Dr. Kul Bhushan
former Research Officer, BCG
It is unique that the NTP is the first public health
programme to be integrated with GHS. It caught the imagination of
health workers at the international level. The inclusion of managerial
and social concepts in its formulation makes the programme a unique
The training programme of NTI needs a special mention.
Well designed and tested details of steps and activities of functions
formed the foundation of the training programme. The exposure of
all categories of trainees to statistics helped them think objectively
in a rational way. The inter functional exposure gave them the overall
picture of the total programme. The innovative vocational training
impressed a lot of observers, as was observed from the performance
of field workers. In the field, one was also impressed with the
outgoing extroverted personality of an average worker trained in
NTI. If allowed, most of the para medical staff were achievers.
Perhaps, they had acquired such qualities from group discussions,
public speaking, presentation of the special aspect of their work.
They had the freedom to choose the subject of their presentation.
They were encouraged to consult teachers, administrators, field
trainers and above all the library. All these created a laudable
learning environment, which was also pointed out by casual visitors.
Some of the observers even stated that NTI was conducting mini,
brief or short general public health courses, rather than only the
The pity, however, is the failure of the NTI and
DGHS, TB section, to carry the state health services along with
them in implementation and running the NTP, to its deserved success.
Supervision is the biggest weakness of the programme - the supply
line failure, lack of support to the DTO by the district and state
authority. In one of the evaluation reports as many as 60 recommendations,
to be implemented at different levels, have been given. Suggestions
for carrying out studies before implementing recommendations have
been made. The programmers at different levels have not even listed
the variables responsible for shortfall in achievements, much less
inducted serious operations research, selected and ploughed the
result into the programme. The programme was evolved by operations
research but its health has not been reviewed by that methodology.