An attempt has been made to review the performance of major components of the BPATC project against the project objectives within the time frame of April 1984-June 990. The members of the evaluation team worked round the clock to complete the work within 14 days. Gour Sundar Banik, Evaluation Officer at the center to help the team in various ways.
The main objective of the BPATC Phase-II project was to establish a Public Administration Training Complex to co-locate the erstwhile COTA, NIPA & BASC. Execution of the BP.f\TC Pli.,se-II project initially started with GOB fund of Tk. The project planners did not consider the size of the foundation training clientele versus BPATCs physical facilities needs.
The performance of BPATC is quite satisfactory compared to the performance of former NIPA, COT A and BASC. As part of the project, no remedial measures were taken to prevent the harmful effects of the high-power radio transmission center.
EVALUATION OF THE PROJECT
SCOPE OF THE EVALUATION
METHODOLOGY
In Chapter VIII the manpower of the Center and its utilization was discussed in detail. In the last chapter, links of the BPATC organizations, both at home and abroad, were discussed. The project aimed to provide complete residential and training facilities for the students of all three institutes, residential accommodation for the employees within the campus and to create some common facilities for use by students and employees.
The final approved distribution of the project fund indicating GOB and IDA share is shown in the following table. However, BPATC began operations in April 1984 before most of the physical facilities were completed. This had a debilitating effect on both training and the morale of the employees in the initial stage of BPATC.
The Physical facilities in the Center can be broadly divided into three categories: Training and Administrative block, Residential block and communal facilities.
TRAINING AND ADMINISTRATIVE BLOCK
DORMITORY NO.~
Birds, especially pigeons, and insects enter the rooms of all homes through the fans and dirty the bathrooms. An ad hoc arrangement was made in one part of the 3rd floor of student dormitory no. The lack of a separate sleeping area for female officers shows that the project staff was not well aware of the actual needs of the BPATC.
These three buildings provided accommodation11 for officers of all instructors and staff of BPATC. There is no provision for a shed/warehouse in any of the three buildings. This defect could have been removed if the requirements of BPATC were well appreciated by the project designer.
LIBRARY BUILDING
CAFETERIA AND KITCHEN
The BPATC project aimed to provide family housing for 243 out of 428 employees (i.e. 57% of employees) on campus. The following shortcomings are noted, taking into account the housing block's plot, the quality of the construction and the design of the apartments: .. i) The headmaster's quarter is built in a very unattractive location. It is very close to the noisy Dhaka-Aricha Highway.. ii) The residential flats have been built near the high power radio transmission center creating health risks for the PATC residents by spewing radio harmful waves into the air. iii).
There is no proper ventilation system1 in most apartments.. rooms in B-2 type building are most uncomfortable. iv). As a result, the wall becomes damp. the wall in the bedroom in the D-type quarter is damp. are they. also . we). The raised wall of the varandha was insufficient to prevent children from falling from it.
The provision of furnishing the verandas with grills should have been there in the project. During the rainy season, the residential area gets under control, causing a lot of inconvenience to the staff.
COMMON FACILITIES
MOSQUE
MULTIPURPOSE HALL
CLUB BUILDING
CLINIC
COVERED CORRIDOR
TELEPHONE EXCHANGE
PATC SCHOOL
SOME OBSERVATIONS
i . projection did the project planners. iv) Dormitory, classroom and sports and games facilities var. But these facilities I were not created.. d f . v o separate'. orm1tory was construct or women,. vi) Security and safety of inmates were not given proper attention. The location of BPATC on the busy Dhaka-Aricha Highway is also resented by guest speakers and interns.
It also provides short courses in specific areas to meet the training needs of certain categories of civil servants. Previously, the center organized legal courses for the officers of the BCS(ADMN) cadre. This course is now organized by the BCS(ADMN) Academy. Advanced course on management and development. Course for seniors. ii) Human Relations Course for Police Security Officers. iii) Team building courses for field level officers and public representatives. iv) Short administrative training v) Training of trainers (TOT) vi). Thus, an active role of the civil servants is envisaged, characterized by dynamic leadership, an analytical mind and results-oriented management competence with cognitive acuity.
The foundation course was designed to reflect this, to build a common ground for new entrants from diverse backgrounds from which to develop expertise and emerging credibility in public administration. When BPATC was established in 1984, the responsibility for conducting a foundation course of equal duration (4 months) fell to BPATC.
IN BPATC
Journals
Therefore, a minicomputer should be procured for the center during the third phase of BPATC. 64 vacancies have been created under BPATC to run the affairs of the Center smoothly. The following table shows the comparative position of sanctioned manpower of COTA, NIPA, BASC and BPATC.
A good number of the faculty members have deputed to the center from cadre service ~ and different disciplines while the rest of them are the centre's own staff. In terms of sections 17(i) (e) of the BPATC Ordinance, 1984, every person serving in the amalgamated institutions was transferred to the centre. Consequently, the work of the center is distributed among its officers and staff in accordance with the organogram of the BPATC.
The center usually organizes 3-4 courses at a given time and as many as 17 faculty members remain busy managing the training programs. In addition, the head of the center was frequently transferred and on average the service provided by each rector was approximately one year. Shamsul Alam 11.01.90- under order of transfer The shortage of manpower hampered the smooth functioning of the centre.
Despite all these limitations, BPATC's faculty performance is quite comparable to that of the merged institutions. This concerns a comparison of the training performance of the. merged institutions with those of BPATC may be worthwhile. Then the total number of participants exceeds 250: The cafeteria has the following manpower.
The center should do the work of operators by other employees such as receptionist, MPSS, etc. The project had a d e v e Lo prne n t faculty program; through which some of the faculty members were trained abroad. 5) KRPPs are headed by deputy level officials and centrally supervised by the director of BPATC.
FROM PIO
BPATC-EDI Collaboration
EDI continued its activities with BPATC in the implementation of modules, arrangement of resource persons to deliver lectures and preparation of case studies for senior staff courses in BPATC. Ragga Makharita of EDI with the help of BPATC organized this national seminar in BPATC where policy planner, project managers,.
BPATC-APDC
Linkages with the Institutes inside the country
Jalil, "Twenty Three Training Programs of the National Institute Administration (NIPA)" in Administrati,·e Review,Vol .XIV Nr.
The Employment Aspect of the Third Five Year Plan The Case of Handloom and Powerloom Sector. Case Study of Constraints and Potentials in Household Resource Mobilization: Resource Mobilization at Upazila Level. Delegation of Authority to Public Enterprises in Bangladesh: A Case Study of Bangladesh Steel and Engineering Corporation.
Agrarian Reform for Bangladesh (1982)
BASC Journa.l
Binder
Assistant Cook 44. Sweeper
Mali 46. Guard
Despatch Rider
Class Room Attendant
Technical Co-operation 0:ffic er
Procurer:-: .rt Officer 7e Accounts Officer
Administrative Offic,,_ er 9
Pre-investmet·-study of a Public Administration Training & fi'!anap;emBnt nnprovement Project in Bangladesh, Final Report. Institute of Public Administration, Washington, D.C. 20036, June 1981 Report of the Martial Law Committee on the organizational configuration Phase II. Development loan agreement between the People's Republic of Bangladesh and the International Development Association, Loan no. 1349 BD, IY!ay, 1983.
An evaluation design and first annual report.Evaluation, 1984 on Public Administration (Project 'l'raining & IV! management), Dhaka,. Staus Report, Public Administration (Personnel and Management Training) Project, IDA Credit 1349 BD, September 1985, FIO., M.v'E. Implementation Plan for Public Administration Project (Training Personnel & .]Vlanagement) (IDA Ci:ledit 1349 BD) by M Rashiduzzaman, January,.
Public Administration ('l'raining Personnel & Management) Project Report on Technical Assistance Products for the period Sept. Quarterly Report Public Administration (Training, Personnel Management Project (IDA Credit No. 1349 BD) April 87 to June 87, PIO, M/E. Technical assistance within Public Administration.
Curriculum Development and Evaluation System
- Research and Publications
- Library, Training Aid and Computer VII. Staff Development
- Manpower and Its Utilization
