Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
__________
Agricultural extension or ‘farmer advisory services’ can play a key role in enabling
smallholder farmers to become more productive and to participate more profitably in
agricultural markets and value chains. To achieve that goal, farmer advisory services must be
reoriented and restructured. Realizing farmers’ development aspirations – and addressing the
social, economic and logistical constraints in reaching them – will require that participatory,
local decision-making and capacity building approaches become a basic reference point for
extension systems. The traditional extension worldview, in which production solutions
identified by research scientists and other technical experts are promoted to farmers, should
be reformulated. In particular, advisory services must do a better job of listening to and
learning from poor farmers, most of whom are women, and working with them to solve
problems and improve their livelihoods.
Rather than reviving and expanding those outdated models with a new surge in resources, the
existing approaches need a major rethink to identify critical constraints and to set up services that
avoid the weaknesses evident in traditional extension services, including:
Lack of Market Orientation: Few traditional extension agents understand market trends
or drivers. Rapid market and farm system analysis are essential skills in resolving
bottlenecks and accessing new opportunities, but have often been secondary to technical
scientific preparation.
Gender Bias: Although women contribute much of the labor and management to
smallholder farms across the world, the majority of extension agents have been men who
focused on providing services – mostly promoting the adoption of new technologies – to
men. While male extension workers often face challenges in interacting with women
farmers, women have faced daunting challenges in entering extension services and
establishing viable career paths.
Institutional and Ethical Conflicts: Public extension agencies have frequently burdened
field agents with non-advisory functions such as tax collection or input procurement (e.g.
Ethiopia, Uganda and Nigeria). These activities create perceived conflicts of interest and
2
Working Paper 7.02.09
InterAction Food Security & Agriculture Working Group
Revitalizing Agricultural Extension
compromise community credibility and access, as well as limiting the potential for
recruiting appropriate participation by the private sector.
Key Gaps in Decentralized Services: Though advisory services are vested in agencies
ranging from the national and state through local levels, the capacity to plan and
implement services has been fragmented and incomplete in many areas. Extension efforts
are typically hamstrung by an uneven distribution of service provider competencies across
districts and unbalanced numbers of service agents, coupled with weak coordination across
agencies.
Low Levels of Training and Competence: Preparation and capability of field agents is
often significantly below the required standard. Many agents are counterproductively
equipped with a ‘supply-push’ mentality in which they are part of a message delivery
system rather than advisory and support agents. Inappropriate approaches to training leave
many agents with technical backgrounds but lacking other complementary knowledge. A
majority of service providers in Ethiopia, Uganda and Mali, for example, have training in
crop management, but almost completely lack familiarity with the social sciences critical
to effective outreach and training (sociology, economics, marketing, participatory
approaches and communication skills). Levels of awareness and training in new and
emerging roles/functions of extension agents such as farmer organization, networking,
negotiation and conflict management are low or non-existent. Curricula in and awareness
of cross-cutting issues such as HIV/AIDS, gender, and environment are often weak.
Training and experiential learning for advisory services should incorporate and much more
actively promote these techniques.
Institutional Deficits: Funding constraints are chronic and debilitating for many centrally
organized extension systems. A lack of funds for field operations prevents agents from
visiting communities, implementing demonstrations and monitoring local conditions.
Budgets rarely provide for in-service training, inputs or salary increases, leading to low
morale and a lack of professionalism. Weak central management, inadequate staffing and
outdated approaches preclude extension agencies from pursuing donor funding in a more
entrepreneurial model. Challenging conditions in government extension settings have in
some cases led to staff exodus to NGO field programs. Until training and capacity
building can offset this imbalance, inter-sectoral collaboration can help to compensate. A
mentality of top down approaches – from ‘lab research to farmers fields’ – reduce adoption
rates and the relevance for farmers of extension information. Academic departments in
extension education within African agricultural universities, for example, are generally
small in size and oriented toward research or degree programs rather than community
development objectives.
Weak Collaboration and Coordination of Roles and Services: Though extension services
typically lack field capability, few initiate or are involved in collaborative service
provision efforts. State agencies, research institutes, agricultural universities, NGOs,
CSOs and community-level organizations all have potential roles to play in organizing
effective advisory services. Too often, however, they have attempted these roles in relative
isolation. The traditional strength of NGOs in bottom-up approaches, community
3
Working Paper 7.02.09
InterAction Food Security & Agriculture Working Group
Revitalizing Agricultural Extension
activation, attention to gender roles and a focus on benefits for farmers, has often been
disconnected from the vital technical skills of trained advisory agents. Because of the
traditional operating style of extension systems, some NGOs have been disinclined for
ideological reasons to work with State agencies or with the private sector. As a result, the
process and outcome most service providers claim to seek – of mobilizing and organizing
farmers and of creating more dynamic local and regional markets – has too often been
elusive.
The strategy for success in next-generation advisory services must begin with institutional
capacity building and then build on networks and collaborations between service providers. A
decisive move toward multi-stakeholder decision making, along with leveraging of expertise,
resources, knowledge and skills, offers a way for top-down, centralized systems to reorient
themselves to remain relevant.
Consistent with this vision, smallholder agriculture needs to be viewed as farm enterprises
connected to and acting in synergy with other enterprises. Agribusinesses, though
sometimes viewed in the image of powerful international conglomerates, at the local level
are typically small, struggling enterprises. Advisory services should take as their objective
4
Working Paper 7.02.09
InterAction Food Security & Agriculture Working Group
Revitalizing Agricultural Extension
building the capacity of these small businesses to create jobs and boost incomes for
farmers and other participants in agricultural value chains. Embedded service approaches
to delivering information to farmers through input suppliers are well demonstrated and
effective in many settings. Public-private-NGO partnerships will be essential in promoting
the emergence of market networks that realize this objective. Helping small producers
connect to ‘out-grower’ or contract farming opportunities such as for supermarket chains,
for example, are an important way in which advisory service providers can create
economic links that are critical to the spread of more productive, remunerative agriculture.
Resource Mobilization from Implementing Partners and Beneficiaries: The full spectrum
of organizations and institutions present in rural communities need to be consulted,
mobilized and invested in order for most development initiatives to succeed. Program
implementers can learn from the decisions of local businesses about the opportunities,
constraints and risks affecting production, markets and partnership opportunities.
Technical institutions such as research facilities and universities often bring expertise that
can inform decisions about technologies, crop management and environmental protection.
NGOs often have the ability to bring significant resources to program efforts. Too
frequently, however, those resources and interests are not strongly linked to or invested in
local communities. Regional initiatives such as CAADP can help to mobilize training
capacity and resources lacking at local levels. When those interests and perspectives are
linked to community needs through participatory decision-making, they can be used as
‘buy-in’ to support agenda setting and program management.
Women, must be recruited, trained and promoted in much higher numbers to reach
other women, who are so under-served yet contribute so pivotally to agricultural
production worldwide.
5
Working Paper 7.02.09
InterAction Food Security & Agriculture Working Group
Revitalizing Agricultural Extension
This is not to suggest that individual farmer advisory service agents should somehow be
prepared or expected to command all of these competencies. Instead, advisory services
skills should be viewed as encompassing a wider range, and individual providers as having
the ability to match local needs with a suite of skills provided by various organizations and
institutions. Careful, participatory assessment of local constraints would then result in to
the assignment of appropriately prepared and complementary service providers to address
the complex circumstances in any specific setting.
6
Working Paper 7.02.09
InterAction Food Security & Agriculture Working Group
Revitalizing Agricultural Extension
ITC is a diversified Indian conglomerate that partners with Indian farmers in developing
more remunerative options for cash cropping, and that helps link farmers to markets. The
ITC focus is on both high-value crops and on value addition through processing. ITC’s
widely acclaimed information and communication technology initiative for agriculture –
eChoupal – helps address information constraints and market bottlenecks by linking
commodity producers and service providers with buyers. The ICT approach is an
expression of ITC’s strategy of improving the efficiency of value chains to bring benefits
to farmers, communities and enterprises. ITC’s network of 6500 internet kiosks operated
on a for-profit basis by ‘change agents’ (sanchalaks) reaches four million farmers spread
across forty thousand villages, providing technical information, input & output linkages,
and information familiar to more traditional models of extension service.
(www.itcportal.com)
7
Working Paper 7.02.09
InterAction Food Security & Agriculture Working Group
Revitalizing Agricultural Extension
When the credibility and effectiveness of the project had been established, gender specific
extension groups were phased out. This approach to mainstreaming extension to women
resulted in impressive productivity gains, high participation rates by women, and shifts in
approaches to extension by the government and implementing organizations." See
Walker, Tjip. 1990. Innovative Agricultural Extension for Women. Working Paper WPS
403. The World Bank. http://www-
wds.worldbank.org/servlet/WDSContentServer/WDSP/IB/1990/06/01/000009265_396092
9095527/Rendered/PDF/multi_page.pdf
The Hunger Project’s Epicenter strategy reflects an approach relying on alternative service
providers known as ‘agricultural animators’. The THP effort in 8 African countries
mobilizes clusters of rural villages for self-reliant action, and trains highly motivated local
volunteer ‘animators’, as well as providing a central community farm at which everyone in
the area can learn new techniques appropriate and successful in that locale.
(http://www.thp.org/what_we_do/key_initiatives/community_centers/overview)
8
Working Paper 7.02.09
InterAction Food Security & Agriculture Working Group
Revitalizing Agricultural Extension
development of an input dealers network. Now, some 15 years later, AFADA has realized
significant accomplishments:
o Agricultural input supply has been fully privatized, and import duties reduced from
15% to 5%;
o AFADA consists of more than 100 input dealers throughout the country, with total
sales in 2007 (of seed, fertilizer, pumps, animal feed, greenhouse construction
materials) of $22 million;
o Creation of a credit union where members can put savings and obtain loans at
lower interest rates than those offered by commercial banks.
Most significantly, AFADA offers a range of services to members and the country’s
farmers. These include market assessment and business planning support, liaison with the
Ministry of Agriculture and Food, a monthly newsletter, farm management studies and
supervision of demonstration plots using dealers’ products. Over this period, Albanian
agriculture has exhibited a healthy, 3 percent average annual growth rate. Cereal yields
(kg./ha.) have increased at 2.7 percent per year.
Contributors:
Brian Greenberg
InterAction
Director of Sustainable Development
202-552-8227
bgreenberg@interaction.org
or
Vanessa Dick
InterAction
Senior Legislative Associate for International Development
202-552-8227
vdick@interaction.org