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NIRD RESEARCH HIGHLIGHTS - 2008-2009 |
| SL No |
Title of the Study |
Project Team |
| 1 |
An Evaluation Study on Functioning of
Extension Training Centres (ETCs)
|
K. Suman Chandra
Pattabi Ram Reddy P. Janardhan Rao |
| 2 |
Case Study of a Select Special
Economic Zone (SEZ) with Reference
to Employment Opportunities for Women
|
A. Rizwana
C. Dheeraja P. S. Geethakutty
|
| 3 |
Effectiveness of Watershed Development
on Environment Conservation: A Case
Study in Jharkhand and Madhya Pradesh
|
S. S. P. Sharma
U. Hemanth Kumar
|
| 4 |
Impact Assessment of Virtual Agriculture Extension in East and West Godavari Districts of
Andhra Pradesh
|
V. Suresh Babu |
| 5 |
Livelihood Aspects in Watershed
Approach: A Case Study
|
S N Rao |
| 6 |
Strategies Adopted in Implementation of
Mid-Day-Meal Scheme: A Comparative
Analysis of Andhra Pradesh, Uttar Pradesh
and west Bengal
|
P.C. Sikligar |
| 7 |
HRD Climate at District Rural
Development Agencies (DRDAs) in India
|
C. S. Singhal
B. U. K. Reddy
|
| 8 |
A Case Study of Subicsha Project |
N.V. Madhuri |
| 9 |
Livelihood Security to the Poor:
A Study of Selected Livelihood Interventions
|
N.V. Madhuri |
| 10 |
Abolition of Child Labour and
Universalisation of Primary Education
through Gram Panchayat - Case Studies
|
C. S. Singhal S. Vijaya Kumar |
| 11 |
Panchayati Raj Institutions and the
Management of Universalisation of
Elementary Education - A Comparative
Study of AP, MP and UP
|
E. Venkatesu |
| 12 |
A Study on Interventions of Livelihood
Options for HIV and AIDs Affected People
in the Rural Areas
|
R. Chinnadurai |
| 13 |
Status of Land Allotted to Poor under
Land Distribution Programmes -
An Evaluation in Selected States
|
Radhika Rani
D. V. L. N. V. Prasada Rao
|
| 14 |
Gender Sensitivity Analysis of NREGS |
C. Dheeraja A. V. Yadappanavar N. Leelavathy
|
| 15 |
Crisis in Handloom Industry:
A Study in Andhra Pradesh and
Tamil Nadu
|
Y. Gangi Reddy P. Siva Ram |
|
1. An Evaluation Study on Functioning of Extension Training Centres (ETCs) |
K. Suman Chandra
Pattabi Ram Reddy P. Janardhan Rao |
| Introduction |
| Training is a crucial input for the success of any planned develop-
ment intervention. It is more so in the case of multi-sectoral and multi
dimensional rural development programmes. Since rural development
involves deeper level of public contacts, cultivation of right attitude and
understanding of complex ground situations on the part of development
functionaries are necessary requirements for successful implementa-
tion. It demands greater coordination and integration of efforts by a
number of agencies like sectoral departments, financial institutions,
Panchayati Raj bodies and non-governmental voluntary organisations.
Moreover, there has been a lot of restructuring of rural development
programmes and several new programmes have also been introduced
recently. All this calls for constant reorientation and upgrading of skills
of development functionaries to equip them to adopt and respond to the
fast changing situations and to the new demands placed on their com-
petence. Enhancing the capacities of development functionaries to
perform at higher levels is the job of training institutions. In recognition
of this important function, the Ministry of Rural Development, Govern-
ment of India took the initiative to establish and strengthen rural devel-
opment training institutions in the country. Under this scheme, each
state has an apex level State Institute of Rural Development (SIRD)
along with a string of sub-state level, Extension Training Centers (ETCs)
to cater to the training needs of rural development functionaries at all
levels. This evaluation study has been taken-up by NIRD at the in-
stance of the Ministry of Rural Development, Government of India.
|
| Objectives |
| * Study the organisational structure and relationship between SIRDs
and ETCs.
|
| * Evaluate ETCs performance in terms of their training and other
related activities.
|
| * Assess the existing status of faculty and training infrastructure of
ETCs.
|
| * Study the adequacy or the gap in training infrastructure needed
vis-à-vis the training load.
|
| * Suggest the mechanisms for developing effective networking and
partnership between SIRDs and ETCs.
|
| Methodology |
| After reviewing the available data at desk level, a comprehensive
Data Capture Format (DCF) was worked out. This was pre-tested by
administering in two nearby ETCs. Canvassed the questionnaire using
conventional (by post) as well as modern methods such as e-mail etc.
Organised Regional Workshops to interact with the training managers
(qualitative information) of these institutions regarding the status and
reflections on the functioning of these ETCs. |
| Findings & Recommendations |
- There is no common line of control for the ETCs across the States.
While in some States, the ETCs are functioning under academic
control of SIRDs, in some cases the ETCs are functioning under
the administrative control of SIRDs. In some States, the ETCs
are functioning under the control of the State Government with-
out having any linkages with SIRDs.
- ETCs which are having clear cut line of control and academic
linkages with SIRDs are performing better. eg AP, Chhattisgarh,
MP, UP and Assam to mention a few.
- Majority of the ETCs are not well equipped in terms of faculty
strength and modern teaching aids, which are crucial and facili-
tate for effective training delivery. Hence, it was observed that
ETCs are not able to attract its clientele groups and organise train-
ing optimally.
- Some of the ETCs have got large campus area with huge open
land but the infrastructure is old with dilapidated buildings, training halls and hostel facilities. These require immediate repairs /
new constructions as good infrastructure is essential for any Train-
ing Institution for imparting training to RD and PR functionaries
effectively.
- The status and rank of the Principals of the ETCs, in majority of
the States, are found to be low, apart from meagre administrative
powers for superintendence and financial control. This factor is
found to be badly affecting the training function of the ETCs and
at times the trainees too tend to take undue advantage.
- The data relating to the training performance indicated that the
ETCs are not concentrating on the MoRD flagship programmes,
rather bogged down with conduct of general programmes (such
as "foundation courses for Jr. Assts/Typists", "on the job training
for clerks and head clerks" etc)
- Funds are not released on time to the ETCs and also budgetary
support for the State Government is found to be very meagre.
- Some of the ETCs are surviving only on the Central grant i.e., Rs.
10 lakh, being released by MoRD on GOI's share of Recurring
Grant every year.
- Senior officials from the State government including the Director,
SIRDs seldom visit ETCs though there are exceptions.
- There is need to adopt a common nomenclature for all ETCs and
adoption of standard training curriculum and design for conduct
of the programmes.
- There is a need to give adequate funding support to the ETCs, on
the lines similar to that of SIRDs. In the absence of MoRD's sup-
port, the growth rate of SIRDs would not have been at the present
level, especially with low or meagre funding support from State
Governments for infrastructure development.
- While considering the demands of the ETCs towards non-recur-
ring items such as physical infrastructure, teaching aids, office
equipment/furniture, etc., the principle of prioritisation needs to
be adopted.
-
It was found that some of the Principals of ETCs were recruited
either on contract basis or the Core Faculty of SIRDs were de-
ployed on ad-hoc basis which is adversely affecting the training
function.
- One of the strong recommendations emerged from interface with
the Heads of ETCs was that, not only the strength and level of
faculty members be increased but also steps be taken for their
capacity building by way of conduct of TOTs at frequent intervals.
- The ETCs put forth a demand for consideration of MoRD for pro-
viding funding support on 100% basis for placement of at least
three faculty members, on the similar funding pattern adopted by
MoRD in case of SIRDs.
- Since the quality of training depends upon adoption of the right
type of training modules, it was represented by ETCs that they
too need to be involved in the process of development of training
modules as relevant to the different clientele groups, under the
overall control of SIRDs.
- It was suggested by the ETCs that the respective SIRDs should
involve ETCs by which the faculty get exposed to the new meth-
ods and methodologies of the training, which in turn improve the
training delivery and quality.
- ETCs are usually organising foundation, refresher and orienta-
tion courses, though the ETCs are supposed to organise more
number of flagship programmes of MoRD viz. SGSY, NREGP,
IAY, Watershed, etc., since larger portion of funding support be-
ing received by ETCs is from MoRD.
- Agencies such as DRDAs, Banks, State Departments and other
development agencies should be urged to support the ETCs
through sponsorship of the training programmes.
- The above arrangement would help ETCs to build a corpus fund
as also to engage resource persons, to augment the faculty
strength, which will ultimately increase the reach and coverage of
training and also help in improving the 'quality'.
- It is recommended that the States / SIRDs may take steps for
having an organised networking between SIRDs and ETCs for
proper functioning of the latter and to improve the quality of train-
ing, apart from identifying the potential organisations / institutions
dealing with training both under government and non-governmen-
tal sectors, especially at district and below levels, so as to organise
more number of training programmes for larger coverage of RD
and PR functionaries.
- Need for establishment of the training centres at District level for
sharing the training workload of RD and PR functionaries was
highlighted. It was suggested that the cost of the proposed train-
ing centres at district level can be realised from out of the one per
cent of the funds flowing to the district from MoRD under different
programme heads and that the investment in the establishment
of such training centres can be recovered in terms of gains in
capital intensity of output.
- The RD training institutions at the National, State and Sub-state
level have to play a greater role for imparting training to RD and
PR officials, functionaries, including the elected representatives
of PRIs, in a more systematic and time-bound manner. The NIRD,
the SIRDs and the ETCs are expected to play a major role in this
massive effort with active funding support from the MoRD.
- It is recommended that there is need to redefine the name, the
structure and the functioning of ETCs, which are sub-state level
institutions and required to impart training to a larger number of
RD and PR functionaries, including elected representatives of
PRIs. The MoRD may duly consider the recommendation and think
in terms of supporting the proposed District Training Centres.
- It is well accepted at the Government of India level that a mini-
mum of 1 per cent of the budgetary allocations should be spent
on training. A number of committees at the national level or oth-
erwise have stressed the necessity of strengthening and stream-
lining the training courses. The one percent norm for investment
in training at the current levels of the budgets of the MoRD im-
plies an allocation of Rs.400 crore annually. It was resolved to draw the attention of the Government of India to this need and
request that taking training from one level to another will call for
greater application of resources.
- The MoRD to consider enforcing and setting apart one percent
programme funds in respect of the Central Government Schemes
for meeting the training cost involved in conduct of the training
programmes by RD training institutions.
- The State Governments too should consider to enforcing the above
one percent norms on the lines of the decisions taken by the State
Government of Sikkim.
|
| Suggestions for Formation of Annual Training Action Plans |
- Every ETC shall prepare Annual Training Action Plan for the next
financial year in the month of February along with the training
budget as per the norms fixed. The main objective of the Annual
Training Action Plan is to provide a definite direction to the train-
ing programmes of ETC, and also to ensure monthly and quar-
terly monitoring of physical and financial targets.
- The training action plan should be prepared in such a way that
the hostel accommodation and classrooms are utilised optimally
and continuously during the year.
- Every year focused target group shall be identified. Training Ac-
tion Plans shall be prepared as package to cover the target group
as per Training Needs Analysis (TNA). The total target group
should be covered as far as possible within one training calendar
in order to assess the impact of training on the performance of
the functionary or the concerned PRIs.
- District Officials concerned shall be involved in preparation of train-
ing action plan and involve them in discussions in order to ensure
that they should own it up.
- The Annual Training Action Plan shall be printed by the ETC as
far as possible and communicated to all officers concerned for
taking the necessary advanced action on relief of participants.
|
| Organisation of Training Programmes |
- The Course Coordinator shall structure and design the training
programme on the basis of standard module prepared or approved
by the concerned SIRDs. The Course Coordinator shall invari-
ably go through the reports and feedback received on the training
programmes conducted on the same subject in the past and sug-
gest changes, if required. Efforts shall be made to improve each
successive programme on the same subject.
- The resource persons for training course shall be drawn from
among the faculty members and outside experts wherever needed.
The list of resource persons should be made available with the
Course Coordinator.
- As far as possible, the ETC should identify the Facilitators/Re-
source Person who can spare their entire time in a day on fixed
honorarium to facilitate the entire training programme and be avail-
able to the participants round the clock.
- As far as possible the services of the guest faculty may be used
to a limited extent and major topics in training programmes are to
be handled by the faculty of ETC.
|
| Mobilisation of Resources |
- Prior to the preparation of the Annual Training Action Plans, the
Principal shall meet the heads of the respective departments and
enlighten the facilities and faculty expertise available in the ETC
and mobilise the resources from other rural development
organisations/agencies like DRDA, DWMA, AIDS Control Soci-
ety, Youth Welfare Department, Tribal Welfare Department (ITDA),
other Corporations and prepare the training calendar.
- Ministry of Rural Development, Government of India is releasing
recurring grant every year @Rs.10 lakh for each Extension Train-
ing Centre. UCs and fresh proposals should be submitted within
the stipulated time.
- In order to generate more funds, ETCs can give classrooms and
hostel accommodation to other departments or training institu-
tions on hire basis, if there are no training programmes of ETC.
- As far as possible, contribution from the PRIs shall be utilised for
the development of physical infrastructure in ETCs. Simulta-
neously, the ETC shall prepare ETC specific physical and training
infrastructure development proposal under Non-Recurring Grant
and submit it to the Ministry of Rural Development through SIRD
and NIRD. Mere submission of proposals or addressing the con-
cerned is not sufficient. Persuasion with the concerned is the
most critical factor in mobilisation of resources. The performance
of the Principal shall be assessed on this count.
- Pool of Resource Persons to supplement the existing faculty: The
Principal should develop pool of resource persons from retired
government servants, NGOs, elected representatives etc. All
selected resource persons should be trained in the SIRDs on train-
ing skills to utilise their services whenever needed.
|
| General Observations |
- Training is a very important and indispensable component or in-
put to ensure better output in the delivery mechanism of Rural
Development Programmes.
- Inevitably, the role and stature of ETCs has grown into bigger
magnitude in ensuring sustainable development through its ca-
pacity building strategies for the RD functionaries and PRIs. They
are not mere Extension Training Centres; but responsible institu-
tions to impart not only information but also to instill new hope
and confidence in the minds of implementing functionaries. They
have greater role in evolving committed and capable personnel
with right attitude and values to carry out the various RD
programmes aimed at the eradication of poverty.
- To achieve this noble objective, there is need to strengthen the
faculty and improve the existing facilities.
- The faculty strength of the ETCs should be increased to match
the increase in volume of work. There should be at least one core
faculty drawn from RD Department.
- The faculty may be drawn from the cadre of Asst. Directors so
that their experience can be made use of and the Principal may
be in the cadre of Joint Directors / Dy. Commissioners.
- A panel of interested officers can be prepared with proper attitude
after due process. A minimum of five years service in various de-
partments can be made mandatory for serving as faculty in ETC.
- Interface and Exposure Visits is essential to enrich the faculty
experience so that the unique features of ETs can be shared.
- To attract the best talents among the RD functionaries and also to
improve respectability of the faculty incentive can be provided on
par with the Sixth Pay Commission i.e. 30 percent of the basic
pay.
- In most of the ETCs, Administrative Buildings are very old and
beyond major repair. Already constructed administrative build-
ings in ETCs need extension of space and area. The existing
furniture, fittings and equipments are very old and need to cope
up with new office automation as in some. Budget allocation by
state governments is almost nil. Therefore, regular allocation of
non-recurring grant by GoI to ETCs every year is required.
- In most of the ETCs, Hostel accommodation is a major problem.
Due to inadequate hostel accommodation, sometimes, trainees
are made to stay to gether in more numbers. Comprehensive plan-
ning is required for construction of hostels with modern dining hall
and kitchen in ETCs. GoI may release non-recurring grant based
on the need of each ETC.
- Inadequate classrooms and inadequate standard space for class-
rooms is also a concern for most of the ETCs. Classroom's ca-
pacity and hostel accommodation should coincide. Each ETC
should have at least a minimum of five classrooms.
- Uninterrupted electricity and water supply should be ensured in
all ETCs and each ETC should have 25000 litre overhead water
tank to facilitate the same. Generator facility should also be pro-
vided to all ETCs.
- Inadequate recreation facilities and playgrounds are also a major
concern in ETCs. Non-recurring grant has to be provided for this.
- Modern training aids and equipments have to be provided to all
ETCs and a minimum standard may be prescribed for this.
- In most of the ETCs, libraries are only namesake. The cupboards
are empty or the library itself is empty. A well-furnished library
with adequate books should be provided to all ETCs and it
requires non-recurring grant from GoI.
- Most of the ETCs do not have staff quarters and the existing staff
quarters in ETCs are in dilapidated condition or require major re-
pairs.
- Finally, a periodical conference of Principals may be convened
every year to discuss the present scenario of ETCs and their re-
quirements and based on the deliberations GoI release funds
accordingly.
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| Copyrights resrved to NIRD @ 2008 |
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