to assess their capacity needs?
▪ What barriers and obstacles (real or perceived) are there to using a systematic capacity needs
assessment or tools, resources, models and practices?
Reflection
Facilitator/co-facilitator collects participants response to the above questions on flipchart.
Facilitator presents key steps on how to conduct training needs assessment using Task Analysis Template
and some gender considerations during needs assessment (Slide 3).
After the presentation, facilitator asks participants: what did you learn from this session? What
questions you have in mind for further clarification?
Using the Task Analysis Template mentioned in the Participant Note, ask participants to work in group to
conduct task analysis on their chosen topic. Introduce the steps one by one and wait until participants
finish the previous step before you proceed to the next step.
How to conduct Task Analysis?
1. List all tasks that participants are required to perform
2. Prioritize each task using different techniques
3. List the Steps required to perform each task in order
4. List the Inputs required to complete the task successfully
5. List the Standards against which each task is assessed
6. Identify the specialized knowledge, skills & attitudes required to perform the specific task
7. Give each task a weighting – DIF model
Debriefing (5 minutes)
Facilitator asks the following questions:
• How will task analysis important for conducting training needs assessment?
• How will you apply task analysis in your job?
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Unit Number FOUR
Session number and Title 4.1 DESIGNING AND DEVELOPING TRAINING PROGRAMS: DEVELOPING
PERFORMANCE OBJECTIVES
Materials Required Flip chart paper, stand, markers, scotch paper, PowerPoint presentation
• develop at least three performance objectives as a basis for the design
and development of a training program.
Overview
Introduce this session by providing a brief overview.
The final procedure in the training needs assessment phase is Task Analysis. This is where you identify the
specific tasks that participants should be able to perform when the training is completed. Task analysis is
a foundation to develop performance objectives. The performance objective is later translated into a
learning objective. Performance objective is a foundation to develop learning objectives. Learning
Objectives describe those same performance objectives as they need to be performed in the classroom.
In this session participants will develop at least three performance objectives as a basis for the design and
development of a training program. As such, this session provides the linkage between needs assessment
and training program design.
Learning Objective
Basic Concepts
Facilitator will introduce performance objective using Slide 5:
Performance Objective – A task analysis identifies all the tasks that need to be performed as a result of
training. Each task in the task analysis becomes a performance objective. Performance Objectives describe
the tasks participants should be able to perform on the job. The performance objective is the link between
job requirements and the training program.
Facilitator will brainstorm participants on the following questions:
• Why is training important?
• How would you know whether training helped participants to improve their performance?
Reflection
Facilitator/co-facilitator collects participants response on flipchart before making presentation about
performance objectives.
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Facilitator first provides brief presentation using Slide 5 about performance objective and the formula
how to construct a performance objective.
Next, ask participants what they learned from this session.
Practical Exercise: Remind participants of the learning objective for this session:
As a result of this session you will be able to develop three performance objectives as a basis for the design
and development of a training program taken from your EFY 2012 training plan.
Participants should develop performance objectives for each of the tasks that they have identified
during task analysis.
Ask participants how they will apply this knowledge and skill back in their workplace and give further
reinforcement.
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Unit Number FOUR
LEARNING OBJECTIVES AND ASSESSMENT TECHNIQUES
Bloom’s Taxonomy
• develop learning objectives as a basis for training design, and design
appropriate assessment activities to provide evidence that all
participants have achieved each of the learning objectives.
Overview
Provide a brief overview of the session with accompanying slides. Tell participants:
Learning objectives (sometimes called learning outcomes) are brief, clear, specific statements of what
learners will be able to perform at the conclusion of instructional activities. Training programs typically
consist of a series of learning objectives and each objective is typically one session or complete learning
strategy. Generally, learning objectives are competency- based as they designate exactly what learners
need to do to demonstrate mastery of training material.
Learning objectives
Facilitator will introduce the learning objective for this session.
Basic Concepts
Tell participants that there are many definitions for learning objective, training objective, assessment
techniques and so on. For our purposes and for purposes of the training, we will use the following
definition of terms.
Training Objective: Non-specific, non-measurable statement of the outcome expected from the training
program. For example, to improve communication skills for Woreda Staff.
Learning Objectives (sometimes called Learning Outcomes) - statements of instructional intent. They
describe in specific terms what the learner will be able to do at the end of the learning unit/session to
demonstrate achievement of the objective.
Assessment Techniques– Using an objective test or activity that provides evidence that participants have
learned and can apply what is intended in the learning objective.
Think-pair-share exercise: Ask participants:
Assume that we have just completed facilitating a training program. We think the training went for well,
but we are not sure.
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• How would we determine if it was successful or not?
• What would we look for that might tell us that the training was successful?
• How would we know that ALL participants have learned from the training?
• What type of assessment procedures will we use that give assurance that all participants can
perform the learning objective?
Reflection
Participants will discuss these questions briefly in pairs and groups before moving on. Look for various
opinions for each question and compare and contrast them.

Tell participants that we have a short movie to show that will introduce the key concepts related to
writing effective learning objectives as the foundation of learning.
Play the video through and discuss issues that emerge from it at the end.
The main points raised by the short video are:
• Learning objectives establish a foundation upon which the rest of the course is based;
• Course Objectives are broad statements that reflect general course goals and outcomes;
• Learning objectives are targeted statements having to do with learner performance;
• Learning objectives are competency-based containing one appropriate action verb and standards
for performance;
• Objectives ensure alignment between teaching strategies, learning activities and assessment and
module resources;
• Objectives provide the ability to structure course content and learning activities to ensure objective
are achieved appropriately.
Tell Participants:
• Learning objectives include five characteristics that help to communicate intent. While there are
several ways that objectives may be written, they all contain essentially the same characteristics
• Introduce these characteristics using Slide 6.
• Present also the use of Bloom’s taxonomy for developing learning objectives and effective
assessment techniques using Slide 6.
Tell participants:
• Assessments should provide evidence of how well participants have learned what we intend them
to learn. What we want learners to learn and be able to do should guide the choice and design of
the assessment.
• Present Slide 6 about the formula for developing learning objectives/outcomes.
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Practical Exercise: Remind participants of the learning objective for this session. Tell participants that
achievement of this objective requires every participant to develop three learning objectives in the proper
format and design appropriate assessment techniques.
Tell participants to refer back to the performance objectives they developed in the previous session.
They should transform those performance objectives into well-stated learning objectives and design
appropriate assessment techniques.
Your objectives should be in the correct format, should use an appropriate action verb from Bloom’s
Taxonomy and utilize an appropriate assessment technique.
Finally, ask participants how this exercise will help them to develop learning objectives and design
appropriate assessment techniques.
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DAY 2
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Unit Number FOUR
Session number and Title 4.3 DESIGNING AND DEVELOPING TRAINING PROGRAMS: CHOOSING
APPROPRIATE TRAINING METHODS
• recap the key lessons learned during the previous day
• assess a variety of training methods in terms of their advantages
and use to accomplish certain learning objectives.
Overview
As this session will be the first session of the second day, facilitator will start the session by asking
participants to recap the key lessons they learned during the first day and reviewing the daily evaluation
results for 30 minutes.
There are numerous training methods and participatory techniques available to increase the effectiveness
of training and help improve performance. Indeed, with so many choices out there, it can be a challenge
to determine which methods to use and when to use them. Using several methods for each training session
(blended learning approach) will enhance learning and increase the likelihood that participants will learn
and retain what they learn.
In this session we take a close look at training methods and examine their advantages and disadvantages.
We also explain how you can combine the various methods into an effective blended learning approach.
Learning objectives
Basic Concepts
Brainstorming (5 minutes):
Ask participants to explain the following terms in their own words> Look for a variety of responses before
moving to the next section.
• what is meant by participatory methods?

• what is meant by learning activities?
When participants have given their responses to the questions provide the ‘official’ definitions using Slide
7.
Participatory methods – these are methods used by to facilitator to increase individual analysis and
participation. The methods or strategies may take longer to set up and implement, but the learning that
results is usually worthwhile.
Learning Activities – the individual activities that participants will be exposed to that will ensure they can
achieve the learning objective.
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Experience and Reflection (5 minutes)
Brainstorming: Ask participants to respond to the questions on the Slide 7. Look for a variety of
responses to each question and discuss any points raised.

Provide a brief lecturette using Slide 7 on Considerations for Selecting Training Methods. The following
point should be included:
The main factors to be considered during the selection of training methods are the human factors (trainer,
trainees), the programme topic, the available time and facilities.
Introduce also some examples of training methods listed on Slide 7. Tell participants that Blended
Approach is very essential.
When the PPT presentation is complete play the video ‘Learning Activities – Making them Meaningful
and discuss issues that emerge from it at the end.
The short video includes criteria to make learning activities more meaningful.

Remind participants of the learning objective for this session:
As a result of this session, you will be able to assess a variety of training methods in terms of their
advantages and use to accomplish certain learning objectives.
Tell participants that we are now going to assess the various training methods.
Refer participants the Exercise 1 on Page 23 of their participant notes. Read the instructions aloud and
ensure everyone understands.
Once they finished this exercise, ask participants which of these methods are most appropriate to their
learning objectives written in the previous session (day 1) and their applicability to future training
programs.
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Unit Number FOUR
SESSION AT A GLANCE (SAAG)
• prepare Sessions-at-a-Glances for separate learning objectives,
demonstrating alignment between learning objectives, learning
Overview
Tell Participants:
Before committing yourself to design and development of a training programs it is useful to get a bird’s
eye view of the entire training so that decisions can be made regarding objectives, assessment, learning
methods and timing. That is the purpose of session-at-a-glance (SAAG). It is a planning tool that will enable
you to make decisions on the basis of adult learning principles about the appropriate mix of learning
activities to achieve the learning objective. As well, estimates of time required can be made, and
adjustments to methodology made, to ‘fit’ the training into the available time.
A template is provided for your convenience that allows you to obtain a roadmap of each individual session
as well as the training module in its entirety.
Learning objectives
Basic Concepts
NA
Brainstorming: Ask participants to respond to the following questions displayed on the Slide 8. What
kind of planning tool you are experienced before you deliver your training program? What do you think
is SAAA? What is a training session? Look for a variety of responses to each question and discuss any
points raised.

Provide a lecturette on the session-at-a-glance as a tool for effective training planning (Slide 8).
The Session-at-a-Glance is a planning tool that enables you to make preliminary decisions about the final
design of your training well in advance of development. It enables you to select methods and estimate
times to ensure you are teaching participants what is necessary for them to learn in order to improve
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performance. It enables you to adjust methods to suit the available time without loss of quality.
A training session can be defined as a coherent set of learning activities, and all the materials needed to
implement such activities, organized around some specific topic, and expected to lead to the attainment
of some specific learning objectives.
The time span of a training session may last to one or more hours depending on the requirements of the
theme, and the starting level of the participants.
Provide in you presentation the template for developing SAAG.
Remind the learning objective aloud to participants. It says you will be able to prepare Sessions-at-a-
Glances for separate learning objectives, demonstrating alignment between learning objectives, learning
The assessment for this session is for you, working in teams, to develop at least three Sessions-at-a-Glance
for topics that are relevant for a capacity development training program.
Instruction: Working in teams ask participants to develop a session-at-a-glance for each of their three
learning objectives prepared earlier.
Tell participants that if there is information pertaining to their learning objectives that they do not have
they should make it up for the purpose of the exercise.
Tell groups they have 45 Minutes to complete all three SAAGs and 15 minutes for review and summary.
When teams have completed their sessions-at-a-glance for all three sessions you will want to circulate
from one group to the next to review.
When all groups have demonstrated effective use of the Session-at-a-Glance you may summarize.
29
Section Number FOUR
Section Number and Title 4.5 EXPERIENCIAL LEARNING MODEL: ERGA
• develop specific questions relevant for understanding each stage
of ERGA
Overview
According to Kolb, individuals experience four stages of learning: a) has some sort of concrete experience,
b) observes and reflects on this experience, c) analyzes and generalizes the experience, and finally, d)
applies what has been learned to new situations. Most hard and soft capacities can be well-understood
when taught through a graduated learning experience such as ERGA.
Tell participants:
This session is about ERGA for designing and delivering your training session. ERGA is structured around
distinct stages that move from individual experiences to learning application. Information is introduced
at its most essential element and becomes more complex as learners gain deeper understanding.
Learning objectives
Basic Concepts (5 minutes)

Experiential Learning Cycle - Experiential learning occurs when a person engages in some activity, looks
back at the activity critically, draws some useful insight from this analysis, and puts the result to work. We
all experience this process spontaneously in ordinary living. A structured experience provides a framework
in which we can facilitate the inductive process.
Experience and reflection
Brainstorming (5 minutes)
Facilitator asks participants the following questions:
• What is your experience about experiential learning cycle?

• What is meant by ERGA?
• Why we start a training session with learner’s experience?
Collect participants’ response on flipchart.
30
Facilitator presents about ERGA on Slide 9.
Experience, Reflection, Generalization and Application (ERGA) is the design model:
• Experience each new topic with an exercise that either creates a new experience or builds on existing
experience.
• Reflection– After the experience, participants think about how this experience feels.
• Generalization– Participants then comment on what they learned from the experience or exercise
• Application – Participants comment on how this learning can be applied to their work

Now participants will develop specific questions for deeply conceptualizing and applying each stage of
ERGA.
Instruction: Divide participants in to 4 groups and ask all groups to develop 5 types of questions each for
ERGA and present their results on flipchart. Once groups completed their work, post all flipcharts on the
wall. As the question is the same for all groups, only two selected groups will present their results and
other groups will complement on their presentation. After two groups are presented, participants will do
a gallery walk to visit the work of other two groups and go back to their seats for summary of the session.
31
Section Number FOUR
Section Number and Title 4.6 DEVELOPING TEACHING AND LEARNING MATERIALS
Participant Notes and Facilitator’s Guide templates
• analyze components of Participant Notes for each session and its
relationship with SAAG
• use the six-step model in developing Facilitator’s Guides and PPT
presentations, incorporating instructions for the facilitator, lecture
notes, questions to stimulate discussion, learning activities and
assessment methods, relevant for a back-home training activity.
Overview
Participant Notes should not only be used during the training to supplement and promote learning, but
they should also be used as reference materials back on the job. Learning does not stop at the classroom
door. It continues when participants return to work and begin to apply what they learned. Effective
participant notes provide additional guidance for participants – a ‘how-to’ manual that will remain on the
participant’s desk as he or she goes about the job.
This session also talks about developing the Facilitator’s Guide for your training. The Facilitator’s Guide
contains everything that is needed to run the training program – lecture notes, PowerPoint slides,
exercises, case studies, readings and articles – anything that is used during the training course is included
in the Facilitator’s Guide.
Learning objectives
Basic Concepts
Participant Notes are hard copy text which supports, expands on, organises or otherwise provides support
to the training.
Facilitator’s guides are developed for the purpose of guiding facilitators on how to implement the content
of a training program.
Experience and reflection (20 minutes)
Think-pair-share exercise:
On flip chart/PowerPoint slide the facilitator displays the following questions:
• What you look for in handout materials to support training?

• What should be included in participant notes?
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• What features you might look for in a good Facilitator’s Guide?
Instruction: First with their sitting arrangement, split participants in to three equal parts. The first part of
the group will answer the first question, the second group on the second question, and the third group
on the third question.
chart.

Tell participants that there are many formats for preparing participant notes. The format we utilize in the
Master Facilitator Development Program is based on a well-established model. It is efficient and effective
and provides direct input for the Facilitator’s Guide, which is developed when participant notes are
completed.
Present Slide 10 about the structure of a Participant Note: Unit Title, Overview, Learning Objective/s, Basic
Concepts, Key Teaching Points and on Six-Step Learning Model for developing Facilitator’s Guide.
Note that each key teaching point incorporates the ERGA. Try, as much as possible, to incorporate all four
stages of the experiential design cycle into each key teaching point. However, this isn’t always practical
or necessary. At the very minimum, try to find a way to have your participants APPLY the key teaching
point through small or large group discussion or through an exercise of some kind. Remind also the
gender responsive approaches in designing and developing training programs.

At the tables ask each group to put their heads together to answer the following questions:
• What are the highlights of this session?

• What did they learn about Participant Notes and Facilitator’s Guides?
• What did they learn about adult learning?
• What are the lessons learned for the next time they are required to develop Participant Notes and
Facilitator’s Guides?
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Section Number FIVE
Section Number and Title 5.1 IMPLEMENTING TRAINING PROGRAMS: TRAINING vs FACILITATING;
CHARACTERISTICS OF GOOD TRAINERS AND FACILITATORS
• differentiate training and facilitating and characteristics of good
trainers and facilitators.
Overview
To enable the facilitator to fully understand his / her role in the training-learning transaction, it is first
necessary to understand the differences between ‘training’ and ‘facilitating’. Furthermore, it is essential
that the facilitator understand clearly what his or her responsibilities are in ensuring that participants in a
training learn what is intended, and the limitations facing the facilitator when he or she enters the
classroom.
Learning objectives
Basic Concepts
NA
Experience and Reflection
Group discussion (45 minutes): divide participants in to 5 groups and inform that the first two groups will
discuss on the first question, the third and forth group on the second question and the fifth group on the
last question. As the questions for the group 1 & 2 as well as group 3 & 4 are the same, once groups have
finished their discussion for 20 minutes, select only three groups to present their results and a gallery walk
to other two group’s presentation.
Group 1 and 2: what is the difference between training and facilitation?
Group 3 and 4: what are the characteristics of good trainer and facilitator?
Group 5: what is parking lot and why we need a parking lot?
Facilitator will present Slide 11 on differences between training and facilitating, characteristics of good
trainer and facilitator, Parking Lot, and on tips about non-verbal communication during training and
facilitation.
25
Tell participants:
Training is a subject based transfer of skills and/or knowledge.
Facilitation uses different techniques to expedite dynamic discussions that allow participants to solve
problems and make decisions easily.

Ask participants: what did you learn from this session? How will you apply this learning in future training
program delivery?
26
DAY 3
27
Unit Number FIVE
Session number and Title 5.2 IMPLEMENTING TRAINING PROGRAMS: CONSIDERATIONS BEFORE
AND DURING TRAINING DELIVERY
• identify factors/tasks to be considered before and during delivery of
any training event.
• apply facilitation skills of questioning, paraphrasing, relaying and
summarizing.
Overview
This session is designed to help facilitators and trainers prepare themselves to deliver the training
modules. This preparatory work will help trainers elaborate and clarify points raised within the training
and generally enhance trainers’ confidence and competence to deliver the training.
Allow sufficient preparation time before delivering the course to familiarize yourself with the training
module by reading the module plans, corresponding presentations and handouts. Ensure that your
knowledge is up to date by familiarizing yourselves with the accompanying resources and guidelines, and
recommended reading. This session will provide details on factors to be considered before and during
delivery of any training program.
Learning objectives
Basic Concepts
NA
Experience and Reflection
Group discussion (30 minutes): divide participants in to 4 equal groups and let they discuss and present
on the following questions.
Group 1: what are the factors to be considered in preparation to a training event?
Group 2: what is the ideal group size for a participatory training? If you have more than 40 participants in
one classroom, what strategies, room set up and methods you apply to make the training participatory?
Group 3: Before the beginning of any training, and at the beginning of every training day, what tasks
should be carried out?
Group 4: what factors trainers need to think about when delivering a training?
26
Facilitator presents Slide 12 on factors to be considered before training, on room set up and ideal group
size, on opening and establish collaborative environment, on factors trainers need to think about when
delivering a training: time management, flexibility, use of gender sensitive energizers, managing flip
charts, use of questions, and managing variety of participants.
Application
Pyramid Discussions (40 minutes): Tell participants that we are going to practice the facilitator skills of
questioning, paraphrasing, relaying and summarizing.
Divide the entire group into pairs and ask them to spread themselves out over the entire training room.
Tell participants that they are to work with a partner this first round and discuss their responses to a
question. That question is:
What are the main obstacles to learning for adult learners?
Participants should discuss each other’s response then join with another pair to continue the discussion.
Listen to the responses of all group members and discuss similarities and differences.
Participants will then join together with another group so that you now have 8 group members and
continue the discussion.
Join together one more time so that there are 16 group members and continue the discussion. When the
discussion is completed debrief the experience.
• What challenges did participants face?
• How did they feel using the skills in a real setting?
• Will they be able to apply the skills in their own group discussions?
27
Unit Number SIX
Session number and Title 6.1 MONITORING AND EVALUATING TRAINING PROGRAMS
• design appropriate monitoring tools and evaluation techniques for
measuring training effectiveness.
Overview
Once a training program is completed, participants returned to their jobs with a feeling of
accomplishment and confidence, eager to apply their newly learned knowledge and skills. But your job
is not yet completed. There are many stakeholders who will want to know how things went. The
organization financing the training will want to know if the training has been successful in developing the
necessary knowledge and skills and if participants have applied what they learned to the job. Supervisors
will have similar questions. Senior management will have questions not only concerning the effectiveness
of the training but also about the impact that training has had on the mission and goals of the
organization.
Monitoring increases training effectiveness. The more consistent the monitoring, the more meaningful
the information will be. Monitoring training allows you to reconcile what was planned for training and
what was achieved.
The main goal of training evaluation is to increase learning by assessing the value of the learning
experience to the target audience, facilitators, and other key stakeholders. This session talks about the
“Evaluation” stage of the ADDIE model.
Learning objectives
Basic Concepts
Monitoring training will allow you to maintain control of the training process and ensure a proactive
adaptive response.
Training Evaluation is the application of systematic methods to periodically and objectively assess
the effectiveness of training and development of programs in achieving expected results.
Think-pair-share exercise: On flip chart/PowerPoint slide the facilitator displays the questions:
28
• What is the difference between monitoring and evaluating training programs? When should
monitoring and evaluation be done?
• How can we monitor training programs?
• Does your organization have a Monitoring and Evaluation plan for training programs? If so, did you
develop a set of output, outcome and impact indicators at the start of the plan/project?
• Why is important to have output, outcome and impact indicators done at the start of the
plan/project?
Instruction: First with their sitting arrangement, split participants in to four equal parts. The first part of
the group will answer the first question, the second group on the second question, the third group on the
third question, and the fourth group on the last question.
chart.

Facilitator presents Slide 13 on differences between monitoring and evaluating training programs, on
overview of the TQA checklist as monitoring tool, and on the Kirkpatrick’s 4-levels of training evaluation.
Tell participants that:
The four levels of evaluation consist of:
• Level 1: Reaction - How well did the learners like the learning process?
• Level 2: Learning - What did they learn? (the extent to which the learners gain knowledge and
skills)
• Level 3: Behavior/Performance - What changes in job performance resulted from the learning
process? (capability to perform the newly learned skills while on the job)
• Level 4: Results (Outcomes or Impacts) - What are the tangible results of the learning process in
terms of reduced cost, improved quality, increased production, efficiency, etc.?
Give enough emphasis on the importance of training report helpful event to inform supervisors, and as a
way of documenting the event, and articulate next steps.
Divide participants in to 4 groups. Each group will apply the knowledge of 4 levels of evaluation and
present their results on flip chart.
Group 1: Develop a POST-COURSE REACTION QUESTIONNAIRE to seek participant feedback regarding:
29
• Course Content
• Facilitator Performance
• Course Materials
• Venue and Refreshments
Group 2: Develop a five-item knowledge pre- and post-test using at least two types of questions to
measure learning.
Group 3: What factors (individual, training design and organizational) do you think will affect the
transfer of skills, knowledge and attitudes back to the workplace after training?
Group 4: What transfer strategies can be used:
○ Before training?
○ During training?
○ After training?
Allow 55 minutes for discussion and 20 minutes for presentation. Conclude this session by debriefing
questions.
30
Unit Number SEVEN
Session number and Title 7.1 JOB-EMBEDDED/FOLLOW UP SUPPORT: Basics of JES
• Identify appropriate JES techniques for AGP context;
• Differentiate benefits of JES techniques to individuals and their
organizations.
Overview
Differing from training that usually occurs outside of the workplace and may not be directly connected
to the job, job-embedded support (JES) is development in which the majority of staff learning takes place
in the workplace. It is professional development situated in the workplace that is always about the
current work, in this case, the work of effectively implementing capacity development activities.
In JES, staff primarily draws from the professional knowledge that exists in their own workplace and
among their colleagues. JES techniques include mentoring; coaching; after action review; refreshers;
communities of practice (CoP); joint supportive supervision, peer observation, etc.
Learning objectives
Basic Concepts
Think-pair-share exercise (10 minutes):
Before you start presenting definition of some basic concepts, start with think-pair-share exercise by
asking: what is meant by job-embedded-support? What follow up and support strategies you are
experienced in? what are the benefits of JES techniques to staff? to organizations?
Job-Embedded Support (JES): refers to staff learning that is grounded in day-to-day practice and is
designed to enhance staff’s competencies - “learning that occurs as staff engage in their daily work
activities”.
Coaching: A process that aims to improve performance and focuses on the ‘here and now’ rather than
on the distant past or future. .. Coaching is unlocking people’s potential to maximize their own
performance. It is helping them to learn rather than teaching them.
Mentoring: a system of semi-structured guidance whereby one person shares their knowledge, skills
and experience to assist others to progress in their own lives and careers. Mentoring is more than
‘giving advice’, or passing on what your experience was in a particular area or situation.
31
Communities of Practice is a group of people who share a concern or a passion for something they do
and learn how to do it better as they interact regularly.
An After-Action Review (AAR): is a simple process used by a team to capture the lessons learned from
past successes and failures, with the goal of improving future performance. It is an opportunity for a
team to reflect on a project, activity, event or task (such as joint JES mission, joint M & E mission, joint
planning support mission, joint supportive supervision mission, etc.) so that they can do better the next
time.
Refresher training: is a short training aimed at recall and reinforcement of previously acquired
knowledge and skills. Refresher training allows the individual to revisit some aspect of former training
and be exposed to new methods or technology that enhance his or her ability to perform.
Three separate role plays are developed (one on traditional supervision, the second on mentoring and the
third on coaching) and select players among participants for the three roles, give orientation to them 1
day before for enough preparation.
In this session role players will first play the traditional supervision role and debriefing questions follow,
then mentoring role play with debriefing follows, and finally the coaching role play followed with
debriefing will presented.
Facilitator will present on benefits of JES using Slides 14 and ask participants what they learned from this
session.
Application
NA
32
Unit Number SEVEN
Session number and Title 7.2 JOB-EMBEDDED/FOLLOW UP SUPPORT: Active Listening Skills
Materials Required Flip chart paper, stand, markers, scotch paper, PowerPoint presentation;
Video on active listening skills
• Apply active listening skills with peers.
Overview
communities of practice (CoP); joint supportive supervision, peer observation, etc.
Learning objectives
Basic Concepts
NA
Facilitator brainstorms on the following questions: what skills do you think are necessary for providing
mentor coaching? What does it mean by active listening?
Facilitator/Co-facilitator collects responses on flipchart.
Facilitator will present on mentor-coaching skills using slide 15. Display video on active listening skills
and ask participants what they learned from the video.
Active Listening Exercise

Instruction: Break participants into pairs. One person is the listener/coach and the other person is
speaker/coachee. Ask the participants to sit in chairs, knees aligned, facing each other (position A). The
speaker will tell a story about for 2-3 minutes and the listener will actively listen (and do nothing else).
After 2-3 minutes, participants will pull their chairs forward so the chair backs are aligned (and they cannot
33
see each other) (position B). The facilitator will ask the coach/listener to describe the following questions
(three of the five question):
1. Describe the shirt the speaker was wearing?

2. What color are the speaker’s slacks or skirt?
3. Is the speaker wearing eye glass?
4. Describe the body position.
5. Describe their hair or scarf.
How did you do listener? What level were you listening – 1,2 or 3?
Now, move chairs back to position A. Switch roles. The new speaker tells a story for 2-3 minutes. The
listener actively listens (and does nothing else). Move chairs to position B. The facilitator will ask the
listener:
1. Describe the tone of the speaker’s voice?

2. What information could you pick up from his/her body language?
3. What was the speaker not saying?
5. What emotions was the speaker feeling when s/he was telling the story?
How did you do listener? Where you listening in Level 3? Why/why not?
Note: Coaches need to be at level 2 and 3 listening to be effective.
Debriefing on listening skills (5 minutes)
Ask participants: How did this exercise make you feel? What did you find out about your listening style?
What specific steps are you going to take to listen more on level 2 and 3? When and how are you going
to implement them?
34
DAY 4
35
Unit Number SEVEN
Session number and Title 7.3 JOB-EMBEDDED/FOLLOW UP SUPPORT: QUESTIONING SKILLs;
PROVIDING FEEDBACK; GROW MODEL
role play exercises, printed open ended questions
• Apply coaching and/or mentoring skills with peers Identify other
appropriate JES techniques for AGP context.
Overview
communities of practice (CoP); joint supportive supervision, peer observation, etc. The GROW model is
a tool helping JES providers framing their mentor-coaching conversation.
Learning objectives
Basic Concepts
NA
In this session two consecutive role plays with debriefing will be presented to deepen participants’
learning about Mentor-coaching skills of questioning and providing feedback.
Role play exercise 1: Demonstrate results of low-level questions (10 minutes)

Two participants will be informed to prepare themselves for the actual role play which depicts how
managers can ask poor and closed-ended questions.
The role will be printed for role players.
Debrief on the role play (5 minutes):

• What did you observe about this situation?
• Did the Supervisor found what challenges the Woreda focal person is facing?
• Did he explore what support could be provided?
36
• Does he know if the plan will be according to his expectations?
Facilitator also distributes printed copies of lower level questions and ask participants to covert them in
to higher level questions.
Role play exercise 2: providing constructive feedback (10 minutes)
Select two participants to play roles as coach and coachee for the following role. When the role players
play their roles, other participants observe and give their feedback on the conversation.
The roleplay will be printed for role players.
Debrief on the role play (5 minutes):

How do you find the exercise? What do you notice how the coach is gradually constructing a picture of
the situation that the coachee finds it easy to accept? Does the coach used potentially sensational words
that might cause the coachee to be uncomfortable or defensive? What do you learn from this exercise?

Facilitator will present on questioning and providing feedback skills and about GROW model using Slide
16.
Practical Mentor-Coaching Exercise using the GROW Model

The purpose of this exercise is to enable participants apply the foundational mentor-coaching principles
and skills following the GROW model. Facilitator divides the participants into triads. You will work in triads
(groups of three). One person will be the coach, one person will be the colleague, and one person will be
the observer. They are given 15 minutes to carry out session and then they will switch their roles. Ask the
participants to form triads by selecting people which they haven’t worked before/don’t know very well.
Instructions:
Once the triads are formed the first coachee thinks of AGP related challenge - an area they are having
difficulty with and want to improve. Then the coach is coaching her/him using the GROW worksheet for
10 minutes. After the 10 min the observer gives a feedback about coaching experience. The observer
focuses on the different level of listing, asking powerful questions, giving feedback and overall behavior
of the coach during the coaching practice. The observer answers the following questions - what worked?
What didn’t work? What questions the coach asked? Where he/she can improve in the future? The main
direction of the feedback should be regarding the questions and the levels of listening.
Now, as coaches, think about practicing the four skills:
• Level I, II and III listening

• Asking powerful questions
• Providing meaningful feedback, acknowledging
• Setting goal
37
• Building trustful and respectful relationship
• Holding the individual accountable
Debriefing on coaching practice (10 minutes):

- What was that experience? What did that feel like? What the coaches did well? What worked well?
- What did you learn about coaching? What did you learn about yourself?
- How can you apply GROW model in your work?
38
Unit Number SEVEN
Session number and Title 7.4 JOB-EMBEDDED/FOLLOW UP SUPPORT: OTHER JES TECHNIQUES;
USE OF ICT; FARMER EXCHANGE VISITS
video on supportive supervision
• Identify other techniques for AGP context;
• Describe importance of ICT for training and JES.
• Describe specific procedures for conducting farmers exchange visits.
Overview
communities of practice (CoP); joint supportive supervision, peer observation, etc. ICTs and farmer
exchange visits also help to enhance learning and provide on the job support.
Learning objectives
Basic Concepts
NA
Small group exercise: Divide participants in to five groups. Each group will discuss on the following
questions and present back using flip chart.
Group 1: What do we mean by communities of Practice? Why we need communities of practice?
Group 2: What do we mean by After Action Review (AAR)? When and how AAR is conducted?
Group 3: What do we mean by Joint/Integrated Supportive supervision? How it is different from the
traditional supervision approach? How is your experience with Joint/Integrated Supportive supervision?
Group 4: What are ICTs? Why we need ICTs in Agriculture? What ICT solutions are in place in your locality?
What challenges you faced in using ICTs for extension and advisory services?
39
Group 5: What is mean by farmer exchange visit? Why we need farmer exchange visits? How could farmer
exchange visits be conducted (step by step approaches)?

Facilitator will present on after action review; refreshers; communities of practice (CoP); joint supportive
supervision, use of ICTs and farmer exchange visits using Slides 17. Display also a video on Supervision
and discuss the main approaches to supportive supervision included in the video.
Finally conclude this session by debriefing.

Ask participants: How will you apply after action review; refreshers; communities of practice (CoP); joint
supportive supervision back at your workplace? How will you use of ICTs and farmer exchange visits to
deepen knowledge gained through classroom training?
40
APPENDIX: SAMPLE TRAINING EVALUATION
We request your assistance in evaluating this capacity development event. As part of this evaluation,
please provide us with information about your experience. The data compiled will be used to improve
future capacity development events and facilitation processes. Our staff will be monitoring the overall
effectiveness of capacity development events.
Participant: Mobile Number
Gender: Male □ Female □
Activity Code and Name
Start date
End date
Training location
Region (where you come from)
Please rate your level of agreement as per the rating scale below (Likert).
The estimated time to complete this questionnaire is 20 minutes.
Section A: Relevance (R) and Applicability (A) of the CD Event to Participant Learning Needs.
Effectiveness (E) of the Training Methodology
Please use the rating scale (1 to 5) to rate your level of agreement about each statement.
1= Not at all 2= Somewhat relevant 3= Relevant & Applicable

4 = Very relevant & Applicable 5= Most relevant & Applicable
Relevance and Applicability of this Event to My Work Rate

Effectiveness of the Training Methodology 1 2 3 4 5
A.1 The content of the training is relevant to my work. (R)
የስልጠናው ይዘት ከተጨባጭ ስራዬ ጋር ቀጥተኛ ግንኙነት ያለው መሆኑን ተገንዝቤያለሁ
A.2 I will apply what I learned in this training to my work. (A)
ከስልጠናው የተማርኩትን በተግባር ስራዬ ላይ ማዋል እችላለሁ
A.3 The handout materials will be a good reference at my work. (E)
የስልጠናውን ደጋፊ ማቴሪያሎች በስራላይ እንደማጣቀሻ መሳሪያነት እጠቀምባቸዋለሁ
A.4 The training process (participatory, learner-centred, experiential) helped me to
better understand the content. (E)
የስልጠናው (አሳታፊ፣ አስተማሪ፣ በተሞክሮ የዳበረ) ሂደት ይዘቱን ይበልጥ እንድገነዘብ ረድቶኛል
A.5 I would recommend this training to my colleagues. (E)
ይህን ስልጠና የስራባልደረቦቼም ቢያገኙ ስል እመክራለሁ
A.6 What aspects of the training did you like best. Why?
የወደዱት የስልጠናው አሠጣጥ ዘዴ የትኛው ነው? ለምን?
A.7 What aspects of the training did you NOT like. Why?
ያልወደዱት የስልጠናው አሠጣጥ ዘዴ የትኛው ነው? ለምን?
41
A.8 What suggestions do you have for improving this training next time?
በሚቀፕለው ጊዜ ስልጠናውን ከአሁኑየተሻለ ለማድረግ የሚያስችል ምን አስተያየት አለዎት
Section B: Facilitation Skill Effectiveness
Please use the rating scale (1 to 5) to rate your level of agreement about each statement.
1= Do not agree 2= Agree to some extent 3= Agree 4 = Highly agree 5= Strongly agree
Rate
Delivery of Capacity Development
1 2 3 4 5
B.1 Course objectives were explained to us at the outset
B.2 An agenda was provided that described what would be learned and
how.
B.3 There was enough time for discussion.
ለውይይት በቂ ጊዜ ነበር
B.4 Everyone, including me, was able to participate freely.
እኔን ጨምሮ ሁሉም ተሳታፊዎች በነፃነት የመሳተፍ እድልነበራቸው
B.5 The learning process was guided in a logical way to meet our learning
objectives.
የስልጠናው ሂደት ምክንያታዊ በሆነና የታለመለትን ግብ መምታት በሚያስችል መልኩ
መመራቱን ለማስተዋል ችያለሁ
B.6 Questions were answered with helpful real-life examples.
የተጠየቁ ጥያቄዎች አግባብ ባላቸው ምሳሌዎች በማስደገፍ ተመልሰዋል
B.6 Varied learning methods were used to keep the sessions interesting.
በፓወርፖይንት የቀረቡ የስልጠና ማቴርያሎች አቀራረብ በስልጠናው ክፍለግዜዎች ሁሉ
የሰልጣኞችን ፍላጎት ያነቃቁ ነበሩ
B.8 Time was managed effectively so that all agenda items were covered
B.9 The facilitator was friendly and approachable at all times
B.10 The training venue provided an appropriate and comfortable learning

environment.
የአዳራሽና ሌሎች መስተንግዶዎች ሁኔታ ለሰልጣኞች ተስማሚና ምቹ ነበሩ
B.7 What steps could be taken by the facilitator(s) to improve this session for you?
B.8 Overall, please rate the quality of this training event.
1 2 3 4 5 6 7 8 9 10
Poor Average Good Superior
B.9 What could we do next time to make this event better?

ስልጠናው በሚቀፕለው ጊዜ የተሻለ እንዲሆን አዘጋጆቹ ምን ማድረግ አለባቸው?
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MFDP Woreda ToT Facilitator-Guide

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AGP2 STANDARD TRAINING AND

NOTE TO THE FACILITATOR ............................................................................................................................ IV

RECOMMENDED SCHEDULE AND AGENDA .................................................................................................... IV

1. CREATING A COLLABORATIVE ENVIRONMENT ............................................................................................. 1

1.1 OVERVIEW OF AGP 2 CAPACITY DEVELOPMENT ........................................................................................ 4

2.1 ADULT LEARNING STYLES AND OVERVIEW OF ADDIE MODEL .................................................................... 6

3.1 ASSESSING CAPACITY NEEDS ...................................................................................................................... 8

4.5 EXPERIENCIAL LEARNING MODEL: ERGA .................................................................................................. 30

4.6 DEVELOPING TEACHING AND LEARNING MATERIALS ............................................................................... 32

5.1 IMPLEMENTING TRAINING PROGRAMS: TRAINING VS FACILITATING; CHARACTERISTICS OF GOOD

6.1 MONITORING AND EVALUATING TRAINING PROGRAMS ......................................................................... 28

7.1 JOB-EMBEDDED/FOLLOW UP SUPPORT: BASICS OF JES ........................................................................... 31

7.2 JOB-EMBEDDED/FOLLOW UP SUPPORT: ACTIVE LISTENING SKILLS .......................................................... 33

7.3 JOB-EMBEDDED/FOLLOW UP SUPPORT: QUESTIONING SKILLS; PROVIDING FEEDBACK; GROW MODEL.. 36

APPENDIX: SAMPLE TRAINING EVALUATION ................................................................................................. 41

AAR After-Action Review

AGP Agricultural Growth Program

AGP CU Agricultural Growth Program Coordination Units

CDSF Capacity Development Support Facility

CoP Communities of practice

DIF Degree of difficulty, importance to the job and frequency

EAS Extension and Advisory Services

ERGA Experience, Reflection, Generalization and Application

GoE Government of Ethiopia

GROW Goal, Reality, Options & Obstacles and Way forward

IAs Implementing Agencies

ICT Information Communication Technology

JES Job-Embedded Support

KTP Key Teaching/Training Point

RICA Rapid Institutional Capacity Assessment

TNA Training Needs Assessment/Analysis

TQA Training Quality Assessment

ToT Training of Trainers

Evaluation of the training:

• Part A: Relevance, Applicability and Effectiveness

It is important to model good facilitation practice throughout the training

Estimated time: 30 seconds/person

Step 2: Create a collaborative Environment:

Option # 1: Names and Adjectives Time: 20 minutes

Description of the ice breaker:

Option # 2: I like you because... Time: 20 minutes

Description of the ice breaker:

Training principles/rules could be:

Estimated time: 10 minutes

Step 4. Roles and responsibilities (5 minutes):

Estimated time: 5 minutes.

▪ What specific CD follow-up methodologies have you been used in AGP?

Reflection (20 minutes)

Reflection (10 minutes)

Generalization (15 minutes)

Facilitator asks the following questions:

Generalization (20 minutes)

The main points raised by the short video are:

• what is meant by participatory methods?

Generalization (15 minutes)

Application (20 minutes)

Generalization (10 minutes)

Basic Concepts (5 minutes)