No.E(MPP)/2016/3/20, dated 15.02.2019
Sub: Development Multi-Disciplinary Zonal Training Centers/ Multi-Disciplinary Divisional Training Institutes (MDDTIs).
Ref: 1. Southern Railway’s letter No.P(RT)673/MDZTI, dated 05.12.2018.
2. Chairman/ Railway Board’s D.O. letter of even no. dated 24.02.2018.
In reference to Southern Railway’s letter No.P(RT)673/MDZTI, dated 05.12.2018 wherein it has been requested to clarify on the issue of administrative in-charge of Training Centers, it may be mentioned that in Board (CRB)’s D.O. letter of even no. dated 24.02.2018 (page 2), the same has been clearly elaborated.
It is further clarified that the Principal Chief Personnel Officer is administrative in-charge of Multi-disciplinary Divisional Training Institute including specialized training institute within the Zone/ PU. Similarly, Workshop Personnel Officer is the administrative in-charge of Basic Training Centers in Workshops.
Zonal Railways are requested to confirm that consolidation of Training Centers in their Zones and Divisions has been done. They are also requested to advise the number of Multi-disciplinary Zonal/ Divisional Training Centers in their Zone.
CRB’s D.O.No.E(MPP)2016/3/20, dated 24th February, 2018
In my earlier DO dated 30.10.2017 launching ‘Project Saksham’, I emphasized the importance of continuous learning and training to up-skill the talent in Indian Railways to improve efficiency and optimize productivity.
Excellent training infrastructure is vital to impart quality training and competency building of our 13 lakh employees. At present, there are 62 main training centers and 238 other Training Centers spread out across Indian Railways (IR). Multiplicity of Centers leads to dissipation of resources resulting in poor infrastructure. Many of them, especially the smaller ones, are not easily accessible as they are located at remote areas. These factors act as deterrents in attracting motivated and effective instructors, which is the most crucial input for providing quality training. All this has had a negative impact on the training provided in our training centers.
Further, most of the training centers in IR are established along departmental lines. Train operation is a multidisciplinary task requiring coordinated efforts of all departments. Therefore, it is crucial for IR to rethink the training strategies and reorganize the training centers.
Consolidation of training infrastructure will help in utilizing the resource judiciously and provide integrated training to employees. Training of staff from multiple departments in one campus will also encourage cross functional learning and inculcate feeling of camaraderie.
Following plan of action is suggested for coordination of the training centers:-
Every Zonal Railway should have one Multi-disciplinary Zonal Training Institute (MZTI) for Supervisors, Running Staff, ASMs, Guards, TTEs etc.
Every Division should have one Multi-Disciplinary Divisional Training Institute (MDTI) for Technicians, Artisans and Support Staff.
Every Workshop/ Production Unit should have a basic training center.
Other than above, only specialized training centers should be allowed.
These training centers should be developed as ‘Centers of Excellence’, each having adequate classrooms, model room, practical training facilities, hostel rooms, sports and recreational facilities etc.
Existing ZRTIs/ MDTCs should be developed into Multi-disciplinary Zonal Training Institutes (MDZTI) with CPO as administrative in-charge who shall be advised by an Advisory Board comprising of one SAG office from each department. A SG/ JAG officer shall be the Principle of such MDZTI.
For Multi-disciplinary Divisional Training Institute, a suitable place may be identified by assessing factors like geographic location, feasibility of upgrading existing training centre, connectivity etc. DRMs may be asked to chalk out a detailed timeline for integrating all divisional training centers into a single integrated Multi-disciplinary Divisional Training Institute (MDVTI). If there are multiple training centers of different functions at one location, the same shall be renamed by adding the function name in parenthesis after ‘Multi-disciplinary Divisional Training Institute’. Sr. DPOs should be nominated as the administrative in-charge of such training institute. The plan for development of Zonal as well as Divisional Multi-disciplinary Training Centers should also include a manpower plan specifying the requirement of instructors and a plan of action for appointing highly motivated staff having cross-functional knowledge of Railways.
In order to augment the resources, training centers can also explore the possibility of generating revenue by providing training to external customers.
The detailed implementation plan may be communicated to me in a month’s time.
With best wishes.
Forward reference CRB’s DO dated 28.11.2018
Sub: Process reforms in training – Revision of Training Modules of Non-Gazetted Staff.
Please refer to my DO letter dated 24.02.2018 wherein it was advised to consolidate the training infrastructure currently spread over many entities, by developing Multi-Disciplinary Training Institutes both at the Zonal and Divisional Railway level leading to judicious utilization of resources and providing integrated training to the railway employees.
Training, as an essential component of Human Resource Development, is integral to capacity augmentation and competency building. For a labour intensive organization such as ours, it is imperative to create the right training infrastructure and environment that fosters a culture of learning as our employees navigate the rapidly changing maze of technologies, products, services and policies.
In order to align the entire training curriculum in strategic vision and mission of our organization, I authorize DG/NAIR as the head of the Academic Council of all CTIs, to develop training module for all segments of employees of Indian Railways. The curriculum so designed should focus both on the content and the delivery to broaden the horizon of Railway employees by multi-disciplinary training. Soft skills training and functional training must get integrated. Modules on Ethics and Integrity be woven into the course curriculum. The learning delivery can be a combination of classroom training e-learning, online education and such other learner-centric frameworks. The overall aim has to be to make the employees productive, responsive, technologically proficient and future-ready With best wishes.
Download Railway Board Circular RBE No. 25/2019
Forward reference⇒RBE No.