3.5 The great next step

3.5.2. Birth of regional centres for monitoring of the programme

In 1965, the proposal was mooted to create two centres: the Northern Regional Centre (NRC) at DGHS in New Delhi and the Southern Regional Centre (SRC) at NTI, Bangalore to examine these reports systematically and to provide the necessary guidelines and assistance in assessment. The SRC was asked to receive and analyse reports from 64 districts of the four southern states of Tamil Nadu, Karnataka (Mysore), Andhra Pradesh and Kerala besides Goa and Pondicherry. The number of sanctioned programmes stood at 47 and of these, 39 were functioning in 1966. As keen as ever in guiding every new effort, in October 1965, Dr Nagpaul initiated the work of the section. He was ably assisted by Dr Gothi as section officer in-charge, with a SA, LT, clerk, to help in this voluminous data processing work. The rest of the country’s reports went to the NRC, New Delhi. Dr SD Maqbool was in-charge of it54.

In January 1967, the SRC was made administratively independent under the control of the Director, NTI. It was entrusted with the responsibility of comprehensive indexing, monitoring and supervision of the southern region. Dr Arora took over as Regional TB Officer (RTO) of SRC. Dr Nagpaul introduced a system of critical evaluation which encouraged improvement. This was greatly cherished by Dr Arora who began to work energetically in evolving a standard methodology, wherein the SRC would improve the functioning of DTPs under his charge. The section began to review every report critically and sent back educative and encouraging comments wherever necessary.

During March 1968, Dr. SD Maqbool, (RTO, NRC) came to the NTI along with his SA and LT for consultation and training. They attended the 16th training course, toured along with Dr Arora and his SRC team to consolidate their experiences. They developed a ‘blue print’ of activities of the regional centres55. However, there were a myriad of practical details to be attended to besides paper work. The NTP was a living programme replete with problems. For e.g., the DTC personnel keep on changing. They would have queries. The newly installed MMR (X-ray) machines were imported. If these developed problems, the X-ray work would stop. Occasionally, even the microscope may become defective. The drug supply line may develop a missing link. These problems had to be addressed. Since it was a policy of the NTI to extend as much help and guidance as possible, some of these jobs were assigned to the SRC. There were, as usual difficulties. For e.g., the staff allotted to the SRC was limited. It had only two technically competent persons viz., the SA and the LT besides the section officer. The LT was therefore trained as an XT so that he would be of some practical use at the DTC when he visited it. The LT, in addition to his normal duties also undertook fault repair work of microscopes. He brought back the irreparable ones to NTI for replacement. Since he was also trained as an XT, he assessed repair work/replacement parts needed for the X-ray machine. Upon return to NTI, the X-ray section was intimated for suitable action.

The budget allotted was also limited and the SRC had to plan team visits frugally. Therefore, Dr Arora had to study all the reports and arrange the teams itinerary so as to visit the ailing DTCs on priority or where the teams’ personal guidance would be most useful. Sometimes, he would split the team into two so that more DTCs were covered by personal visits. During the visits, the team worked systematically, and even visited far flung PHIs to get the first hand knowledge of its working and problems. They offered solutions wherever possible and made lists of the unresolved ones. These were presented to the STO at the state headquarters. The teams also took note of a host of new ideas of a minor nature. These were brought to the notice of NTI for further discussions. If valid, these were kept in reserve to be included in the concerned manuals when revision took place. Till he attained superannuation, Dr Arora worked tirelessly. Like majority of the Central Health Services (CHS) MOs in those days, he too retired without getting a single promotion. Thanks to Tikku Commission; today the MOs have time bound promotions. During his tenure he was in touch with every DTC under his charge either through correspondence or personal visits. He gathered voluminous data continuously some of which were fit for scrutiny and incorporation when the manuals were revised.