TRAINING MANUAL

DEPARTMENT OF ANIMAL HUSBANDRY, HIMACHAL PRADESH

TABLE OF CONTENTS Chapter Subject Page CHAPTER I INTRODUCTION AND TRAINING OBJECTIVES 1.1 Introduction 1 1.2 Vision, Mission ,objectives and Functions 1-2 1.3 Principle of training programmes 2 1.4 Training Need Assessment 2-10 CHAPTER II TRAINING POLICY 2.1 Main features of training policy 11-15 CHAPTER III FUNCTIONS, OBJECTIVES AND RESPONSIBILITY OF THE DEPARTMENT 3.1 Functions, objectives and responsibility of the department 16-17 CHAPTER- IV ORGANISATIONAL SET UP OF THE DEPARTMENT 4.1 The Secretariat 18 4.2 The Directorate 18 4.3 The District and field level offices 18 4.4 The Organisational chart of the department 18 -19 CHAPTER V DUTIES AND RESPONSIBILITIES OF FUNCTIONAL POSTS 5.1 Duties and Responsibilities of various posts 20-28 CHAPTER VI TRAINING NEEDS OF THE DEPARTMENT 6.1 Training needs of the department 29-32 CHAPTER VII SCHEMES AND ACTIVITIES OF A.H. DEPARTMENT 7.1 Schemes and Activities of A.H. department 33-36 CHAPTER VIII TRAINING PLAN 8.1 Introduction 37 8.2 Approval of training plan 37 8.3 Orientation cum induction training plan 37 8.4 Training plan for technical staff 37 8.5 Training plan for non technical staff 38 8.6 Training plan for class-IV staff 38-39 8.7 Training outside the state 39 8.8 Number of training to be attended at different level 39-43

CHAPTER IX TRAINING MODULE 9.1 Training module for newly recruited Vety. Officers/

Vety. Pharmacists 44 9.2 Training module for training of technical staff 45 9.3 Training module for training of non- technical staff 46-49 9.4 Training module of sponsored training programmes for technical & ministerial staff organised by HIPA 49-50 9.5 Module for training of technical officers outside the state 50 9.6 Assessment of trainees 50-54 CHAPTER X TRAINING INSTITUTE 10.1 Training Institute for training within state 55 10.2 Training Institute for training of technical officers

outside the state 55 CHAPTER XI TRAINING OF FARMERS 11.1 Introduction 56 11.2 Main objective of the schemes 56 11.3 Venue, Duration and number of camps 56-59 11.4 National Training Policy 60-64. 11.5 Himachal Pradesh State Training Policy, 2009 65-74

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CHAPTER-I

INTRODUCTION AND OBJECTIVES

1.1 Introduction Animal Husbandry department of Himachal Pradesh is fully committed to the over all development of Livestock owners of the State. Keeping in view the welfare of Livestock owners of this State our department is running the programmes such as Animal Health Care, Disease Investigation ,Fodder Development, Breeding and Breed improvement ,Scientific Livestock Management and Conservation of germ plasm of local /Desi Breeds which are at the verge of extinction due to extensive Cross breeding .Our endeavour is to assist the livestock owners to make them self reliant with sustainable income generation and also get nutritious foods of Animal origin. To achieve this it is not only essential to attract persons of better caliber in the department but also to continuously train them to upgrade their professional knowledge and skill in the areas mentioned above with the introduction of need based cost effective new managemental practices and modern equipments .These trainings will help in the better administration as well as service delivery .Himachal Pradesh Government has framed H.P.State Training Policy 2009 to achieve this end and amount equivalent to 1% of the total salary of the department is earmarked as an expenditure for these trainings. In compliance to this policy we have identified the training needs of the department in respect of all categories of the employees. To keep abreast with the rapid changing technologies, economical and governing restructuring H.P.Govt. has framed a H.P. State Training Policy 2009.The policy advises training to all employees i.e. class-iv to class-I to bring above about efficiency in administration and service delivery to public. 1.2 Vision, Mission, Objectives and Functions of A.H Department. 1.2.1.Vision

To achieve sustainable growth of livestock sector including poultry for attaining nutritional security, employment generation and economic prosperity.

1.2.2.Mission To enhance animal genetic potential through selective breeding and/or cross

breeding. Preservation and conservation of indigenous breeds and threatened breeds like

Chamurthi Ponies, Yak and Chegu goats. To strengthen & improve livestock health care infrastructure. To enhance employment opportunities in livestock sector. Increasing livestock production & productivity.

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1.2.3.Objectives

1. Prevention & Control of animal diseases. 2. Genetic up-gradation of livestock. 3. Development of Sheep, Goat and Rabbits . 4. Development of fodder & feed. 5. Enhancement of production, procurement, processing & marketing of

livestock products. 6. Development of poultry. 7. Conservation and Preservation of threatened breeds (Chamurthi Ponies,

Yak & Chigu goats). 8. Conservation & Preservation of indigenous breeds of the state. 9. Strengthening of animal husbandry extension services. 10. Timely Utilization of Budget.

1.2.4.Functions

1. Formulation of policies and programmes concerning Animal Husbandry sector and their effective implementation.

2. Strengthening & Management of Animal Health institutions of the state to deliver better animal health and breeding services.

3. Prevention and control of contagious and/or Zoonotic diseases of livestock and poultry for enhancing Livestock & Poultry productivity.

4. Strengthening of Sperm Stations, Semen Banks and Livestock Farms of the state to deliver effective breeding facilities to Livestock Breeders.

5. Strengthening of hatcheries and Poultry Farms in the state. 6. Conducting Livestock census and Integrated Sample Surveys for

estimation of milk, egg, wool & meat production. 1.3. Principle of training programmes:-

The basic principle of training policy is to train every Government employee for

knowledge and skill up gradation at the time of induction /promotion and at least once in 5 years period. The Animal Husbandry department H.P. periodically organizes Induction training and Refresher training programmes where ever needed for the efficient delivery of veterinary aid to the livestock owners in the diversified activities of the department.

1.4. Training Need Assessment:-

1.4.1. INTRODUCTION Why Assess Training Needs?

The accurate identification of training needs of an organization is crucial to its success and development. Tremendous amount of resources are likely to be wasted when training needs are not carefully assessed. First, the solution to the : problem may be lying else where. Second, if training is the right solution, it is necessary to identify what kind of training, Training Need Assessment may also serve as an important tool:-

a) to review the current and likely future operations of the employees and establishing authority by involving 'them in the process;

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b) to establish priorities for action;

c) to plan effective deployment of limited resources I.e. ensure cost effectiveness and value of money; and

d) to provide a basis for integrating 'training Into the organization by getting the involvement and commitment of line management.

Thus before committing resources for training or making a proposal for training,it shall be ascertained that where training might improve the performance of the department. There are enough evidences to show that training is all too frequently initiated with little or no attempt to assess the needs. Even when a training needs assessment is done it is often far from satisfactory: inappropriate methods may be used; departmental is imperatives may overrule the TNA outcome; essential data may be difficult to obtain and those who have been asked to conduct TNA may not know how to conduct it or even recognize the importance of conducting a proper TNA.Two officers have been trained in TNA at HIPA from our department.

1.4.2.WHAT IS A TRAINING NEED?

A training need is the gap which exists between the required and the actual existing standards of performance of an organization in the achievement of goals or objectives, and in the performance of 'an individual in a task which can be bridged by training.

The definition illustrates that training needs can be Identified at different levels and may range from the Departmental level to the needs of an Individual. Further the training needs can be classified into present training needs and future (developmental) training needs. The selection of a particular method or group of methods will be determined by the level at which needs to be identified. 1.4.3.ASSESSMENT OF ORGANISATIONAL TRAINING NEEDS 1.4.4. WHAT IS IT? In simple terms it is a form of analysis that asks: What; When; Why; Where; How; the total organization is functioning now and in the future? Its aim is to spotlight areas that may require action of some sort to either improve things now or cope with changes in the future. The emphasis is on changes in the future. The emphasis is on looking at the total organization, all the functions, and not just particular ones. The success of any organization can be measured in terms of survival, growth and achievements of goals. The resources invested in the organization are:

HUMAN RESOURCES

CAPITAL

PLANT AND EQUIPMENT

RAW MATERIALS

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Any decision to invest in anyone of these resources is not made just in relation to that one resource, but also to all the other resources that contribute to success. It is essential to establish priorities if limited funds are available for investment. 1.4.5.HOW TO ASSESS DEPARTMENT’S TRAINING NEEDS There are some TNA tools which can be applied to assess the training needs:- Terms of reference Surveillance SWOT Analysis SPIO Detail of SPIO Cards Environmental,Motivational Knowledge & Skill factors Responsibility Mapping Functional Analysis Cause and Effect Analysis Versatility Chart Job Description De-Bono Performance Report Priority List Target Setting Training plan Design Brief TNA Report. . This naturally depends upon the organization

how it is structured

how it is managed

what type of business/service it is in, etc.

It is possible to suggest some general guidelines. In a schematic form the steps are: 1. Designate Responsibility for Analysis 2. Plan Activities 3. Collect Information about:

Human resources r.

Methods/Organization

Products/Services

Market

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4. Identify Challenges and Performance Problem Areas 5. Further Detailed Investigation 6. Interpret Information 7. Report Findings 8. Review. Modify and Revise Plan ~ FOLLOWING STEPS WOULD BE HELPFUL IN ANALYSING THE DEPARTMENTAL TRAINING NEEDS STEP- 1 DESIGNATE RESPONSIBILITY FOR ANALYSIS Before any action is taken the purpose and scope of any analysis of Departmental training needs must be agreed. Usually the justification is about focusing the limited resources for training on the most productive areas. Such an analysis may be done for a whole organization or just one operating unit, department or section. The narrower the focus the less the results; can be expected to reflect the priorities of the organization as a whole.

In a smaller organization the Chief Executive may retain the responsibility. In a larger organization, authority may be delegated to a senior member of staff, this person may not necessarily be a trainer. Training staff need to carry out the detailed analysis, or be part of the team which does so.

Because of the wide ranging nature of the investigation, It is often useful to organize a project team involving other specialists as well as trainers. The emphasis should be on establishing what needs to be done in the organization, not on finding problems which have training solutions.

The staff carrying out such an analysis need support and commitment from the person responsible for the results. This will give them authority and access to people and to the confidential and sensitive Information required for the analysis. It will also help build the credibility of the training specialists.

When this initial setting up is being undertaken it is also sensible to agree an, informal mechanism for checking back the findings. as well as agreeing a final report date within which the study is to be completed. It is also wise to establish clear terms of reference at the beginning of the analysis.

STEP - 2 PLAN ACTIVITIES If the method of approach is to be a team one, and there are sound reasons why it should be, responsibilities should be discussed and objectives and tasks agreed. A team can

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collect more information over a shorter period of time. It can also gain different perspectives on the data and contribute to a more penetrating analysis.

In planning for the analysis a realistic assessment should be made of the resources available and the size of the task being undertaken. There are many techniques available and each can be more or less appropriate depending upon such factors as the time available, the size of the organization, the locations of staff and records etc.

There are three basic techniques of collecting the information. Each offers benefits in analyzing organizational training needs because each provides a different view. i) Questioning face to face Interview, telephone interview, group discussion and questionnaire; with management, supervisors, and workforce, both on an individual and collective basis, depending on circumstances. These techniques are intrusive in that the people approached are asked to talk about the organization, it's problems and plans. ii) Observation of work place, workforce and working processes. This gives a 'feel' for the organization and the opportunity to evaluate interview data from your own experience. Observation may be an unobtrusive activity but has the potential for becoming intrusive depending on the nature of the organization and the working relations within it. An open organization may publicize the analysis of organizational training needs and expect everyone to co-operate as required. iii) Examination of existing data, e.g. internal records, comparative information about other organizations and government statistics.

Examination of existing information may be seen as the most unobtrusive approach to analyzing organizational training needs. It still has some potential for becoming intrusive depending upon who holds the records and how they are accessed.

People are always the most useful source of information when investigating training needs. Most organizations have vast quantities of data available on every aspect of their operations. It may be on computer or in filling cabinets. Wherever it is there is always more than any project that can cope with it if it is accessed indiscriminately.

In deciding how to go about the analysis the practicalities need to be kept in mind. What is realistic for the organization at this time? What can be achieved by those doing the analysis within the constraints or time and availability of people? The collection of information costs money and also needs' keeping securely once collected. Training is all about the art of the possible and the training manager, trainers and others involved must achieve a useful result for the organization within the brief they have been given.

The organization culture will also need to be considered in planning the approaches to be adopted. The organization culture will Influence what is acceptable in terms of collecting information, who is seen, when they are seen and what can be said of the information collected. It will also shape the acceptability of possible solution and how they will need to be presented in the organization.

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STEP -3 COLLECT INFORMATION

This is the stage where the planned activities to collect information are implemented. Information is required about the objectives, plans, methods, products, services, and people of the organization and of the customers it serves. This will enable potential training needs to be placed in a context. This information is usually collected most conveniently through functional areas of the organization e.g. production, finance, administration.

Make sure that you distinguish between facts and opinions and check and cross-check the information collected. Only then can you be confident that you have identified issues and problems which will convince your client and the management team. The information collected and conclusions reached must be confidential to the person responsible for the analysis. This point will need to be kept in mind when contacting other people in the organization to collect information. They may quite naturally ask to see the results of your enquiries. However until your findings are accepted and the resources made available to implement them there "is a risk that you will create expectations which are not met. STEP-4 IDENTIFY CHALLENGES AND PERFORMANCE PROBLEM AREAS

Collecting Information across the organization will reveal challenges and problem areas some of which may require further investigation. It is always worth asking the question 'where's the pain?' If the organization feels no pain then either there isn't a problem or the problem is insignificant. Unless the organization can identify that there is some pain then it is unlikely that resources will be made available to solve the problem. The challenges facing the organization will be known by individual members of management in most cases. It is the management, which is looking forward and deciding the direction in which the organization needs to develop and adapt to a changing environment. In carrying out an Analysis of Organizational Training Needs (AOTN) the many challenges facing needs an organization may be brought together and examined together for the first time.

The recognition of problem areas will depend to a certain extent on the skill and

previous experience of the person(s) carrying out the training needs analysis. No two persons, however skilled, are likely to come up with exactly the same problem areas and give them identical emphasis. The areas identified may be issue based, like quality assurance, of competence based, like poor supervision. To address the problem we need to identify that it is caused by lack of knowledge and skill which training can help. Performance problems can be divided into:

a) Individual performance problems. b) group performance problems

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Individual problems can be noted during an analysis of organizational training needs but the use of techniques such as task analysis and performance appraisal would not be undertaken at this stage. That might follow after the results had been considered and agreed.

Group performance problems are usually more complex in that they are often linked with issues such as work organization, management style, management structure, etc.

Not all performance problems can be resolved by training. Many of them arise not because of lack of training or inadequate training. They arise from other factors such as poor equipment, bad scheduling, unfavourable market conditions, inappropriate system, and poor organization. The analysis should attempt to separate symptoms from causes otherwise training may be used to treat a symptom. The purpose of a training needs analysis is to improve the organization's performance through better decision making and training. It is to find the 'right' answers, which does not, and cannot in fact, exist. STEP-5 FURTHER DETAILED INVESTIGATION

The further investigation may be of inter-dependent problems, e.g. the failure of the sales force to achieve sales targets may be because of late deliveries; but the late deliveries may be because of poor production untrained staff, inadequate equipment, etc.

The purpose of the deeper investigation is to separate symptoms from causes so that any action proposed will address the cause of the problem. It is often the case that the first reaction to a problem is to treat the symptoms because it has been inadequately diagnosed. .

It is unlikely that group performance problems can be solved by treating each performance problem in isolation. They need to be considered in the context of the work environment in which they occur. Careful investigation will be necessary to identify the various factors as closely as possible.

In carrying out further investigation additional techniques may be used to gain

supplementary information. The various sources of information on training needs are listed in Appendix A.

The purpose of further investigation Is to clarify the nature of the performance

problem to enable a clear description of them to be formulated. STEP-6 INTERPRET INFORMATION

This is the most difficult step. It will involve the views of specialists, including trainers, to establish the reasons for the problems revealed and to suggest solutions in the form of action to be adopted to overcome them.

Problem areas are identified from the facts and opinions we have collected. In

analyzing the information we are trying to separate the symptoms from the causes. We

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can then decide what action is necessary to overcome the problem. Any action involving training or which has training implications can be termed as a training need'. Training cannot solve all performance problems, only those which result from a lack of competence.

Having identified that a problem exists we must be clear who needs to change their performance. The causes of low output may be lack of skills in operators; it may equally well be poor scheduling of the work. Training operators when the problems is bad scheduling could make the problems worse. It could increase frustration and encourage operators to leave. If they apply their new learning it may make matters worse if the real problem lies elsewhere.

If the operators don't feel they have learning need they will not be motivated to learn, from whatever training is provided. Whatever the immediate effect of using training in this case the overall result will be a waste of training resources and loss of credibility for training.

As part of the process of analyzing the information collected, it is a good idea to check out conclusions with the person responsible for the overall analysis. This provides an opportunity to cross check our findings and explore the acceptability of any solutions we may be formulating. This provides a useful revision mechanism before formally reporting back the findings.

It is worthwhile checking out informally the acceptability of any proposals we are thinking of making to those who will be affected by their implementation. If " the people we think have a training need, do not recognize that they have one, then you risk failure when trying to implement the solution which has been "accepted by management.

This step will also include reviewing the effectiveness of existing training and in

what way any current training plans need modification. . STEP -7 REPORT FINDINGS

Two documents are particularly worth preparing when recording the results of an analysis of organizational training needs. The first is a priority List and the second a Training Plan. They show in summary from the results of all the data collection and analysis that has gone into the activity.

The Priority List recommends the action to be taken in order to meet the

challenges and reduce the problems identified. It is highly probable that for every one training action recommendation, there will be three or four recommendations for other action. (The latter action may lead on to training at a later stage). For example the purchase of new equipment may lead to both or either requirements/ selection and training action. These recommendations should be placed in some form of priority.

The priority order for both 'training' and 'other' action will be determined principally by which promises the biggest pay-off. Other factors to take into account include legal requirements, (for example, the law on health and safety at work) and meeting future human resource needs.

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In preparing a Priority List take care to avoid presenting series of instant solutions in areas where we have limited expertise and zero credibility. It is quite legitimate to identify a problem and draw that to the attention of the management team. However proposals for action other than training must bring in additional expertise for credibility.

The Training Plan is developed from the Priority List. It sets out to explain the detailed training action proposed in response to the issues identified.

The training action recommendations may well need further analysis before detailed training plans and programmes can be formulated. For example, some form of management training may be recommended. But what form should it take, with what precise objectives, and for whom? This may well require a detailed job analysis and appraisal of the persons doing or going to do the jobs, to isolate what 'help' is required in the form of training.

These documents will form the basis for a formal written report on the findings of the 'Analysis of Organizational Training Needs'. The results need to be in written form for detailed consideration and action.

Before the report is submitted in its final form it is essential to make a formal presentation of the findings to the responsible person. This provides the opportunity to sell the results of the analysis, to gain commitment to action for implementing the findings and also allows for some fine tuning of the written report. The quality of the effort put into carrying out an analysis of organizational training needs will only be judged in the end by what happens as a result. If the report is not read, and/or no action is taken then the effort has been wasted. STEP-8 REVIEW MODIFY AND REVISE PLANS

Plans will need to be reviewed, modified, and revised at two stages. Initially they will be used as a basis for decision making, prior to implementation. After implementation they will need to be monitored for success. Thus Steps 3-6 will need to be applied and the interpretation of information will become a review' of the effectiveness of the plans and their implementation in solving the problems identified.

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CHAPTER -II TRAINING POLICY

2.1 Main features of Training policy

As per Himachal Pradesh training policy,2009 of the State Government, every personnel from Class-I to Class –IV is required to undergo training for his skill development at the time of induction and at least once in five years or before promotion. The Training Policy of H.P.State and National Training Policy are annexed at the end.The training policy has following important features. 2.1.1 Training for All

The objective of the policy is to provide training to all Govt servants at regular

intervals during their career. Department of Animal Husbandry has the mandate to educate and provide advisory services to the farming community for the development of Animal Husbandry activities in the State. Technical works of the department are carried out by the technical officers and supported by the non technical ministerial staff .Hence training shall be provided to all technical and non- technical staff of Animal Husbandry department irrespective of their grade or level in the department. For the purpose of appropriate training design, the target groups have been divided into different levels according to their training needs. There is a total sanctioned strength of 6369 numbers of various categories of posts in the Department of Animal Husbandry. The strength of technical posts is 3156, which include class-I to class-IV level posts and non technical posts are 3209. The detail is given below. Table 2.1 Category wise strength of various Posts in Department of Animal Husbandry. S.NO. Type of post Level of post Total

sanctioned strength

Number of employees in position out of total as on 30-11-2011.

1 Technical posts

Class-I 488 392

Class-II 1 0

Class-III 2663 2359

Class-IV 1 1

2 Non – Technical/ministerial posts

Class-I 9 8 Class-II 39 35 Class-III 247 172 Class-IV 2921 2363

Grand Total 6369 5330 The category wise detail is given at Annexure-I.

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2.1.2 Training coverage:-

Training of employees of Animal Husbandry department shall cover training of both technical and non technical staff posted at Directorate,District head quarters ,Sub Divisional Vety Hospital ,Vety Hospital, Disease Investigation Labs, Sperm Stations, Cattle, Sheep, Poultry,Rabbit Farm,Vety Dispensaries ,Sheep and Wool Extension Centre and Ram Centres. All the departmental employees shall be trained over a period of five year as per the H.P. State training policy, 2009. The detail is given in Table 2.2 below. Table 2.2 Year wise number of employees to be trained during five year period under the H.P. state Training policy, 2009 S.N . Category Total

Filled Strength

Year wise number of employees to be trained 1ST YEAR

2ND

YEAR 3RD YEAR

4TH YEAR

5TH YEAR

1 Deputy Directors 16 3 3 4 3 3

2 Assistant Directors 46 9 9 9 9 10

3 Senior Veterinary Officers 49 10 10 10 10 9

4 Veterinary Officers 277 55 55 55 56 56

5 Other Non Technical Officers (ClassI & II)

43 9 9 9 9 7

6 Ministerial Staff/Personal staff Class-III,Tech. Assistants,Stat Asstt,Computers and Enumerators)

172 34 34 34 35 35

7 Chief Pharmacists/Animal Husbandry Assistants/ Veterinary Pharmacist

2295 459 459 459 459 459

8 Other Technical Officials (Drivers-48,Technicians-16)

64 13 13 13 13 12

9 Class-IV 2364 473 473 473 473 472

TOTAL 5326 1065 1065 1067 1066 1063

NOTE:- The actual strength of staff shall vary keeping in view retirement of old staff and recruitment of new. The four numbers of top management supervisory officers at the level of Director, Animal Husbandry and Joint Directors shall get adequate training at the Directorate and HIPA.

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2.1.3 Training plan

Department shall prepare training plan for providing training to its employees during the year. The detailed features of the training plan are given in chapter-VIII. 2.1.4 Training Manager

Department of Animal Husbandry Himachal Pradesh has already appointed Dr. U.S.Rana, Asstt. Director(RP) as Nodal Officer and Training Manager in addition to his main charge. He will be responsible for implementation /review and monitoring of Training Plan of the department. as per the State Training Policy, 2009. 2.1.5 Training Methodology

All available modern methods of training like lecture, group discussions, project work, audio visual materials, printed materials case studies/action learning, brain storming etc shall be used for training of departmental employees in training institutes. 2.1.6 Training budget

The state Govt shall provide adequate funds under the state plan scheme for providing training to the employees of the state Department of Animal Husbandry. The H.P. state training policy 2009 aims at earmarking approximately 0.5% of the salaries head of annual budget for incurring expenditure on training of employees in the department of Animal Husbandry under SOE Training within and outside the State. 2.1.7 Training review committees

The state level Empowered Committee headed by the Chief Secretary will review Annual Action Plan for training of employees. The training review committee of the department under the chairmanship of the Secretary shall meet at least once in every quarter and shall monitor and review the work of training of employees of Animal Husbandry department.

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Annexure-1 S.NO LEVEL

OF POST

DESIGNATION OF EMPLOYEES

SANCTIONED STRENGTH

FILLED UP

TECHNICAL WING

1 Class-I DIRECTOR ANIMAL HUSBANDRY 1 1

2 JOINT DIRECTOR ANIMAL HUSBANDRY (H.Q.)

1 1

3 JOINT DIRECTOR (SLBP) 1 1

4 JOINT DIRECTOR (ANIMAL HUSBANDRY) PALAMPUR

1 1

5 DEPUTY DIRECTOR (ANIMAL PRODUCTION) HQRS.

1 1

6 DEPUTY DIRECTOR (EPIDEMIOLOGY) HQRS. 1 1

7 DEPUTY DIRECTOR (POULTRY) HQRS. 1 1

8 DEPUTY DIRECTORS (ANIMAL HEALTH/BREEDING)

12 12

9 DEPUTY DIRECTOR (DAIRY) 1 1

10 AGROSTOLOGIST, DIRECTORATE OF ANIMAL HUSBANDRY

1 0

11 ASSISTANT DIRECTOR LEVEL POSTS 46 46

12 SENIOR VETERINARY OFFICER 50 49

13 VETERINARY OFFICERS POSTED IN VETERINARY HOSPITALS./C.V.DS

369 277

14 AGRICULTURE DEVELOPMENT OFFICER 2 0

15 Class-II ADDITIONAL ASSISTANT ENGINEER 1 0

16 Class-III AGRICULTURE EXTENSION OFFICER 10 0

17 CHIEF VETERINARY PHARMACIST 43 38

18 ANIMAL HUSBANDRY ASSISTANT 259 256

19 VETERINARY PHARMACIST 2280 2001

20 CO-OPERATIVE INSPECTOR 1 0

21 DAIRY DEVELOPMENT INSPECTOR 2 0

22 DRIVERS 49 48

23 TECHNICIAN GR-I (MECHANICAL) 3 3

24 TECHNICIAN GR-II (MECHANICAL) 3 3

25 TECHNICIAN GR-I (ELECTRICAL) 3 3

26 TECHNICIAN GR-II (ELECTRICAL) 4 4

27 TECHNICIAN GR-I (CARPENTER) 1 0

28 MECHANIC 3 3

29 RADIOGRAPHER 1 0

30 LABORATORY TECHNICIAN 1 0

28 Class-IV GESTETNER OPERATOR/PHOTOSTAT MACHINE OPERATOR

1 1

TOTAL 3153 2752

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S.NO LEVEL OF POST

DESIGNATION OF EMPLOYEES

SANCTIONED STRENGTH

FILLED UP

NON –TECHNICAL WING

29 Class-I ASSISTANT CONTROLLER (F & A) 1 1

30 PRIVATE SECRETARY 1 1

31 SUPERINTENDENT GRADE-I 7 6

32 Class-II LAW OFFICER, DIRECTORATE OF ANIMAL HUSBANDRY

1 1

33 DEPUTY DIRECTOR (STATISTICS) HQR. 1 0

34 SECTION OFFICER (F &A) 2 1

35 STATISTICAL OFFICER 1 1

36 STATISTICIAN 1 0

37 PERSONAL ASSISTANT 1 1

38 SUPERINTENDENT GRADE-II 32 31

39 Class-III TECHNICAL ASSISTANT (STAT) 4 2

40 STATISTICAL ASSISTANT 10 5

41 SR.ASSISTANTS 81 77

42 SR. SCALE STENOGRAPHER 4 3

43 JR. SCALE STENOGRAPHER 4 4

44 STENO TYPIST 7 1

45 COMPUTER 6 2

46 ENUMERATOR 24 17

47 CLERKS/JUNIOR ASSISTANTS 107 61

48 Class-IV DAFTRI 1 1

49 PEON 69 55

50 ANIMAL HUSBANDRY ATTENDATNS 2851 2307

TOTAL

3216 2578

GRAND TOTAL 6369 5330

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CHAPTER-III

FUNCTIONS AND RESPONSIBILITIES OF THE DEPARTMENT

3.1 Functions, Objective and responsibilities of the department:-

Department of Animal Husbandry has to perform the following functions

to develop Animal Husbandry sector in the state. � Implementation of Animal Husbandry development schemes under state plan and centrally sponsored sectors, aiming at the integrated development of Animal Husbandry so as to ensure balanced development of Animal Husbandry sector in all agro climatic regions of the State to achieve improvement in Milk,Meat, Egg ,Wool, and other Livestock products. � Maintenance of Govt. Livestock Farms i.e. Dairy Farms,Sheep Breeding Farms, Rabbit Farms and Poultry Farms in the State. � Strengthening of training and extension programme for the transfer of technology to the farmers for increasing Milk ,Meat, Egg and Wool production by organizing training camps/ workshops/ seminars/ courses/ study tours etc. for the farmers as well as to the technical officers and field functionaries of the Department of Animal Husbandry. � Improvement in Marketing of Animal Products like Milk and its by-products and Wool. Department of Animal Husbandry provides Technical guidance and Grant in Aid to Milk Federation and Wool Federation established in the State. H.P.Wool Federation provide improved Rams for breed improvement and also procure wool from shepherds for its further marketing. � Department of Animal Husbandry. Provide Artificial Insemination to cover maximum number of breed able Cows and Buffaloes to get the progeny of improved cross –breds with maximum potential of Milk yield. The new concept of Embryo Transfer has been started successfully in the Cows of the State which aims at getting the germ plasm of high yielding breeds for the cross breeding programmes. � Enforcement of various acts relating to prevention of Cruelty to Animals Act 1960,HP Livestock Birds and Disease Act 1969, Glander and Farcy Act 1889,HP Prohibition Act 2010 and Animal registration to check the stray cattle menace � Strengthening of Vety Institutions i.e. Vety. Hospital,Vety. Dispensaries, Artificial Insemination Centre, Sheep and Wool Extension Centres, Disease Investigation Laboratories, Sperm Stations, Cattle Breeding Farms, Sheep Breeding Farms, Poultry Farms, Rabbit Farms, Horse Breeding Farms and also Farms for conservation of threatened livestock breeds are in progress. Through these Farms we motivate the livestock owners to adopt improved manage mental practices in rearing the livestock for their welfare.

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� All the departmental activities aims at to increase production from Animals by way of breed improvement through A.I. and natural service ,feed and fodder development to provide balanced nutrition to the livestock and free veterinary aid to the livestock of farmers. Disease Investigation, prevention and cure of animal disease sensitisation of masses about the incidence of zoonotic diseases their prevention and containment to produce healthy livestock and augment production. � Combating/compensating the menace of natural calamities to reduce losses in the production of livestock � Strengthening of Veterinary Research, Development and Extension activities . � Improvement of wholesome milk, meat, egg and fine wool production to compete the world markets. � As a security measures this department is providing insurance to milch animals ,sheep and goat and also to the shepherds of the State. � For the welfare of sheep breeders a toll free number (18001808006) facility has been provided to redress their problems relating to sheep husbandry.

In order to achieve the above objectives it is imperative to frame a training manual to provide training to all employees of the department at regular interval to improve and upgrade their skills for delivering better services to the livestock owners of the state

18

CHAPTER-IV

ORGANISATIONAL SET UP OF THE DEPARTMENT In broad terms, the departmental set up is divided into three levels as under:- i) The Secretariat ii) The Directorate iii) The District level and other field offices

There is a clear and distinct division of functions between the Secretariat, the Directorate and the field offices. 4.1 The Secretariat Department of Animal Husbandry works under the administrative control of the Secretary (Animal Husbandry) to the Govt of Himachal Pradesh, who assists and provides support to the Minister in charge of the Department. All the Govt policies, programmes, plans, rules and instructions are framed, approved and finally issued for implementation by the Secretariat. 4.2 The Directorate

The functions of the Directorate are Planning, Technical and Financial Management, Monitoring of progress under various schemes/programmes/projects and providing necessary feedback to the state Govt. about implementation of various policies and programmes of the state Govt. regarding Animal Husbandry sector development in the state. The Directorate is headed by the Director of Animal Husbandry and supported by the technical and non- technical staff at the Directorate and field level. 4.3 The District level and other field offices

Each District has an office of Deputy Director (Animal Health/Breeding) , who is assisted by other technical officers like Assistant Director(Extension) and Assistant Director(Projects) . The Deputy Director (Animal Health/Breeding) is head of office in respective district and Assistant Director (Extension) is drawing disbursing officer. Actual execution and implementation of the polices / programmes, schemes is done at this level.

4.4 The organisational chart of the Department of Animal Husbandry. The organisation set up of department of Animal Husbandry department has been given in the form of chart for better overview at Annexure-II

19

20 CHAPTER-V 5.1 DUTIES AND RESPONSIBILITIES OF VARIOUS POSTS IN THE DEPARTMENT OF ANIMAL HUSBANDRY, HIMACHAL PRADESH Although there are 79 types of various posts in the department as given at Annexure-I, the duties and responsibilities of key, functional and equivalent posts are given below:- 1. DIRECTOR ANIMAL HUSBANDRY

Director, Animal Husbandry, being administrative and professional head of the Animal Husbandry Department in the State is responsible for the efficient working of his Department shall exercise all administrative and financial powers as adjoined upon the heads of the department in the Himachal Pradesh Government.

2. JOINT DIRECTOR ANIMAL HUSBANDRY (H.Q.)

The Joint Director, Animal Husbandry, Hqrs. shall assist the Director, Animal Husbandry in the performance of his duties and responsibilities. He is a Member Secretary of State Animal Welfare Board.He is also holding the charge of Registrar ,H.P. State Veterinary Council.

3. JOINT DIRECTOR (SLBP) 1). The Joint Director (SLBP) shall assist the Director, Animal Husbandry in the

performance of duties and responsibilities. 2). He is also controlling Officers of North Zone comprising Distt Kinnaur, Shimla,

Solan, Sirmour, Bilaspur, Una and the area under the jurisdictions of Assistant Director (AH/B) Kaza in addition to his duties. He will also exercise all the administrative and financial powers attached to his post in the capacity of being controlling officer.

4. JOINT DIRECTOR (ANIMAL HUSBANDRY) PALAMPUR 1). The Joint Director, Animal Husbandry shall assist the Director, Animal

Husbandry in the performance of his duties and responsibilities. 2). He has been delegated with the powers of Head of office and DDO in respect of

own office as well as Poultry Farm Palampur, Cattle Farm Palampur, Assistant Director (AP)(Palampur). He is also Controlling Officer of South Zone consisting of District Kangra, Kullu, L&S (except Spiti Valley), Hamirpur and Chamba. He will also exercise all the administrative and financial powers attached to his post in the capacity of being controlling officer.

5. DEPUTY DIRECTOR (ANIMAL PRODUCTION) HQRS.

To act as nodal officer for implementation of Frozen semen technology in the state and work as liaison officer between Govt. of India and state department of Animal Husbandry for the same.

216. DEPUTY DIRECTOR (EPIDEMIOLOGY) HQRS

He will study geographical, seasonal and regional distribution of different strains of Foot and Mouth Disease. He will carry out systematic epidemiological studies of F.M.D. outbreaks, and serotyping of outbreak. Also carry out the sero prevalence of Bird flu (avian influenza) and other contagious diseases.

7. DEPUTY DIRECTOR (POULTRY) HQRS

He will act as a nodal officer for all the poultry development project. He will draw annual action plan for the development of Poultry activities in the state of H.P.and monitor various poultry development activities in the State. 8. DEPUTY DIRECTOR (ANIMAL HEALTH/BREEDING)

The Deputy Directors of the respective Districts will be the nodal officers who will be accountable for the entire departmental activities in their jurisdiction. They will inspect all the institutions in their jurisdiction once a year in such a way that at the end of the year there should not be left any institution without conducting inspection. 9. DEPUTY DIRECTOR (DAIRY)

To monitor the milk schemes work in the State. To co-ordinate the activities of Himachal Pradesh Milk Fed with departmental schemes. 10. AGROSTOLOGIST, DIRECTORATE OF ANIMAL HUSBANDRY. He will assist the Director at the headquarter in Formulation of schemes and policies regarding feed and fodder developments and Monitoring of feed and fodder development schemes of the Department.

11. ASSISTANT DIRECTOR (CATTLE PRODUCTION) HQR.

He is responsible for supervising the Cattle Development Schemes at the State Head Quarters. 12. ASSISTANT DIRECTOR (EXTENSION) HQRS.

The Assistant Director (Extension) shall assist the Director, Animal Husbandry in the performance of duties and responsibilities in respect of extension activities of the Department.

13. ASSISTANT DIRECTOR (SHEEP & WOOL) HQRS.

To assist the Director, Animal Husbandry to administer the working of State Sheep Breeding Farms engaged in the production of rams for upgrading the indigenous sheep flocks. 14. ASSISTANT DIRECTOR (R.P.) HQRS.

To monitor National Programme on Rinder Pest Eradication (NPRE) in the State. In the event of outbreak of Rinderpest disease in any area of the Pradesh adjoining State under, as the Rinderpest Officer will formulate suitable control measures so that the disease could be controlled in minimum possible time. However the Globe has been declared free from RP in the year 2011.

2215. ASSISTANT DIRECTOR (DISEASE INVESTIGATION LABORATORY)

On receipt of any information of any disease prevailing in his jurisdiction for which proper diagnosis cannot be made by the field staff for farm, he will immediately proceed on tour using quickest means of communication and shall get the approval subsequently from the competent authority for such tour. 16. ASSISTANT DIRECTOR (EXTENSION) POSTED AT DISTRICT HEAD QUARTERS

To assist Deputy Director (Animal Health/Breeding) of the district in the discharge of various technical and developmental activities of the department. He will act as D.D.O of the office of D.D (AH/B). 17. ASSISTANT DIRECTOR (CATTLE PRODUCTION) PALAMPUR

He will perform all the duties of Deputy Director (Animal Health/Breeding) in three Subdivisions of Palampur, Baijnath and Jaisinghpur. 18. ASSISTANT DIRECTOR (SHEEP DEVELOPMENT) BHARMOUR He will perform all the duties of Deputy Director (Animal Health/Breeding) in Bharmour Division of Chamba in addition to implementing Sheep Development activities in that area.

19.ASSISTANT DIRECTOR (ANIMAL HEALTH/BREEDING) PANGI AT KILLAR

He will perform all the duties of Deputy Director (Animal Health/Breeding) in Pangi. 20.ASSISTANT DIRECTOR (ANIMAL HEALTH/BREEDING) SPITI AT KAZA

He will perform all the duties of Deputy Director, (Animal Health/Breeding) in Spiti Division of Lahaul & Spiti.

21. ASSISTANT DIRECTOR (ANIMAL PRODUCTION)

He will supervise processing/procurement of quality semen straws in the Sperm Stations/Semen Banks.He will be responsible for smooth and efficient functioning of Liquid Nitrogen Plants. 22. ASSISTANT DIRECTOR (PROJECTS)

He will assist the Deputy Director (Animal Health/Breeding) of the district in the effective implementation of various Projects/schemes/Programmes pertaining to Animal Husbandry sector.

23. ASSISTANT DIRECTOR (CATTLE FARMS)

23As the designation indicates, he shall be responsible for general management and to see that records are properly maintained at the farm. It will be his duty to see that the farm land is absolutely protected and see that encroachments do not take place.

24. ASSISTANT DIRECTOR (SHEEP FARM)

He will be the technical and administrative head of the farm. 25. ASSISTANT DIRECTOR POULTRY

He will draw an annual action plan of the farm under his control.He will collect the demand of layers, broilers pertaining to his sector and hatching eggs from different agencies and will organize the production and chick distribution programme in terms of these requirements. He will arrange for the supplies of poultry feed, poultry equipment and other inputs both for the farm under his control and for the interested private poultry farmers. 26. TECHNICAL OFFICER (SHEEP AND WOOL) HQRS.

To assist the authorities to administer State Sheep Breeding Farms, Rabbit Breeding Farms, Horse Breeding Farm and Yak Breeding Farm.To assist authorities in implementation of Sheep and Wool development programmes in the State.

27. VETERINARY OFFICER (POULTRY) HQRS.

To assist the Deputy Director (Poultry) in carrying out day-to-day activities for the development of poultry in the State.To assist the Deputy Director (Poultry) in running of the Centrally/State sponsored Poultry Development Schemes efficiently. 28. VETERINARY OFFICER (D.I. LAB)

He will assist the Disease Investigation officer in the performance of his duties.

29. VETERINARY OFFICER (EPID.) HQRS.

To assist Deputy Director (Epid.) in collection, compilation and analysis of Animal Disease Surveillance Report.To carry out the Bird flu activities in the State.

30. SENIOR VETERINARY OFFICER

Being Incharge of the Sub Divisional Hospital, he will discharge the same duties as a Veterinary Officer discharges in the Hospital.In addition he will co-ordinate the work of all the Institutions falling in the Sub Division in which he is posted.

31. VETERINARY OFFICERS POSTED IN VETERINARY HOSPITALS/C.V.DS

He will be over all In charge of the Institution where he is posted.He will be responsible for attending to all out patients brought to the Hospital/Dispensary for diagnosis and treatment and where there is a facility to keep indoor patients, the same shall also be attended. He will maintain the out-door patient register properly

32. VETERINARY OFFICER (SPECIALIST) POSTED IN VETERINARY POLYCLINIC

The overall administrative and financial control of Veterinary Polyclinic will remain with Deputy Director (Animal Health/Breeding) of the district concerned.The Officer Incharge of the Polyclinic and other three specialists will also perform all the functions/duties of a Veterinary Officer in the addition to their specialist’s job.

33. VETERINARY OFFICER POSTED IN SEMEN BANKS/SPERM STATIONS

24He will be responsible for processing/procurement of quality semen straws. He will be responsible for maintaining breeding bulls in optimum level of health and production.

34. VETERINARY OFFICERS POSTED IN CATTLE FARM

He will assist the farm manager in the proper maintenance and management of livestock allotted to him. In case he is declared in charge of a section in the farm, all the staff subordinate to him shall be directly under his control and it shall be at his discretion to deploy the staff be fittingly subject to the job chart.

35. VETERINARY OFFICER POSTED IN POULTRY FARM /HATCHERIES

He will be responsible for the smooth and efficient running of the Poultry Farm/ Hatchery. He will ensure that standard management practices are adopted in the Poultry Farm/ Hatchery.

36. VETERINARY OFFICERS POSTED IN SHEEP FARM

He will be the Incharge of livestock and will carry out preventive vaccinations against all prevalent contagious diseases. 37. ADDITIONAL ASSISTANT ENGINEER

He will be responsible for maintaining departmental buildings in proper state. He will be responsible for preparing necessary layouts and estimates for repairs and minor works. He will be responsible for Technical Scrutiny of estimates prepared by other agencies for carrying out Minor and Major construction works in respect of departmental buildings.

38. AGRICULTURE DEVELOPMENT OFFICER

He will be the Incharge of Fodder Section in the farm.

He will be responsible for preparing and annual crop plan, so as to provide green fodder all the year round for the live stock at the farm, depending upon the local agro-climatic conditions.

39. AGRICULTURE EXTENSION OFFICER

He will assist the Agriculture Inspector, Inspector, fodder section in discharge of his functions and shall personally supervise different operations connected with fodder cultivation, fodder harvesting fodder storage and conservation.

40. CHIEF VETERINARY PHARMACIST

Where ever Chief Veterinary Pharmacist is posted he will be In charge of medicines and equipments and will maintain all relevant record to the effect. They are posted at Sub Divisional Vety Hospital .

41. ANIMAL HUSBANDRY ASSISTANT

Wherever Animal Husbandry Assistant is posted, he will be Incharge of medicines and equipments and will maintain all relevant record to the effect. They are posted at Vety Hospital .

42. VETERINARY PHARMACIST IN VETERINARY HOSPITAL

He will help Veterinary Officer in the discharge of his duties On receipt of prescription from Veterinary Officer, he will dispense the medicines and will carry out all such instructions as indicated in the prescription. 43. VETERINARY PHARMACIST WORKING AS INCHARGE VETERINARY DISPENSARY

25Since no Veterinary Officer is posted in the Dispensary, he will write the prescription and will attend the dispensary and will render necessary veterinary aid in respect of minor ailments to the livestock brought to the Dispensary for which he will maintain all the records as applicable to the Hospital/Dispensary.He will carry out artificial insemination work.

44. VETERINARY PHARMACIST POSTED IN SEMEN BANKS/SPERM STATIONS

He will assist in processing/ procurement of semen straws.

45. VETERINARY PHARMACISTS POSTED IN CATTLE FARM

He will be directly under the Veterinary Officer and will assist him in the discharge of his duties and responsibilities. 46. VETERINARY PHARMACIST POSTED IN POULTRY FARM

He will be responsible for stock and stores and their issue for his section.

47. VETERINARY PHARMACIST POSTED IN SHEEP FARM

He will assist the Veterinary Officer, In charge of the section in his duties relating to livestock health, breeding, feeding and maintenance of records.

48. VETERINARY PHARMACIST (D.I. LAB)

To undertake sterilization of glass-ware and other laboratory appliances.To supervise disposal of clinical/pathological material.To help in preparation and processing of all laboratory samples.

49. JOINT DIRECTOR (STATISTICS) HQR.

He is to supervise the working of all personnel working in the Statistical line in the department both at the headquarters and in the field. 50. STATISTICAL OFFICER

He is to undertake the analysis of tabulated date, interpret results and write the survey reports of the cost of production of (i) Milk and, (ii) eggs. 51. TECHNICAL ASSISTANT (STAT)

He will help in fixation of rates of animals and their products.He will help in the selection of number of villages for seasonal estimates of integrated sample survey. 52. STATISTICAL ASSISTANT

To scrutinize the performance figures received from field institutions and other organizations for consistency, correctness and complete coverage before transmitting to Govt. 53. COMPUTER

To help the authorities in carrying out e-Governance.To help in the implementation of Agrisnet Project. 54. ENUMERATOR

26He is to collect data in field on cost and other management practices of Animal Husbandry and Dairying under various surveys.

55. PERSONAL STAFF

The general function of all these functionaries is to aid and assist the Ministers/ officers in their day-to-day disposal of work and carry out such duties as are officially assigned to them. The senior functionaries in addition supervise the working of the entire staff posted in the offices of the Ministers/Officers and their role is to maintain discipline and order in these offices by guiding the entire staff in the performance of their duties.

Being members of the personal staff, they can be asked by the Ministers/Officers with whom they are attached to attend to any appropriate official work on their behalf. The main duties, function and responsibilities of the personal staff are, in brief, as under:-

56. SUPERINTENDENT GRADE-I

The Superintendent Grade-I is normally in charge of one section and has generally to monitor the progress the work of the section allotted to him.

57. SUPERINTENDENT GRADE-II

The Superintendent Gr.-II working in the Directorate, Zonal and District Offices normally supervise the work of a Section or Call independently and submit the cases directly to the Branch Officers/Middle level officers and as such their duties, responsibilities and functions are the same as indicated for Superintendent Grade-I, excepting that they can not dispose off any matter at their level and all communications to be sent out , are to issue under the signature of Branch Officer/Middle-Level Officer.

58. SR. ASSISTANT

The Senior Assistants deal with receipts and submit cases to the Section Officers or Superintendents. Depending upon urgency, need and public interest, the Assistants can be asked to undertake any job/assignment, but generally, the main duties, functions and responsibilities of the Assistants involve handling of the work relating to Receipt, diary-dispatch, typing, record maintenance and putting up the Paper under consideration for further action .

59.CLERKS/JUNIOR ASSISTANTS

In Directorate, Zonal Offices, Districts or Field level offices the Clerks will have to perform all duties as prescribed for Assistants. This is because of the set up, quantum of work and the staffing pattern of these offices.

60. ASSISTANT CONTROLLER (F & A)

In an endeavour to strengthen the mechanism of internal financial control in the department, he will assist the department in the preparation of Budget Estimates. He will examine all financial sanctions, fixation of pay, step up cases, G.P.F cases, store stock purchases.

61. SECTION OFFICER (F & A)

27To ensure that correct financial procedure are followed, expenditure and receipts are properly accounted for, financial powers are not abused and cannons of financial propriety are strictly adhered to.

62. LAW OFFICER, DIRECTORATE OF ANIMAL HUSBANDRY

To look after all the legal work of the Department. To prepare petitions/applications/replies to all the Court cases pertaining to the department in the various Courts including the Hon’ble Supreme Court of India .To tender legal opinion on the files/matters pertaining to all the sections of the Department.To attend the Court cases of the Department as and when required.

63. CO-OPERATIVE INSPECTOR

He will be responsible to organize milk co-operative societies and take steps to get these registered with the Registrar, Co-operative societies.He will be responsible to inspect the milk Co-operative societies and will work out the annual financial position of the societies.

64. DAIRY DEVELOPMENT INSPECTOR

To assist Deputy Director (Dairy) in maintaining liaison between the department and H.P. Milk Fed for implementing Dairy Development Programmes.

65. DRIVERS

He is the guardian of vehicle and responsible for upkeep of the vehicle attached with him.He will be alert through out the duty and perform his duty diligently and with vigilance.

66. TRACTOR DRIVER

He is the guardian of the tractor and responsible for upkeep of the vehicle.He will ensure that in case of mechanical defect the Officer Incharge is intimated timely and remedial measures taken.

67. OPERATOR CUM MECHANIC

He will be responsible for handling and maintaining machinery in the Liquid Nitrogen Plants/Semen Labs.He will be responsible for ensuring efficient working of the Plant Machinery. 68. ELECTRICIAN

He will be responsible for doing electrical works anywhere in the department.He will be responsible for the proper and efficient working of Liquid Nitrogen Plants /Semen Labs./ Poultry Farms concerning electrical works.

69. CARPENTER

He will be responsible for attending day-to-day minor wooden repair works where-ever needed in the department.

70. DAFTRI

To mend, trim, stitch, bind etc., old records, files etc. in Record room and in the sections.

28 71. GESTETNER OPERATOR/PHOTOSTAT MACHINE OPERATOR

To operate the Gestetner/Photostat Machine and make out desired number of copies. 72. PEON

He will be on duty half an hour before the working hours of the office in which he works and leave half an hour after the office hours.To carry and deliver dak within and outside the office (maximum weight to be carried outside the office not to exceed 10 Kg.)To ensure the cleanliness and general up-keep of the section/office where posted and of the furniture, fixture and equipment.

73. ANIMAL HUSBANDRY ATTENDANT POSTED IN VETERINARY HOSPITAL/DISPENSARIES

He will fetch and draw water both for livestock and for routine Hospital work.He will help in handling and securing of animals when required.

74. CHOWKIDAR POSTED IN OFFICES

To keep watch and ward during and after office hours andTo take precautionary measures relating to prevention of fire and damage to Government property.

75. ANIMAL HUSBANDRY ATTENDANT POSTED IN POULTRY FARMS

He will be responsible for feeding, watering, cleaning of sheds, and maintenance of paths flowerbeds allotted to him.He will transfer and carry birds and other stores from one shed to another or loading and unloading of these items in the vehicle. 76. ANIMAL HUSBANDRY ATTENDANT POSTED IN SHEEP-FARM

They shall perform duties assigned to them by their In charge which shall broadly cover the works like feeding, watering and Grazing as per schedule fixed by the Farm Manager/DAH from time to time keeping in view the topography of the place: 77. CHOWKIDAR OF THE FARM

He will keep watch and ward of the farm and will check entry of any unauthorized person, livestock in the farm;

78. ANIMAL HUSBANDRY ATTENDANT POSTED IN D.I. LAB

To see that the premises are kept neat and clean and to undertake systematic disposal of morbid cultured and clinical material received or collected from the field when discontinued from investigation. 79. ANIMAL HUSBANDRY ATTENDANT POSTED IN CATTLE FARM

He will discharge the duties of Feeding, watering and milking of animals, grazing, exercise and grooming of animals, securing and tying of animals, cleaning of sheds, removal of dung, urine, soiled bedding from the sheds and its carriage to the manure pits.

29CHAPTER-VI

6.1 TRAINING NEEDS OF THE DEPARTMENT

Training Needs of the different categories of the employees of A.H. Department (H.P) are given hereunder:- 1.JOINT DIRECTORS :-

Refresher courses on best practices being implemented in other

departments, organizations, institutions, States and Countries. Latest innovations/ inventions/Latest Technologies in the field of

Vet. Science and A.H.

2.DEPUTY DIRECTORS AND ASSISTANT DIRECTORS:-

Training /Refresher courses in Smart Governance*. Training in Project Formulation and Management. Training /Refresher courses in Office Procedure and Financial Management. Training in Disaster Management. Skill up gradation in professional activities where currently posted.

*Smart Governance or Good Governance includes e-Governance, R.T.I Act,

Social Justice, Gender empowerment, Consumer Protection, Human Rights, Human Resource Development, Quality Assurance and Public Private Partnership.

3.AGROSTOLOGIST,ASSISTANT CONTROLLER (FINANCE &ACCOUNTS) ,SECTION OFFICER(F&A),LAW OFFICER AND ADDITIONAL ASSISTANT ENGINEER(CIVIL) :-

The training module prepared by the respective parent department viz. (1)Agriculture department (2) Finance department (3) Law department (4) P.W.D may be followed for training these categories of the employees 4.DEPUTY DIRECTOR(DAIRY):-

Basic Computer training. Refresher course in clean milk production Training in Value addition of milk and milk products. Training in organizing milk co-operative Societies and Self Help Groups. Dairy Management / Fodder/ Nutritions/pathology/breeding/breeds

5.JOINT DIRECTOR (STAT)/ DEPUTY DIRECTOR (STAT) AND STATISTICAL OFFICER:-

Advance Computer Training Training for estimation of Milk, Egg, Wool and Meat under Integrated Sample Survey. Refresher course on analysis and interpretation of data relating to livestock /Livestock Products sample survey.

30 Advance training in Statistical tools related to livestock statistics.

Data collection/ Data Sampling/ Random Sample checking/Compilation Analysis interpretation forecasting/ Data entry.

6.VETERINARY OFFICERS/SENIOR VETERINARY OFFICERS:-

(a) At the time of induction in service:-

Orientation training in Office Procedure, departmental policies, programs, schemes etc for 45 days to be imparted at Directorate, Vety Hospitals, Different Livestock Farms.,Disease Investigation Labs, Semen Labs and other Institutions.The Following topics will be covered.

(b) Specific training to be imparted to those posted in Laboratories, Polyclinics, Farms and Semen Banks etc. (c) Subsequent training for Vety officers/Senior Vety officers :-

(i) Training related to Animal Husbandry Extension. (ii) Training in office procedure and financial management. (iii) Refresher courses to update the professional knowledge/skills as per the current assigned job. (iv) Training in Smart Governance. (v) Training in Disaster Management.

7.CHIEF PHARMACISTS/ ANIMAL HUSBANDRY ASSISTANTS:-

Basic Computer Training. Training in Animal Husbandry Extension. Refresher training in Skill up gradation like A.I. Job specific training while working in Farms,Labs,Feed & Fodder production unit , Sperm Stations, Semen Banks etc

8.VETY PHARMACIST:-

(a) At the time of induction:- Orientation training for 15 days to be imparted at Vety Hospital./SDVH Training regarding departmental schemes, programs, policies etc... Basic computer training. (b) Subsequent training :- Refresher Courses for up gradation of A.I. Skills. Job specific training where currently posted. Training regarding feed and fodder production. Training in upkeep of hospital instrument/equipments Training in Scientific disposal of hospital waste.

9.PERSONAL STAFF:-

Orientation training in departmental hierarchy, departmental policies, schemes and acts applicable to departmental activities. Training in Communication abilities (Verbal as well as written). Refresher Courses in Office Automation.

31 I.T.Computerization,Office Management/Office Procedures Dictation/Noting /Record Keeping, Telephone/Fax/ Photostat and PowerPoint Presentation.

10.MINISTERIAL STAFF:-

(Supdt Gr-I & Supdt Gr-II):- Training in Office Procedure and Financial Administration with specific thrust on disciplinary proceedings. Training in Good Governance which shall cover governance issue like e-Governance, Human Development ,Gender ,Social Justice ,Right to Information Act ,Consumer Protection, Human Rights. Training in enhancing Supervisory skill. Training about Office Manual /.Office Management. Training regarding periodic weeding of office records (Record Management).

(Senior Assistant & Junior Assistant):- Training in Office Procedure and Management including disciplinary proceedings. Training in Good Governance covering all the governance issues. Training in Time Management and Stress Management. Training in improving the Communication Skills

Clerks:- Basic Computer Training. Orientation training regarding Organizational set up, Departmental, Programs, Policies etc. Training in Office Procedure and Financial Management.

11.(Drivers/Electricians/Liquid Nitrogen Plant Operators/ Mechanics:-

(a) At the time of induction in Service:- Orientation training of departmental set up. Training in improving Communication Skills.

(b) Subsequently:- Refresher training in Job Specific work for Skill Up gradation especially for drivers and electricians. Refresher Courses in Maintenance of Vehicles. First Aid Training to handle emergency situation like fire and spillage of Liquid Nitrogen and any other such situation related to the nature of Job. Training in handling of Liquid Nitrogen equipments.

12. STATISTICAL WING:-

(Statistical Assistant / Technical Assistant / Statistical Investigator):-

Training regarding departmental set up, Schemes, Policies, & programs of the department. Training on Data Entry, Analysis and Interpretation of data. Basic Computer Training /Refresher Courses.

32 Training on Integrated Sample Survey for Estimation of milk, Eggs, Wool and Meat. Refresher training in Livestock Census/Livestock Statistics.

(Enumerator):- Orientation training regarding departmental set up and programs, Schemes and Policies of the Department. Training in Basic Computer Application. Training in Basic Data Collection, entry & its compilation.

13. CLASS –IV- EMPLOYEES:-

(Beldar cum Water Carriers, Chowkidars and Sweepers):-

(a) (At the time of induction in Service):- Orientation Training regarding Organizational Set Up. Training in restraining and casting of Animals. Cleaning of Hospital Equipments/ Instruments etc. Training in Scientific disposal of Hospital waste.

(b) Subsequently :- Training in Job Specific Work i.e. washing /handling of Eggs in the Poultry Farms, Fumigation of Poultry Sheds and Proper Cryocan handling in preservation & transportation of frozen Semen straws etc.

(Peon /Daftri):-

Orientation training regarding Organizational Set Up and Hierarchy Training regarding Maintenance of Office Record and its Safe Upkeep. Training regarding cleaning of Office equipments/fixtures etc.. Training in Verbal Communication Skills..

33

CHAPTER VII

7.1 SCHEMES AND ACTIVITIES OF ANIMAL HUSBANDRY DEPARTMENT

Department is implementing various schemes for the benefit of livestock owners as

per following detail:-

1. NATIONAL PROJECT ON CATTLE AND BUFFALO DEVELOPMENT

National Project on Cattle and Buffaloes Development has been sanctioned by Govt.

of India on 100% Central Assistance pattern. During Ist Phase, 12.75 Crore were

released for the state for providing maximum coverage of breed able cattle and

buffalo population with Artificial Insemination. Now during 2nd phase an amount of

Rs. 11.26 crore has been sanctioned for the state. Project aims at strengthening of

following activities of Animal Husbandry Department.

1. Strengthening of Liquid Nitrogen Storage, transport and distribution.

2. Strengthening of Sperm Stations ,Semen Banks and A.I. Centres.

3. Acquisition of high pedigree bulls for Sperm Stations and for Natural Service in

remote areas.

4. Strengthening of training facilities.

5. Computerization.

2. ASSISTANCE TO STATE FOR CONTROL OF ANIMAL DISEASES Due to large scale Interstate Migration from adjoining states and lack of

Nutritional grasses and fodder due to hilly topography most of animals are prone to

various livestock diseases. Central Govt. has provided assistance to State Govt. for

control of contagious diseases under ASCAD which is on the pattern of 75% Central

Share and 25% State Share.

Diseases for which free vaccination is being provided to livestock owners under

this project are FMD, BQ, Enterotoxaemia, PPR, Ranikhet Disease Marek’s disease and

Rabies.

3. CENTRALLY SPONSORED SCHEMES IN POULTRY SECTOR:-

To develop poultry sector in Himachal Pradesh Department is running following

poultry development schemes especially in rural areas of the State.

34BACKYARD POULTRY FARMING

Under Backyard Poultry Project, 2-3week old chicks of coloured Strain variety i.

e. Chabro are supplied to the farmers of the State.

One unit consist of 50 -100 chicks @ Rs. 20/chick.

These chicks are produced at the two hatcheries i.e. Nahan and Sundernagar,

strengthened under the Centrally Sponsored Scheme “Assistance to State Poultry

Farms”.

4. LIVESTOCK INSURANCE SCHEME-

Scheme started in March 2006 in District Mandi and Kangra Now extended to

Hamirpur, Shimla and Chamba with objective to save livestock owners from loss

in the event of death of high yielding cattle and Buffalo.

Cows and Buffaloes giving 5 lts or more milk per day are insured under this

scheme.

Premium of Insurance kept at 6.50% for 3 years , 50% of which is being paid by

the Govt. and 50% by the owner.

5. SHEPHERD INSURANCE SCHEME Centrally Sponsored scheme started during 2007-08.

The premium of Rs. 330.00 per annum per breeder will be borne in the ratio of

Rs. 100:150:80 between the Life Insurance Corporation: Govt. of India: Shepherd. Benefits to Sheep breeders:-

Natural death Rs. 60000/- On death due to accident Rs.150000/- Permanent total disability due to accident Rs.150000/- Loss of 2 eyes or 2 limbs in an accident Rs.150000/- Loss of one eye or one limb in an accident Rs. 75000/- Scholarship of Rs. 1200/year for two children of the beneficiary

studying in class 9-12th . 6. DOODH GANGA PROJECT (DAIRY ENTERPRENEURSHIP DEVELOPMENT

SCHEME) :-

Doodh Ganga Scheme has been launched in collaboration with NABARD in the

State . The benefits of this scheme include:-

1. Bank Loan of Rs. 5.00 lakh for purchase of 10 cows and

construction of shed for them including 10% share of the

Beneficiary.

352. Bank Loan to the tune of Rs. 18.00 lakh for purchase of cold chain

milk transportation system.

3. Bank Loan to the tune of Rs. 24.00 lakh for establishing Milk

products making units.

4. There is provision of 25% subsidy on loan for farmers of General

category and subsidy of 33.33% for farmers of SC/ST Category

7. BHED PALAK SAMRIDHI YOJNA

District Chamba, Mandi and Kangra have been selected for Sheep and Goat Development.

District Kullu and Shimla have been selected for Rabbit Development.

Under this project, landless marginal farmers, Individual Farmers, Self Help

Groups are intended beneficiaries for setting up Sheep/Goat/Rabbit rearing units, preference is to be given to traditional shepherds, women and SC/ST farmers.

Ceiling of Funds to be provided by Commercial Banks, regional Rural

Banks and State Cooperative banks is as under:- S.No Component Total Financial

Outlay Pattern of Assistance ( ceiling on capital subsidy)

Beneficiary Share

1 Rearing Sheep & Goats (40+2)

Rs. 1.00 lakh, 33.33 % of outlay subject to maximum of Rs. 33,000

Minimum 10% of total cost

2 Sheep and Goat Breeding Units (500+25)

Rs. 25.00 lakh 33.33 % of outlay subject to maximum of Rs. 8.33 lakh

25% of total project cost

3 Rabbit Rearing Units

Rs. 2.25 lakh 33.33 % of outlay subject to maximum of Rs.0.75 lakh

Minimum 10% of total cost

Commercial Banks, Regional Rural Banks, State Cooperative banks are the

eligible financial institutions.

8. SHEEP INSURANCE SCHEME” will be implemented in District Shimla, Kinnaur, Kullu,

Chamba, Kangra and Mandi of the State. 5.25 lakh sheep of these districts are to be

covered under this scheme in. Departmental of Animal Husbandry and HP Wool

Federation will jointly implement this scheme. Insurance of sheep migrating from these

districts during winter season will be carried out in Districts where the Sheep migrate.

Following are the salient points of this scheme:-

1. To provide insurance cover to sheep in the event of accidents like floods,

earthquakes, fire disease out break etc.

362. Insurance of Sheep within age group of 1-9 years for period of one year

(Indigenous, Exotic and Cross Bred) is to be undertaken under this scheme.

3. Oriental Insurance company will be providing insurance cover in Himachal

Pradesh.

4. Premium amount for One year insurance of one sheep per year is Rs.44/- out of

which Rs. 25 will be paid by the GOI and Rs. 19.00 are to be collected from the

beneficiary.

5. In the event of death of sheep, there is provision to pay up to Rs. 1200/-per sheep

to the Sheep breeder.

6. For insurance and valuation of Sheep a team of Veterinary Officer and

Representative of Insurance company will examine the Sheep and Veterinary

Officer will issue health/valuation certificate (Stationery to be provided by the

insurance company), then sheep are to be tagged with the tags to be provided by

the insurance company, after collecting beneficiary share of premium amounting

to Rs. 19/- per sheep the Veterinary Officer may be directed to issue temporary

receipt to the Sheep owner. Thereafter the cases are to be sent to the Insurance

Company under intimation to this office.

9. RASHTRIYA KRISHI VIKAS YOJNA:-

It is a centrally sponsored scheme covering following activities pertaining to

Animal Husbandry department:-

• Provision of ration to pregnant cows and buffaloes belonging to SC farmers during last trimester of pregnancy.

• Provision of calf ration to calves of crossbred cows and buffaloes belonging to SC livestock owners.

• Organization of Animal Health Camps. • Provision of mineral supplement to sheep. • Provision of machine shearing facility. • Provision of mobile sheep dips for dipping sheep in medicated solutions

protecting them against skin diseases and ecto parasitism. • Aid to establish central disease diagnostic laboratory in GCNCOVAS, Palampur,

(H.P) • Aid to conserve the germplasm of hilly cattle. • Establishment of cold chain for milk and milk products. • Establishment of advanced multi disciplinary veterinary services and farmer’s

capacity building. • Development of small ruminants.

37CHAPTER VIII

TRAINING PLAN

8.1 Introduction The training plan shall consist of providing training to each and every employee once in five years and training to newly recruited staff as well. The training plan shall be formulated every year to achieve the above objectives. There is a total filled strength of 5326 numbers of various categories of the employees in the Department of Animal Husbandry. It shows that plan is to be prepared to provide training to 1066 numbers of employees each year. The number of employees to be trained may be more depending upon number of trainings to be given in more than one discipline to a group of employee in order to cover all training needs. More emphasis shall be given on training of women employees 8.2 Approval of Training Plan The training plans shall be got approved from the Administrative Department in the first quarter of financial year, so that the training is provided well in time according to the plan. The technical staffs has to serve in more than one technical section or wings during service period depending upon transfer from one section to other. Hence training in more than one discipline is required to be given to keep the officers up-to-date in all disciplines of the department in order to disseminate best technical know how to the livestock owners according to their needs. 8.3 Orientation cum Induction training plan Department of Animal Husbandry shall provide orientation cum induction training to all the newly recruited technical officers/officials i.e. V.Os and Vety Pharmacists and ministerial staff as and when the recruitment of such staff takes place. Department shall include this training programme in its annual training plan and shall keep provision of adequate funds for the purpose. The training module of 45 days duration for V.Os and 15 days for Vety Pharmacists is given in the chapter titled “Training Module”. The induction training programme for ministerial staff shall be framed by the HIPA as already decided at the Govt level. 8.4 Training plan for the technical officers A.H. department has to provide technical know how to livestock owners on various aspects of Animal Husbandry to develop profitable Dairy, Poultry, Sheep and Rabbitery in the State. So training is needed to the technical staff regarding implementation of breeding policy, Artificial Insemination, Embryo Transfer Technology, Semen Processing and preservation and control and Extension Work of various ongoing activities of the department. In view of the level of extension workers, the technical staff consists of the following categories:-

38S.NO CATEGORY OF

TECHNICAL STAFF/OFFICERS

DESIGNATION OF DIFFERENT STAFF

FILLED STRENGTH

1 Senior Level Officers at the Directorate and District Level

D.D(AH/B) in all districts, DD(Poultry),DD(AP),DD(Epidemiology),AD(Extension)inall districts, AD(Farms), AD(S&W),AD(RP) ,AD(CP), AD(Projects), AD(Disease Investigation) and DD(Dairy)

62

2 Middle Level Officers

Sr.Veterinary Officers,Vety Officers

326

3 Class-III employees Vety Pharmacists,Animal Husbandry Assistants and Chief Pharmacists

2295

4. -do- Drivers 48 The senior level officers at the directorate and district level shall be given refresher training on various technical matters. The detail is given at Annexure 8- A

8.5. Training of Non –Technical & Ministerial staff:-

The non technical or Ministerial Staff shall be provided training in Conduct Rules, Office Procedure, Maintenance of record, Leave Rules, Pension, Financial Administration, Basic Computer, Disciplinary Proceedings, E-Governance, on various aspects of Information Technology at regular intervals in order to update their skills in the work. The Non-Technical staff Class-iv like Peon, Chowkidars shall also be provided training on their day to day activities regarding upkeep of departmental records and property. Non technical staff consists of following categories:-

S.NO CATEGORY OF MINISTERIAL STAFF

DESIGNATION FILLED STRENGTH

1 Senior Level Officers at the Directorate and District Level

Assistant Controller (F&A), Section Officer(F&A),Supdt Gr-I,Supdt-II,Law Officers and Statistical officers

43

2 Middle Level Employees

Sr. Assistants, Private Secretary and Steno Typist.

111

3 Junior Level Employees Junior Assistants/Clerks 61 The detail is given at Annexure 8- B 8.6 Training plan for class –IV staff:- The class -IV technical staff consisting of beldars and non technical staff consisting of peon and chowkidars shall be provided one refresher training each by covering at least 475 numbers of employees respectively under the plan in a year. We have prepared a separate training module for this category, which fits in our needs.

39S.NO CATEGORY OF

MINISTERIAL STAFF

DESIGNATION FILLED STRENGTH

1 Class-IV employees Beldar cum Water Carrier and Animal Husbandry attendants

2364

The detail is given at Annexure 8- C 8.7 Training outside the state The technical officers are being imparted training in various development activities in Animal Husbandry sector in different parts of the country. The possible states and areas having achieved good progress in Animal Husbandry and allied sector are given at Annexure 8-D 8.8 Number of trainings to be attended at different levels The number of trainings to be given to a homogeneous group of employees at various levels of postings, promotion and placements shall depend upon their collective training needs.

40 Annexure -8A

Training of Senior Level Officers Category of Employee to be trained

Title of Training programme

Approximate Nos to be trained in a year

Duration of Training

Name of Training institute

Dy. Directors Office Procedure & financial administration

3 3-5 days HIPA

Assistant Directors

Office Procedure & financial Administration, RTIAct,2005,E-Governance etc.

9 Nos -do- HIPA

Training of Middle Level Officers Category of Employee to be trained

Title of Training programme

Approximate Nos to be trained in a year

Duration of Training

Name of Training institute

S.V.Os Office Procedure & financial administration, RTIAct,2005,E-Governance,Advance Computer etc.

10 Nos 3-5 days HIPA

V.Os - Induction training 20 Nos 45 days Directorate,Vety Hospitals, Different Farms etc.

-do- Refresher training in latest trends in Veterinary surgery ,Gynaecology and Obstetrics ,Vety Medicine, Animal Nutrition and Management of various Animal /Poultry disease out breaks.

20 Nos 8 days Chowdhari Shrawan Kumar Himachal Pradesh Krishi Vishavidyala ,GCN College of Veterinary and Animal Science Palampur

-do- Training of Vety Workforce in Preparedness ,Control and Containment of Avian Influenza in the State

20 Nos 1 day (SAMETI) MASHOBRA

41 Training of Class-III Officials Category of Employee to be trained

Title of Training programme

Approximate Nos to be trained in a year

Duration of Training

Name of Training institute

Vety Pharmacists,

Induction Training Depending upon the Number of newly recruited Vety Pharmacists

15 days Nearby Vety Hospitals /Sub Divisional Hospitals

Vety Pharmacists, Animal Husbandry Assistants and Chief Pharmacists

Refresher Training in recent advances in Artificial Insemination Technique

320 Nos 3 days Departmental Training Centre Bilaspur

Drivers Refresher Training in safe driving skills and knowledge of traffic rules.

10 Nos. 5 days H.R.T.C Workshop Shimla.

Annexure-8B Training of Senior Level Officers Category of Employee to be trained

Title of Training programme

Approximate Nos to be trained in a year

Duration of Training

Name of Training institute

Suprintendents Gr-I

Office Procedure & financial administration

2 3-5 days HIPA

Supdts Gr-II, Private Secretary, S.O

Office Procedure & Financial administration, RTIAct,2005 ,E-Governance etc.,Conducts Rules and Disciplinary Proceedings

7 Nos -do- HIPA

42 Training of Middle Level Employees Category of Employee to be trained

Title of Training programme

Approximate Nos to be trained in a year

Duration of Training

Name of Training institute

Sr. Assistants Stat Assistants and Steno Typist

Office Procedure & Financial Administration, RTIAct,2005, E-Governance, Basic Computer Advance Computer etc. Noting and Drafting

23 Nos 3-5 days HIPA

Training of Junior Level Officials Category of Employee to be trained

Title of Training programme

Approximate Nos to be trained in a year

Duration of Training

Name of Training institute

Junior Assistants/Clerks other non-technical employees

Basic Computer Advance Computer etc. Noting and Drafting

14 Nos 3-5 Days HIPA

Annexure-8C Training of Class-IV Officials Category of Employee to be trained

Title of Training programme

Approximate Nos to be trained in a year

Duration of Training

Name of Training institute

Animal Husbandry Attendent

Practical training in upkeep of Sheep Farm, Lab equipment, Rabbitery, proper handling of livestock and upkeep of their houses and feeding/watering troughs. Handling, feeding/ watering and care of birds.

475 Nos 50 days Departmental Sheep Breeding Farms,Cattle Farms,Poultry Farms and Sperm Stations

43 Annexure-8D Training of the Technical officers/officials outside the State Category of Employee

Purpose of Training cum Exposure visit

No. Of Employees to be trained in a year

Duration of training

Training institutes and places to be visited

Assistant Directors

Tools and Techniques in Managing Development Projects

2 5 days MANAGE HYDERABAD

S.V.Os/V.Os

Orientation training courses for Poultry Production

3 6 days Central Poultry Development Organization Hessarghatta Bangalore

-do- Workshop on Extension Methodology for Livestock for Livestock Production

5 5-8 Days Extension Education Institute Nilokheri

Vety Officers Recent advances in Animal Disease Diagnosis and their Treatment

20 8 days IVRI IZATNAGAR, (U.P)

S.V.Os/Vety Officer

BSE Diagnosis 1 2 days REGIONAL DISEASE DIAGNOSTIC LABORATORY JALANDHAR

-do-

BSE Diagnosis by ELISA

1 2 Days -do-

-do- Hands on training on Elisa Techniques

2 3 days -do-

-do- Training of Vets for BSL-II Lab

1 3 days -do-

Vety Officer Hands on diagnostic technique for parasitic disease

2 3 days -do-

-do- Diagnosis of Disease of Sheep

2 3 days -do-

-do- Training of Vets in STD Diagnosis

2 2 days -do-

Vety Pharmacists

Animal Disease Control and Management

20 8 days IVRI IZATNAGAR, (U.P)

-do- -do- 120 Nos 5 days BAIF Allahabad(U.P)

44

CHAPTER IX

TRAINING MODULES 9.1.Training module for newly recruited Veterinary Officers/Veterinary Pharmacists:- The newly recruited Veterinary Officers/Veterinary Pharmacists of the state Department of Animal Husbandry shall be given induction cum orientation training as per the requirements of the H.P State training policy, 2009. The induction training programme shall have 45 days duration for Vety Officers and 15days for Vety Pharmacists. The training shall be completed in following two phases: - Phase- I

Office procedures, financial administration, conduct rules, service rules, etc.

Phase-II Training on various schemes and programmes of the department, Training on day to day office works relating to maintenance of office records Training on various technical subjects like Veterinary Medicine, Gynaecology and Obstetrics, etc. Veterinary officers At Departmental Sub -Divisional Hospitals/Vety Hospitals Duration 45 days INDUCTION TRAINING TO NEWLY APPOINTED VETERINARY OFFFICERS JOINING THE ANIMAL HUSBANDRY DEPARTMENT:-

(A) Those appointed in the Vety. Hospitals/Central Vety. Dispensaries :-

Phase –I

To understand the Office Procedure and Rules and Regulations of Govt. Institutions at HIPA for 15 days.

Phase –II

30 days training to understand the working of institutions and professional tips by attaching with the nearest Sub Divisional Vety Hospitals where Senior Vety Officer is working.with the nearest Sub Divisional Vety Hospitals where Senior Vety Officer is working.

(B) Those appointed in various Farms/Laboratories.

45Phase –I

To understand the Office Procedure and Rules and Regulations of Govt. Institutions at HIPA for 15 days.

Phase –II For 15 days attached with Sr. Veterinary Officers and for15 days attached with Senior

Officer of the Farm or Laboratories. For 15 days at HIPA as in case of (A)

Veterinary Pharmacists:-

At Departmental Sub Divisional Hospitals/Vety Hospitals Duration 15 days INDUCTION TRAINING TO VETERINARY PHARMACISTS JOINING THE ANIMAL HUSBANDRY DEPARTMENT:- Day 1-2 :-Tips on duties and responsibilities ,organisational set up, behaviour with public, discipline and etiquettes. Day 3-4:- Tips on departmental schemes /activities . Day 5-8:- Tips on maintenance of routine office records/returns. Day 9-10:- Tips on rules and regulation concerning the Animal Husbandry. Day 11-14:-Tips in handling and treatment of various Livestock. Day 15:- Tips on Artificial Insemination with frozen semen. 9.2 Training module for training of technical staff Keeping in view the training needs, the technical officers/officials of various levels shall

be given training on various A.H.sector subjects at training institutes within state/outside

State as per detail given in Table below.

Detail of training module for technical staff:- S. N

Category Training institute

Level of officers

Title of Training module

Detail of Training Module

Duration of Training

1 Technical officers

HIPA Assistant Directors Vety Officers, Sr. Vety Officers,

Office Procedure & financial Administration

Training module is prepared by the HIPA

3-5 days

2 -do- Indian Veterinary Research Institute Izatnagar(U.P

Vety Officers

Recent advances in Animal Disease Diagnosis and their Treatment

Module is prepared by the said Institute

8 days

3 -do- Chowdhari Shrawan

-do- -do- -do- 8 days

46Kumar Himachal Pradesh Krishi Vishavidyala Palampur

4 -do- Departmental Training Centre Bilaspur

Veterinary Pharmacists

Recent advances in Artificial Insemination Techniques .

3 days

9.3 Training module for training of non technical staff Keeping in view the training needs, the non- technical officers of various levels shall be provided training in Office Procedure & Financial Administration, Basic computer, MS Word/ MS Excel/ Power Point, Conduct Rules, Disciplinary Proceedings, e- governance and information technology at regular intervals in order to hone their skills in computer application as well as various day to day service matters. The non technical class –IV staff like Peon & Chowkidars shall also be provided training on their day to day activities regarding care of the departmental property at the District level training centres of HIPA and other institutes in order to avoid undue hardships to them in travelling to distant institutes in the state. The Animal Husbandry Department has prepared a training module for Class-IV employees which is as follows:- TRAINING TOPICS TO BE COVERED IN TRAINING MODULE OF CLASS-IV EMPLOYEES OF ANIMAL HUSBANDRY DEPARTMENT IN HIMACHAL PRADESH. 9.3.1 AT CATTLE BREEDING FARMS:-

Training regarding protection against environment pollution :- Waste Management /Waste disposal as per the norms of pollution control board

H.P. “PLASTIC HATAO PARYAVARAN BACHAO.” To help in keeping the Farm/Institution clean & hygienic to staff as well as

livestock. To learn the upkeep of machines, instruments and equipments used in the farm. Practical training in production of fodder, harvesting /cutting, preservation and

storage. Proper storage of concentrates. Cleaning of animal sheds, bathing and grooming of livestock. Proper feeding, watering and exercise of milch animals. To differentiate the sick animals from healthy ones and report to superiors about it. Safe handling of electric gadgets used at the farm to avoid accidents due to stray

current. To follow the instructions of superiors in letter and spirit regarding proper

management of the farm. Proper methods of milking, milk handling, Storage and transportation .Proper

cleaning of milking machines and milk containers. Training in moral values,behavioural skill , motivation to adopt punctuality

,sincerity and accountability and role of every citizen in National building.

47

9.3.2 . AT POULTRY FARMS:-

Training regarding protection against environment pollution :- Waste Management /Waste disposal as per the norms of

pollution control board H.P. “PLASTIC HATAO PARYAVARAN BACHAO.” To help in keeping the Farm/Institution clean & hygienic to

staff as well as livestock. Cleaning of poultry sheds and individual nests and perches. To ensure controlled access of visitors to the farm. Tips regarding proper feeding, watering, medication according to age and

production status. Securing of birds for examination /medication and transportation. Care during transportation of birds of different age group. Special care of young birds regarding handling, feeding, watering and protection

from scavengers. Proper handling storage and grading of eggs for table purpose, for hatching

purposes and transportation of eggs. To notice the sickness vices and abnormal behaviour of birds and report to the

superior in charge of farm. Handling /disposal of poultry manure and replacement of according to system

adopted. To assist in sexing of chicks. Training in moral values,behavioural skill, motivation to adopt punctuality

,sincerity and accountability and role of every citizen in National building. 9.3.3. AT SHEEP BREEDING FARMS:-

Training regarding protection against environment pollution :-

Waste Management /Waste disposal as per the norms of pollution control board H.P. “PLASTIC HATAO PARYAVARAN BACHAO.”

To help in keeping the Farm/Institution clean & hygienic to staff as well as livestock.

Training in sheep grazing, fodder production /procurement and preservation and storage.

Assist in dipping of sheep and cleaning of sheep dip. Cleaning of sheep pens, feeding and watering according to age, sex

and stale of production. Securing of animals for medication and other pruposes . Care of breeding rams,[pregnant ewes, freshly lambed mothers ,young

born with special care of orphan lambs. Shearing of sheep with hand as well as machine shearers. Assistance in grading and storage of wool and its transportation. To differentiate sick animals from healthy ones. Training in moral values, behavioural skill motivation to adopt

punctuality, sincerity and accountability and role of every citizen in National building.

489.3.4. AT SPERM STATIONS:-

Training regarding protection against environment pollution :- Waste Management /Waste disposal as per the norms of

pollution control board H.P. “PLASTIC HATAO PARYAVARAN BACHAO.”

To help in keeping the Farm/Institution clean & hygienic to staff as well as livestock.

To learn the upkeep of machines, instruments and equipments used in

the Sperm Stations. Practical training in production of fodder, harvesting /cutting,

preservation and storage. Proper storage of concentrates. Cleaning of animal sheds, bathing and grooming of livestock. Proper feeding, watering and exercise of breeding bulls . To differentiate the sick animals from healthy ones and report to

superiors about it. Safe handling of electric gadgets used at the farm to avoid accidents

due to stray current. To follow the instructions of superiors in letter and spirit regarding

proper management of the Sperm Station. Skilled assistance to Vety Pharmacists and Veterinary officer engaged

in Semen collection, Semen processing, Semen preservation and Semen transportation.

Safe handling of liquid nitrogen and its containers to avoid accidents and wastage of LN2.

Cleaning and upkeep of equipments used in Semen Collection, Semen Processing, Preservation and transportation.

Training in moral values, behavioural skill motivation to adopt punctuality, sincerity and accountability and role of every citizen in National building.

9.3.5. AT RABBIT FARMS:-

Training regarding protection against environment pollution :- Waste Management /Waste disposal as per the norms of

pollution control board H.P. “PLASTIC HATAO PARYAVARAN BACHAO.”

To help in keeping the Farm/Institution clean & hygienic to staff as well as livestock.

Training in securing of rabbits for medication and other purpose. To maintain proper hygiene in the rabbit farm. Cleaning /disposal of

urine and to maintain proper temperature and humidity. Proper feeding and watering techniques. Knowledge about behaviour of rabbits. Proper storage of feeds and roughages. Care during mating of rabbits. Proper handling of electric gadgets to avoid accidental fires.

49 Watch and Ward of farms. Upkeep of equipments, instruments, medicines and other essential

items required at farm. Training in moral values, behavioural skill, motivation to adopt

punctuality, sincerity and accountability and role of every citizen in National building.

9.4 Training module of sponsored training programmes for technical and

ministerial staff organised by HIPA Technical and ministerial staff is also sponsored by the department for training in various subjects like Office Procedure and financial administration, service rules, conduct rules, Basic Computer course etc organised by HIPA from time to time for the employees of various department of state Govt. About 3-5 numbers of employees of the Animal Husbandry department shall be sponsored for each training programme. Efforts shall also be made for sponsoring maximum numbers of women employees in sponsored training programme for their training at the regional centres of HIPA in the District in order to avoid any hardships to them in travelling to distant training institutes.This department intends to start induction training for newly appointed clerks on the topic enlisted below and it is to be facilitated by the HIPA:-

FOUNDATION COURSE FOR CLERKS IN A.H. DEPARTMENT :-

1. Tips in diary/dispatch, typing, record maintenance, To diarise the entire dak using REFNIC software and assign diary number automatically generated by REFNIC software. Also generate varios reports through this software like diary register.

2. Opening and maintenance of files , refreshing, dealing cases including noting drafting , recording of files, maintenance of various registers.

3. Acquisition, maintenance and upkeep of Stores, Stock stationary articles and accounts and registers.

4. Preparation of all types of bills such as pay bills, T.A bills medical reimbursement bills , contingencies ,contractor supplies and advances etc. Handling of Cash and Cash Book maintenance, Bill register maintenance.

5. Personnel /Service /Establishment matters including recruitment and promotion rules , condition of service posting ,Transfers ,Maintenance of Service Books(PMIS), Implementation of Roster system for induction and promotion.,Index cards, Service Record ,Leave Account, Calculation of Pension,To deal with disciplinary matters and personal file.]

6. Assisting in planning and monitoring of developmental, social and welfare schemes.

7. Regulatory matters such as issue of License,Permits and various types of certificates.

8. Basic Computer Skills.

509. Tips regarding Organisational set up, Departmental Schemes, Policies and activities.

9.5 Module for Training of the technical officers Outside the state:- It is important that all employees are updated in their knowledge periodically and are acquainted with the latest developments not only in their area of working but also with the ever changing scenario in different parts of the country. There are various institute of national and international importance engaged in A.H. sector in the country. The training of employee to these institutes will definitely enhance their knowledge & skills, which they can apply to their areas of working in the state. 9.6 Assessment of trainees The departmental officers deputed for training to various training institute for attending refresher training courses within state and model training courses outside the state shall be periodically assessed. The feedback on various training courses attended by them, and the relevance of the courses or modules for the up gradation of their knowledge shall be obtained from each trainee at the end of their training programme. A performa has been designed for the trainees in this regard. Each trainee officer shall submit the feedback on relevance of the training on the prescribed performa (Annexed). The detailed process of evaluation of training is as under: Organisation spend a considerable amount of time and money paying for people to learn. There are a variety of reasons and motives for the need to learn, and it is likely to occur as new employees, technologies or working practices are introduced. It should also be to help people to improve their performance, or for individual personal development. For progressive organizations, learning is considered an investment where, typically, 1% of a payroll is invested in training and development. Success for this investment is usually achieved by having a clearly defined policy, with an effective training function for its implementation. As with most forms of investment, the intention is to obtain benefit, both for the organization and its employees. Unfortunately, the management of some organizations see training simply as a cost something that has to be reduced to a minimum. They fail to recognize the time and money being wasted by people engaged in ineffective learning. Management are usually well aware of the consequences of poor performance, but do not always accept the link between this and having a well-managed, effective training function. You might be fortunate to work for an organization that sees a benefit- in investing in training and development. Alternatively, and less fortunately, you could be working for an organization that needs to be convinced that training is a worthwhile investment. In either case the evaluation of training will be an essential part of your work and, as a training manager it is likely to be your responsibility. 9.6.1 BENEFITS OF EVALUATION In a recent survey carried out by the Industrial Society reports that 80% of more than 450 companies studied carry out only superficial evaluation of training. Often it is limited to 'post-course questionnaires inviting trainees to comment on the course tutor, overhead

51slides and lunch.' As a result most of these companies do not know whether their investment in training is justified. However, according to the survey, the situation is changing due to a drive for improved business efficiency by senior management. This is resulting in moving towards more systematic evaluation of training. The report lists the following benefits to be gained from evaluation:

A better link between training and business strategy.

Improvement in training methods

Better guidance on future training needs .

More credibility for training function

Better able to prioritize training activities .

Improvement in trainers.

Better service to customers

More senior management commitment to training.

Better control of training costs

Improved staff morale.

Improved external credibility for organization

Training manager shall be able to answer three basic questions:

1. Is the quality of training available to the Department and employees of the department satisfactory?

2. Does the provision of training result in improved performance? 3. Can the Department's investment in training be justified?

The sequence of these questions is important, because the answer to the first question inevitably influences the answer to the next one. The questions are also closed requiring , at least initially, to answer' Yes' or 'No'. If the answer is yes, then the next question could be 'how can it be proved? if the answer is no, then the next question would be 'Where are the problems -and what is being done about them? 9.6.2.KEY TERMS To answer the three questions posed above, will need to have a system developed around the following definitions. Internal Validation

52'A series of tests and assessments designed to ascertain whether a training programme has achieved the behavioural objectives specified.'

External Validation

'A series of tests and assessments designed to ascertain whether the behavioural objectives of an internally valid training programme were realistically based on an accurate initial identification of training needs in relation to the criteria of effectiveness adopted by the organization'.

Evaluation of Training

'The assessment of the total value of a training system, training course or programme in social as well as financial terms. Evaluation differs from validation in that it attempts to assess the overall cost benefit of the course or programme, and not just the achievement of its laid-down objectives. The term is also used in the general judgmental sense of the continuous monitoring of programme or of the training function as a whole'.

9.6.3. Reasons for doing internal validation include:

It provides trainers with feedback about the training they provide

It checks whether trainees have achieved the specified objectives.

It enables the quality of training to be monitored

It indicates where the effectiveness of training can be improved.

It indicates where training can be more efficiently delivered.

It provides the basis for certification

This is to be considered about the people trained, where they have achieved the objectives specified-based on the identification of their training needs. They will now return to their jobs and a process of external validation will now be used to ascertain whether they are now able to perform to a satisfactory standard. 9.6.4.Reasons for doing external validation include:

It involves line or departmental management .It focuses on actual performance

It can be related to identified training needs

It establishes the basis for the transfer of learning

It indicates the validity of the specified training objectives.

It can be used as evidence of competence

It provides essential data for cost benefit analysis.

53

It proves the benefits being obtained from training

Having completed the training and established its validity, both internally and externally, the Department shall then decide to evaluate their investment. This might be done by senior management, by accountants, consultants, or by customers. Each will use what they consider to be an appropriate criterion. It shall be done with or without the involvement or knowledge training providers`. While doing this evaluation it is likely that the results will also be used to evaluate the training function, as a whole. 9.6.5. Reasons for doing an evaluation of training include:

It recognizes the importance of satisfying the needs of clients.

It provides justification for the investment in training

It establishes the benefits of having a training function

It encourages management to make further investment in training.

It enables training to be valued from different perspectives

It includes cost benefit analysis.

It provides professional discipline for training management.

It encourages careful scrutiny of training proposals.

9.6.6.SYSTEMS FOR THE EVALUATION OF TRAINING To be able to apply the concepts of validation and evaluation to the department training function will require to develop effective systems for evaluation. It is needed to include procedures for carrying out both internal and external validation, and encouraging the evaluation of the organization's investment in training and development. Ideally, the systems should cover all aspects of the training function. From a management of training point of view, It will need to know where resources are being invested. More important will be to establish the effect of their use for the benefit of the Department and its employees. Some aspects of training will be more easily evaluated than others, for example, carrying out internal validation of an off-job training course is far easier than on-job training, where learning and job performances are likely to be combined activities. Systems for the evaluation of training should be devised and developed to suit the Department and the work being done by its training function.

54

Format for submission of training note by the officer/official attending training at the training Institute:- 1. Name of the Training Institute:- __________________________________________ 2. Name of the Officer/Official :- __________________________________________ 3. Designation:- __________________________________________ 4. Title of the training programme:- __________________________________________ __________________________________________ 5. Duration of the training:- __________________________________________ 6. Training Methodology adopted during training session:- __________________________________________ __________________________________________ 7. Relevance of the training for enhancing extension & communication skills:- __________________________________________ __________________________________________ 8. Relevance of the training for enhancing technical skills/knowledge:- __________________________________________ __________________________________________ 9. Brief note on training attended and suggestions for further improvement and the effect of training on transfer of learning:- ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ _________________________________

Signature

Name __________________ Address of trainee _______________ ________________________

55CHAPTER-X

TRAINING INSTITUTES

10.1 Training institute for training within states The following training institute are available within state for training of technical and non technical staff as per detail given below:- 10.1.1 Training of non technical or ministerial staff

a) Himachal Institute of Public Administration (HIPA)

10.1.2 Training of technical staff

a) CSKHP Krishi Vishavidyala(COVAS) Palampur,H.P. b) SAMETI Mashobra Shimla. c) HIPA Fairlawn Shimla.

10.2 Training institute for training of technical officers outside the state

a) Indian Veterinary Research Institute ,Izatnagar,U.P. b) Regional Disease Diagnostic laboratory Jalandhar,Punjab. c) National Bureau of Genetic Research Karnal,Haryana. d) National Institute of Agricultural Extension Management (MANAGE)

Hyderbad. e) National Institute of Rural Development Hyderbad. f) National Institute of Disaster Management New Delhi. g) Central Poultry Development Organisation, Hessarghatta,Bangalore. h) NDRI Karnal. i) EEI Nilokheri. j) PAMETI Ludhiana.

k) BAIF Allahabad (U.P)

56

CHAPTER-XI

TRAINING OF FARMERS 11.1 Introduction Training and extension is an important programme for the transfer of technology to the farmers for increasing production of Meat, Milk ,Egg and Wool .The scheme aims at organizing training camps/ workshops/ seminars/ courses/ study tours etc. for the farmers. 11.2 Main objective of the scheme � To organize special short term and long term training courses for the rural educated youths, so as to enable them to find self employment or part time employment in the Animal Husbandry Sector. � To organize training camps for farmers at State, District, Block & Village level for creating awareness amongst the farmers about the various schemes and programmes of the state Govt. and to acquaint them with the latest development in Animal Husbandry sector. � To organize seminars for interaction between the farmers, technical personnel for solving the various Livestock problems. 11.3 Venue, Duration and number of camps The venue, duration and number of camps to be organised shall depend on availability of budget. However, the proposed number of various farmers training camps to be organised in a year is given:- Detail of proposed farmers training camps to be organised in a year:- S.NO Detail of

training courses

Location Duration No of camps to be organised in a year

Number of farmer per camp

Training components

1 Rashtriya Krishi Vikas Yojna

Block level

1 day 100 Camps*

100 Awareness of departmental schemes, programmes and redressal of problems of Individual farmers relating to Livestock rearing.

* See detail of camps on Annexure 11

57 Detail of Block Camps

S.No. Distt. Block Camps 1 Bilaspur Sadar 1 2 -do- Jhandutta 2 3 -do- Ghumarwin 1 Total Camps 4 1 Chamba Tissa 2 2 -do- Chamba 1 3 -do- Mehla 1 4 -do- Bhattiyat 2 5 -do- Salooni 1 6 -do- Bharmour 1 7 -do- Pangi 1 Total camps 9 1 Hamirpur Hamirpur 2 2 -do- Bhoranj 1 3 -do- Bamson 1 4 -do- Nadaun 1 5 -do- Bijhari 1 6 -do- Sujhanpur tihra 2 G.Camps 8 1 Kangra Dehra 2 2 -do- Fatehpur 1 3 -do- Indora 1 4 -do- Kangra 1 5 -do- Nagrota Bagwan 1 6 -do- Nagrota Surian 1 7 -do- Nurpur 1 8 -do- Pragpur 2 9 -do- Rait 1 10 -do- Dharamsala 1 G.Camps 12 1 Kangra(Palampur) Baijnath 1 2 -do- Bharwana 1 3 -do- Lambagaon 1 4 -do- Panchrukhi 1 5 -do- Sullah 2 Total camps 5

58 1 Kinnaur Kalpa 1 2 -do- Pooh 1 3 -do- Nichar 1 Total camps 3 1 Kullu Kullu 1 2 -do- Naggar 1 3 -do- Nirmand 2 4 -do- Banjar 2 5 -do- Anni 1 Total Camps 7 1 Lahaul and Spiti Lahaul 1 2 -do- Spiti 1 Total camps 2 1 Mandi Seraj 2 2 -do- Gopalpur 1 3 -do- Chauntra 1 4 -do- Sadar 1 5 -do- Gohar 2 6 -do- Karsog 2 7 -do- Drang 1 8 -do- Sundernagar 1 9 -do- Balh 1 10 -do- Dharampur 2 Total camps 14 1 Shimla Mashobra 1 2 -do- Basantpur 1 3 -do- Theogh 2 4 -do- Narkanda 1 5 -do- Rampur 2 6 -do- Chopal 2 7 -do- Jubbal and Kothkai 2 8 -do- Rohru 1 9 -do- Chhohara 1 Total camps 14 1 Sirmour Nahan 1 2 -do- Paonta Sahib 1 3 -do- Shilli 1 4 -do- Pachhad 2 5 -do- Sangarh 2 6 -do- Rajgarh 2 Total camps 9

591 Solan Solan 1 2 -do- Kunihar 2 3 -do- Nalagarh 2 4 -do- Kandaghat 1 5 -do- Dharampur 1 Total camps 7 1 Una Amb 1 2 -do- Bangana 2 3 -do- Gagret 1 4 -do- Haroli 1 5 -do- Una 1 Total Camps 6

GRAND TOTAL

100 CAMPS

6011.4 NATIONAL TRAINING POLICY:-

Training Division Department of Personnel and Training

Ministry of Personnel, Public Grievances and Pensions Government of India

New Delhi 1996

No. 11014/17/93-Trg. GOVERNMENT OF INDIA

MINISTRY OF PERSONNEL, PUBLIC GRIEVANCES AND PENSIONS DEPARTMENT OF PERSONNEL & TRAINING

NEW DELHI Dated April 15, 1996

Office Memorandum

A conscious policy for the development of the human resources available to the

Government has been sought to be evolved for meeting the challenges of

development - social, economic and political. In this context, the Government

constituted a Working Group to formulate a National Training Policy which, apart

from identifying the objectives which training should meet, would help in balancing

knowledge and skills with attitudinal changes wherever required.

2. The report of the Working Group on National Training Policy was processed in

consultation with the various ministries/departments. After careful consideration of

the Report the Government have now approved a comprehensive strategy for

implementing the Training Policy. Detailed operational guidelines on various aspects

of this strategy are given in the Annexure to this office memorandum.

3. These guidelines will supersede all the earlier guidelines on the subject with the

exception of orders issued on 'Training Allowances'.

4. Based on the guidelines thus issued and taking into account its own specific

requirements, each ministry/department may issue necessary orders for implementing

the training policy, with respect to the employees falling within their jurisdiction. Sd/-

(R. RAMANI) Joint Secretary to the Govt. of India

All Central Ministries/Departments. (i) Annexure to OM No. 11014/17/93-Trg . Dated 15.4.1996

61NATIONAL TRAINING POLICY: OPERATIONAL GUIDELINES

PREAMBLE Government have very significant role to play in the development process and promotion of appropriate conditions which would lend dynamism to the national effort. In a developing country like India both the Central Government and the State Governments would need to ensure that the administrative machinery is sensitive to the dynamics of development and responsive to the socio-economic aspirations of its citizens. A conscious policy for the development of human resource available to the Governments would require to be fostered for meeting the challenges of development – social, economic and political. Training is one of the effective and tested tools for performance enhancement, as well as up gradation of knowledge and skills of the personnel. Organizational motivation and morale, as reflected in the attitudes and administrative culture, are rendered relevant and sharply focused through effective training programmes. Sensitivity to emerging political and social concerns, modernity in thinking and re-orientation of administrative systems would require specifically focused training programmes to enable their diffusion throughout the administrative structure. Training Objectives:

2. Training in Government shall strive to achieve the following objectives: a) Keeping up-to-date and enhancing professional knowledge and skills

needed for better performance of individuals and organizations; b) Promoting better understanding of professional requirements as well as

sensitization to professional, socio-economic and political environment in which work is done; and

c) Bringing about right attitudinal orientation. Training concerns:

3. Social and political ambience is subject to constant change. The Government machinery would have to be continuously attuned to the changing needs. Training programmes for the Civil Services would, therefore, focus on:

a) Responsiveness : to the challenging democratic needs and expectations of

the citizens and organizational and technological developments. b) Commitment: to democratic values and concept of partnership and

participative decision making. c) Awareness: of technological, economic and social developments. d) Infusion of scientific temper. e) Accountability : to ensure high performance in every professional field

and cost effective methods of delivery. Training for all: 4.1 Training would be imparted to all rungs of the Civil Services starting from the lowest and cutting-edge to the highest in policy making. 4.2 For the purpose of appropriate training design; the Civil Services shall be divided into the following three levels:

a) The lowest level f functionaries, that is operatives at the cutting edge, who are mostly members of the Group D services and the lower stages of Group C services;

b) The supervisory levels and the middle management/administrative level; (they are mostly members of the Group B services, but also shade off into higher stages of Group C at one end and the lower stages of Group A at the other ); and

62c) Group A services and All India Services comprising the

administration/management level.

4.3 Training programmes for functionaries at the cutting edge shall address themselves to functional skills and attitudinal orientation. For the middle level, training shall contribute to enhancement of professional knowledge, understanding and skill as also to widening professional outlook. For the higher Civil Services, besides offering stimuli for expansion of the mental horizon and attainment of professional excellence, training shall also endeavour to sharpen perception of inter-relatedness of issues. For the top level of the higher Civil Services, training shall also be aimed at intellectually and professionally equipping the members for holding positions that involve policy analysis, strategic planning and policy formulation. Framework for training 5.1 All categories of civil servants shall receive:

a) induction training at time of entry into service: and b) in-service training at suitable intervals in their career.

5.2 Attendance in training programmes shall be prescribed as a mandatory exercise with possible linkages with career progression. 5.3 For organized higher Civil Services, career span-specific training programmes in each progressive decade of service shall be imparted to provide scope for competence building. 5.4 In order to improve the effectiveness of personnel at different levels and different sectors, area specific short-term skill up gradation/sensitization programmes shall invariably be formulated by Ministries and Departments and specifically targeted to personnel holding specific jobs. 5.5 At the time of movement of personnel from Group D to Group C, Group C to Group B and Group B to Group A, officers shall receive training for specific orientation and competence building. For this purpose, well-structured detailed programme and Action Plan shall be worked out by each Ministry/Department/Organization. 5.6 Personnel recruited to isolated posts ad specialists shall receive training to improve their capabilities of general management outside their chosed area of specialization. 5.7 The in-service training programme for Group C &D expected at the time of movement to a higher Group may be provided in situ or through distance learning methods. 5.8 Training programmes will be specifically designed to meet the requirements of the target group by the organization in consultation with the institutions/consultants/experts. 5.9 Every organisation shall conduct preparatory exercise like analysis of its goals and objectives, training needs analysis, job analysis etc. with a view to determining whether the training intervention needs to be preceded, accompanied by succeeded by one or more non-training interventions. Such exercise will also enable development of appropriate criteria for measuring individual and organizational performance, an essential pre-requisite for the launching of an effective training programme. 5.10 As possession of the right attitude plays a pivotal role in improving the performance levels of individuals, by contributing to formation of commitment in them, training programmes aimed at creating self awareness as well as team building within the organsiation shall be given utmost importance by every organization.

63 Policy Formulation and Coordination 6.1 A National Training Council, headed by the Minister-in-Charge of Personnal shall be set up for advising the Government of India on matters related to training policy, training design and programmes as well as issues concerning their implementation. 6.2 The National Training Policy shall be assisted by a high powered committee of Directions, headed by Secretary (Personnel) in the Ministry of Personnel, Public Grievances and Pensions. This Committee shall generally oversee operationalisation of the Training Policy. It shall also ensure that Training Plans are actually drawn up by Cadre Controlling authorities, syllabi are prepared and proper planning of training activity takes place through preparation of Perspective Plans, Annual Plans and Triennial Reviews. Nodal Authority 7. All organizations will designate training managers at appropriate level to develop and coordinate training programmes and monitor them. The Training Manager shall ensure an integrated approach to training with a view to improve overall performance of the organization. Training Infrastructure 8.1 All Cadre Controlling Authorities shall endeavour to develop suitable infrastructure for induction and in-service training at the cutting edge and middle levels. Use of distance learning methods and in situ training shall be encouraged. Increasing use shall be made of Non-government Organisations for training of civil servants at lower levels. 8.2 Training institutions, experts and resource persons shall be increasingly formed into a network for flexibility in the use of human and material resources. 8.3 Training institutions under the Government shall be permitted to diversify their training-related activities to cater to the increasing requirements of organizations and functional groups in and outside the Government so as to enable them attain a large measure of self-reliance. 8.4 Utmost care shall be exercised in selecting trainers. Efforts shall be made for evolving system for identifying trainer-potential. 8.5 Department of Personnal & Training shall set up a workable system for evaluation of training institutions, without impinging adversely upon their professional autonomy. 8.6 Periodic opportunities for development of knowledge and skills in relevant areas shall be provided to trainers through training programmes in institutions of excellence. 8.7 A Trainer Staffing Scheme shall be operationalised, whereby Department of Personnel & Training shall maintain panel of trainers and potential trainers identified on the basis of scientific system. 8.8 The concept of “once a trainer always a trainer” shall be developed under which expertise developed as a trainer shall be used even after he returns to this line department, either within the organization or by allowing him to go as a resource person to outside institutions. 8.9 With a view to promote harmony between participants, training events and trainers, a system for concurrent monitoring shall be operationalised. Similarly, with a view to avoid mismatch between organizational objectives and training objectives, comprehensive evaluatory exercises shall be undertaken after a time lag. Overseas Training 9.1 Overseas Training shall be entirely need-based and shall predominantly aim at drawing lessons from successful cross-country experiences. Only institutions which are reservoirs of knowledge and data-base on relevant experience shall be used.

649.2 The practice of funding most of the overseas training programmes through multilateral aid schemes shall be continued. With a view to maximize gains from overseas training, adequate pre-training preparation and post training follow-up shall be arranged. In-house expertise 10.1 There will be a conscious attempt to draw on expertise and insight grained by civil servants in the course of their career. Involvement of civil servants in undertaking specific research and studies with a view to formulating new policy initiatives or evaluation of ongoing projects and programmes would be promoted and necessary facilities for study leave or sabbatical to enable civil servants to engage themselves in such tasks, identified and approved by competent authorities, would be provided. 10.2 Documentation of specific initiatives of Government and analysis of policies would be permitted by encouraging civil servants to take up such assignments Funding 11. With a view to provide assured funding for training, each Department shall set apart 1% of its salary budget which shall be used solely for the purpose of training and shall not be diverted for use elsewhere. This will be within the overall ceiling of the salary budget. Further, earmarking of funds to the extent of 1% of the salary budget may not lead to any increase in the salary budget of ministry/department.

6511.5 HIMACHAL PRADESH STATE TRAINING POLICY, 2009

The need for training of government employees hardly requires any emphasis. The matter has been debated very often in various forums and one common suggestion that emerges is that there is a need for training the government employees not only at the time of induction in government employment but also at regular intervals thereafter. It has long been accepted that training can do much to improve the administrative effectiveness. The content of the training should be such as would help them in improving their performance, generate greater interest in their work, develop a positive attitude towards the people with whom they interact and cultivate a sense of participation in the achievement of the goals of the government. It would not be incorrect to suggest that presently “training” is hardly among the priorities in of the government or its departments. It is left to the initiative of individual officers or sometime even political superiors if they recognize the importance of training for officers/staff in their departments. At the same time, the government officers/staff is also very reluctant or indifferent to training as means of their own up gradation and in those few cases where some one opts for training he finds it difficult to be so spared for training by his superiors. The expenditure on training is also not considered an essential or a useful expenditure and as a consequence either very little funds or nothing at all is earmarked for training. II. THE NEED The recent past has seen a paradigm shift in the economic, political, social and technological scenario all around and this state is no exception. This has necessitated taking stock of the available Human Resources both quantitatively and qualitatively. It hardly needs to the mentioned that the competence, skills and attitudes of the State Govt. employees have a great bearing on the quality of their output. This casts upon the government a duty to ensure that it makes all efforts to improve the competence of its employees who are the principal agents of delivering all that the State strives to achieve for its people. And this effort need not remain confined to the time of induction in service of these employees but shall continue throughout the period that such employees remain in government service. A conscious policy for the development of the human resources available to the State Government would, therefore, require to be fostered for harvesting technological, economical, political and social change.

� Training is valuable to both employee and employer. Increased knowledge and

skills make them more productive in their workplace and thus more valuable to

the organisation.

� Another reason to train is because it helps one to keep motivated and breaks up

his normal routine. Some people sit in the same office for years doing the same

66things in a similar fashion over and over. Training can help one to get beyond the

daily routine and perhaps energize one to do better work.

� Part of the energizing process of training is found in the relationships formed

during training sessions. Training offers a time to network with and connect with

other professionals.

� It is important that all employees are updated on their knowledge periodically and

are acquainted with the latest developments not only in their area of working but

also with the ever changing environment of governance.

III. TRAINING CONCERNS

Social and political ambience is subject to constant change. The Government machinery

would have to be continuously attuned to the changing needs. Training programmes for

the Civil Services would, therefore, focus on:

a) Responsiveness: to the challenging democratic needs and expectations of the

citizens and organisational and technological developments.

b) Commitment: to democratic values and concept of partnership and participative

decision making.

c) Awareness: of technological, economic and social developments.

d) Accountability: to ensure high performance in every professional field and cost

effective methods of delivery.

IV. TRAINING FOR ALL

The number of Class-III & IV employees in the State is much larger compared to the number of officers. The officers do get some opportunities to receive periodic training but the lower level staff generally do not have any such opportunities. Even after rendering service of decades such employees never see the inside of a training institute. Besides resulting in a situation where the employees do not get improved, their skills resulting in poor performance, this also results in bringing about an element of boredom or routine in their working which can hardly be considered conducive to their performance. The objective is to provide training to all civil servants at regular intervals during their career span. Thus a mechanism needs be put in place by all department of govt. to ensure that relevant training is imparted on a regular and continuing basis to all rungs of the civil services starting from the lowest to the highest in policy making.

67V. TRAINING OBJECTIVES

The Training Objectives are to:

i. Promote better understanding of professional requirements in the given and

emerging socio-economic and political environment.

ii. Update and enhance professional knowledge and skills needed for better

performance of individuals and Organisation as a whole.

iii. Bring about the right attitudinal orientation.

VI. TRAINING COVERAGE

Training would be imparted to all civil servants irrespective of their grade or level in the government. Elected public representatives whether in state legislature or in PRI’s and urban local bodies will also be imparted training in areas relevant to them. For the purpose of appropriate training design, the target groups shall be divided into following levels:

1) Training for the lowest operating level comprising of Class-IV & Class-III employees shall focus on functional skills and attitudinal orientation resulting in to efficient delivery of public services through training the cutting edge officials.

2) The supervisors to focus on their supervisory and man management roles involving coordination, coaching, counselling skills and interpersonal relations.

3) The middle management level (senior class I gazetted officers generally) to focus on professional excellence, leadership, deep perception of inter-relatedness of issues and project management.

4) The top management level to focus on policy analysis, strategic planning, lateral thinking, policy formulation and project management and monitoring.

VII. TRAINING FRAMEWORK

It shall be ensured by the respective departments that all categories of civil servants

should get:

a) Induction training at the time of entry into service.

b) In-service training through appropriately designed modules based on the aforesaid

objectives at suitable intervals during their career, at least once in five years,

which may be linked to their promotions through amendment in the respective

Service Rules where such linkage is not there.

c) Exposure to major development issues or new techniques through short duration

courses and seminars.

68d) Re-skilling consequent to redeployment of employees.

e) Career Span Specific Plan i. e. Training for all will be compulsory at two levels

i.e. first at the time of joining the service and second at the time of each

promotion or at least once in five years.

f) Employees/officers attending training as per career span specific plan should only

be eligible for promotions.

g) Earmarking funds for training in every department/organisations.

h) Training should not only include exposure of government employees to work

space trainings viz, departmental practices, work methods, technical skills of a

particular department; but must also expose them to life space training i.e.

personality development, stress and time management, communication skills etc.

i) Government employees to be exposed to working of private sector and to be taken

out for field visits to such enterprises.

j) Suitable motivation incentives to be provided to the trainees for best performances

or for the knowledge and skills acquired during the training.

VIII. TRAINING PLAN Each Department to formulate a Training Plan, which is to be prepared on the basis of Training Need Analysis focusing on separate training needs for different categories of employees. The department can seek the assistance of HIPA or any other institute having expertise in the area for conducting such an exercise. Training Institute will ensure that learning outcomes are expressed in terms of specific, measurable, achievable and realistic performance goals. An inventory of all the officials/officers- post wise and category wise to be prepared and updated on an annual basis clearly indicating the following items:

Post wise/Category wise total no of employees.

Trainings received by each employee since the date of induction in service.

Specific employees who have not received any training till date.

Work/assignments handled by each employee without training on the subject

No. of employees trained/retrained during the last one year.

Tentative number of employees, the department intends to send for training in the

next year.

69IX. TRAINING MANAGER

Each Department to designate one of its officers as the Training Manager, to be responsible for review and monitoring of the Training Plan. Systematic evaluation of the usefulness and effectiveness of the trainings to be carried out periodically. All public service institutions will define tasks and responsibilities of each employee and set prescribed standard of performance. Physical and financial targets for different categories of personnel will be prescribed clearly at the beginning of a financial year.

X. TRAINING METHODOLOGY

Training may be imparted at Training Institutions or at the work places or on Decentralised basis at District, Sub-District levels. The pedagogical tools would depend on the target group. However, all available modern methods of training like lecture, group discussions, project work, audio visual materials, printed materials, case studies/action learning, brain storming etc. shall be used. The sponsoring department may evaluate the impact assessment of training in case of each participant and may reflect it with grading system which should be given weightage at the time of promotion of such employee to the next higher post. Appropriate amendment in Recruitment & Promotion rules to be carried out in this context.

XI. TRAINING BUDGET

To ensure funding for training purposes as per the guidelines of National Training Policy, 1996, a specific earmarking 1.5% of salaries head of annual budget of each department to be done by Planning & Finance Departments which shall not be divertible for use elsewhere and to be placed at the disposal of respective departments.

XII. MONITORING AND GUIDANCE

To review the implementation of the State Training Policy, a State Level Empowered

Committee on Training may be constituted which will consist of:

i. Chief Secretary Chairman

ii. Pr. Secretary (Personnel) Member

iii. Pr. Secretary (Admn. Reforms) Member

iv. Pr. Secretary (Training) Member

v. Pr. Secretary (Finance) Member

vi. Pr. Secretary, Rural Development Member

vii. All the other Admn. Secretaries Member

viii. SIO, NIC Member

70ix. Director HIPA Member

x. Addl./Joint Director HIPA Member Secretary

The meeting of the State Level Empowered Committee on Training under the chairmanship of Chief Secretary will take place on annual basis and will consider the following apart from any others that may need its consideration:

1) Annual Action Plan for the training of employees for better delivery of public services.

2) Review and monitoring of the action plan vis-à-vis target and achievements in the field of trainings imparted to the employees of each department for last one year.

3) Explore and suggest the Design and implementation of Training courses and modules for State Govt. Employees.

4) assessing the thrust areas in view of emerging issues on which the training is to be provided to the employees of the each department.

In addition to above, a Training Review Committee shall be constituted in every

department under the Chairmanship of the concerned Secretary which shall meet at least

once every quarter and shall monitor and review the work of training of employees in that

department. A representative of the department of training /HIPA will invariably be

associated with these committees.

XIII. THRUST AREAS

a) Information Technology:

In view of the growing importance of IT, the training programmes should contain

significant inputs on IT application/e-governance in the work of the Department.

b) Decentralised Planning & Development:

The uniqueness of Himachal Pradesh being its strong community base, where community

participation in services for all round development have taken deep roots, conceptual and

experimental aspects of decentralization and people’s participation in government

programmes should invite special focus.

c) Ethics and Values

To build friendly and healthy administrative environment, training programmes should

adequately emphasize on ethics and value-based administration and on all emergent

issues in the society.

71

d) Project Monitoring and Management

This is perceived to be the weakest link in the administrative system that has been largely

responsible for the run away costs and time over runs in most of the prestigious projects.

Frequent training programmes will be undertaken to build a large pool of employees

trained in the latest techniques of project monitoring and management.

e) Office Procedure and Rules

To revive the knowledge and applicability of different rules and regulations and their

procedures in the government with a view to building the capacity to comprehend with

these in the day to day routine working in the administrative system.

f) Governance Issues

Special effort will be made to sensitize the officers to the emerging issues like Human

Development, Gender, Social Justice, Right to Information, Consumer Production,

Human Rights shall be included in all training programmes.

g) Quality Assurance

Quality assurance training offers many ways to deepen the understanding of quality

techniques and implement them in an organization – such as root cause analysis, ISO

9000 and Failure Mode and Effects Analysis. Training will be imparted on quality

assurance to the officers of the departments indicating a demand for it.

XIV. TRAINING INSTITUTIONS

1) HIPA retains its position as ‘Apex’ training institution.

2) As far as training to legal officers is concerned, H.P. State Judicial Academy will

be ‘Apex’ training institution.

3) Need for coordination among various institutions of training of various

departments so that resources financial, human, technical and infrastructural are

used in an optimum manner. HIPA to explore the possibility of distance training

with the IT tools and to undertake action oriented research and documentation on

various issues and to prepare case studies as an input for the training.

4) Monetary and non-monetary incentives for those posted to the training institutes

on a regular basis.

725) Faculty in training institutions to be regularly upgraded in their skills by deputing

them for training programmes within and out side the country provided they agree

to serve the institute for not less than three years after their return from foreign

training.

6) Opportunities for higher education inputs in career progression. Opportunities to

extract benefits of retired experienced people and educated youth as resource

persons/ in training by if the funding for such arrangement is possible without

extra financial burden on the state exchequer.

7) Special relaxation of financial rules for training institutes which have to work

differently.

8) Monitoring of training institute’s working separately at Chief Secretary

level/Department of Training.

73Government of Himachal Pradesh

Department of Training and Foreign Assignment

No .Per(Trg.)B(12)-6/2007 dated: Shimal-2 July, 2009

NOTIFICATION

The Governor, Himachal Pradesh is pleased to constitute a State Level Empowered

Committee on Training to review the implementation of the State Training Policy

comprising of following members:-

1. Chief Secretary Chairman

2. Pr. Secy.(Personnel) Member

3. Pr. Secy.(ARO) Member

4. Pr. Secy.(Training) Member

5. Pr. Secy.(Finance) Member

6. Pr. Secy.(RD) Member

7. All the other Admn. Secretaries Member

8. SIO,NIC Member

9. Director HIPA Member Secretary

The meeting of State Level Empowered Committee on Training will take place at least on

annual basis and will consider the following apart from any others that may need its

consideration:

1) Annual Action Plan for the training of employees for better delivery of public services.

2) Review and monitoring of the action plan vis-à-vis target and achievements in the field of trainings imparted to the employees of each department for last one year.

3) Explore and suggest the Design and implementation of training courses and modules for State Government Employees.

4) Assessing the thrust areas in view of emerging issues on which the training is to be provided to the employees of the each department. In addition to above, a Training Review Committee shall be constituted in every department under the Chairmanship of the concerned Secretary which shall meet at least once every quarter and shall monitor and review the work of training of employees in that department. A representative of the department of training/HIPA will invariably

74be associated with these committees. A Nodal Officer shall also be appointed in each department.

By Order

Chief Secretary to the

Government of Himachal Pradesh

Endorsement No. Per(Trg.)B(12)-6/2007 dated: Shimla-2, June 2009

Copy forwarded to the following for information and necessary action:-

1) Secretary to Governor, Himachal Pradesh.

2) Pr. Secretary to Chief Minister, Himachal Pradesh.

3) All Administrative Secretaries, Himachal Pradesh.

4) Secretary , Public Service Commission, Himachal Pradesh, Shimal-2

5) All Heads of Department, H.P.

6) All Deputy Commissioners in H.P

7) Registrar, Hon’ble H.P High Court, Shimal-1

8) Secretary, Himachal Pradesh Vidhan Sabha, Shimla-5

9) Accountant General, Himachal Pradesh, Shimal-5

10) Registrar, H.P University/Agriculture University, Palampur/Horticulture

University, Solan.

11) All M.D’s Boards/Corporations, Himachal Pradesh.

12) Controller, Printing & Stationery, Shimal-5 with the request to publish the

notification in Rajpatra.

13) Director, HIPA, Fairlawns,Shimal-12

14) Deputy Secretary (GAD) to the Govt. of H.P with reference to item No. 5 of

CMM meeting held on 18-06-2009.

15) Guard file-10

Joint Secretary (Training) to the Government of Himachal Pradesh