EXTRACT
Government training institutions lie at the heart of the training system. They are the repositories of the expertise distilled from the real world. The quality and manner of their functioning has a direct impact on what their trainees imbue and take with them. They will continue to be the mainstay for training of civil servants. Given their role, it becomes imperative for them to become leaders in the process of enabling learning and change.
They should:
i. Have the requisite staff, infrastructure and financesto perform their functions;
ii. Move to becoming models of excellence in the quality of the training they impart and as learning organisationsthrough a process ofself‐assessment and bench‐marking;
iii. Provide technical assistance and advice in preparation of annual training plans for
the Ministry/Department and in outsourcing training (ifso required);
iv. Play a key role in assisting the Ministries/Departments in the process of shifting to a
competency based‐framework for training (as applicable);
v. Assimilate technologies with a view to enabling learning anywhere, anytime for their clients;
vi. Supplementtheir current programmes with distance and e‐Learning courses;
vii. Conduct field studies and research as part of the process of becoming repositories of knowledge in the areas of their sectoral or functionalspecialization (as applicable);
viii. Provide advisory and/or consultancy services(as applicable);
ix. Network with other institutionsto share learning resources, experience and expertise;
x. Facilitate the development of domain specific trainers and provide stability of tenure
and opportunitiesfor faculty development;
xi. Ensure that all trainers who join the institute are deputed at the earliest possible opportunity to undergo programmesfor ‘Training of Trainers’;
xii. Maintain database of trained manpower for future reference;
xiii. Give special focus on behavioural/attitudinal training.
Read:
