RHDTC is a new circle, it is currently a development circle. It was formed at BRRL as the training function developed in RHD. Since its creation, it has developed a Training Policy for RHD, and worked to follow the policy. It has provided training in the purpose built RHD Training Centre, and purchased training from other providers. It is responsible for the administration of all training including overseas training. The Training Policy sets out the recommended amount of training which RHDTC has to provide to the Staff and Officers of RHD. It also sets out the work required to ensure that the training is directed towards the improvement of RHD. This Circle Operational Plan (COP) has been prepared considering this so that RHDTC can play its proper role in the provision of quality job related training to RHD personnel.

The objective of the RHDTC is to contribute to the overall strategy of the Management Services Wing by:

Providing a minimum of 5 days training to all RHD Class 1 and Class 2 Officers per annum. Also to provide 2 days training to all Class 3 and Class 4 Staffs every 5 years. Ensuring that the training provided to RHD manpower is appropriate to their role within RHD, and will help them to improve themselves in that role. Evaluating the training to ensure that the training providers are performing well, and that the RHD personnel are making full use of the training provided. To make RHDTC a Centre of Excellence in the field of Personnel Development and Training.

a) To produce an annual Training Needs Analysis (TNA).

b) To produce an Annual Training Programme.

c) To procure and manage Overseas and Local Training.

d) Production of Training at RHDTC.

e) Development of facilities at RHDTC.

f) Evaluation of the Training which has been provided.

The RHDTC is headed by a Director (SE) supported by 1 Deputy Director (EE) who is assisted by two Senior Assistant Directors (SDE).

Certain officers in the Training & HRD Circle are to be designated as specialists. Specialist posts for engineers with specialist training are hash marked thus, EE #.

When the RHDTC is working at full capacity, the number of officers and staffs may need to be increased above the numbers now proposed.

The number of personnel in the Circle are shown in the attached table. It shows the total proposed number of personnel in the Circle to be 42. This number compares with the 33 approved development posts for the RHD TC under IDC3.

The total proposed number of personnel of the Circle consist of 7 Class I, 2 class II, 18 Class III and 15 class IV staff.

a) To Design the TNA survey and interviews, to implement the TNA and report on the results.

b) To research the training subjects available, and fulfil the needs identified in the TNA within the Annual training Plan.

C) To prequalify local training providers, and to provide local training both in house and external.

D) To provide recommendations to the Overseas Training Committee for Officers to attend overseas training, and to administer the training.

e) To obtain information post training, and to undertake evaluation of the Training.

f) To plan, obtain approvals, and construct office and other facilities at RHDTC.

The budget for the RHDTC Circle is shown on the attached table. The budget table shows both the annual operation and maintenance costs and the capital costs of purchasing new and replacing old, equipment. As not all equipment will be purchased or replaced immediately the capital cost has been annualised depending on the average life of the various items of equipment. The costs shown exclude the cost of personnel who are paid for from other sources. The cost of the RHDTC new office building is not annualised, and represents a "one-off" cost for this financial year.

On this basis the annual recurring cost for the Circle is Taka 111.60 lacs and the capital cost on an annualised basis is Taka 34.01 lacs. A total cost of Taka 145.61 lacs per annum. The annual recurring cost includes a sum of Taka 72.00 lacs for implementation of local training services. It is anticipated that additional funds from foreign aided projects may be channelled through the RHD TC so that the basic training programme may be supplemented by further local and overseas training.

The RHDTC has received significant resources from IDC3. In order to continue to improve the service it provides, it needs further resources which are not included in the current TAPP.

The resources required are shown in the table below: