This document discusses strategies for professionalizing agricultural extension services for the 21st century. It defines key terms like profession and professionalization. It outlines criteria for a profession including a common body of knowledge, codes of conduct, and continued research exchange. The document examines the evolution of India's extension system from the pre-independence to post-independence eras. It analyzes past extension efforts and identifies contemporary issues and emerging priorities for extension, focusing on participatory approaches and new communication channels. Finally, it proposes strategies for professional extension management, including acknowledging pluralism, renewal and revitalization of systems, and human resource management policies.

1. 1

2. Strategies for Professionalization
of Extension for
21st Century
Krishna D K
10753

3. Profession
 Particular field of vocation or occupational organisation
 One professes to have acquired some special knowledge used
by way of either instructing , guiding or advising others or of
serving them in some act (Webster dictionary)
 Swanson(1975) “ a profession is a remunerative occupation
of high status . It is based on body of specialised knowledge. In
it are self directing practitioners with long , formal, training ,
performing socially accepted service under a code of ethics
which paces interest of clients above most of practitioners “
3

4. Criteria for a profession
 A common body of knowledge on scientific investigation
 Rules of conduct
 Procedures for discipline
 Public and legal authority
 Continued research and exchange of information among
members
 Personal responsibility
 Organisation of associations of members
4

5. The professional
 A professional is, according to the Collins dictionary, “a person who is extremely
competent in a job”,
• An expert (be at the top of ones profession)
• Experienced –
• Perfection –
• Dutiful –
• Obligation (commitment) –
• Skilful (be good at) –
• Knowledge (qualification) –
• Willing –
• Ability (willingness + ability = empowered) –
• Ethics –
• Code of conduct.
5

6. Professionalization
6
 It is a social process by which any occupation
transforms itself into a true profession of the
highest integrity and competence

7. Why this topic after all….?
 To answer whether agricultural extension is true
profession?
 If so…..
 What is its background in India?
 Any programmes which reflected these features ?
 Does anything has changed over the years?
 Some studies, priorities, challenges, strategies……and
some other stuff……
 Kuch toh take home message leke jaenge aaj ?
7

8. Why we need to
professionalise Extension
 Promote professionalism and improve the image of Extension
 Recognition of extension as both a profession and field of practice
 Protect and represent the interest of the extension profession
 Ensure a high level of professionalism and ethical conduct, that is
internationally acceptable and in the broad interest of the
community
 Serve the interest of the people of India by promoting competent,
efficient,
 accessible and needs-driven service delivery in extension
 Regulate the professional conduct of the Extensionists
 Certify and ensure competence of Extension Practitioners through
registration with a recognised & credible Professional Council
8

9. 9
Service
Job
Education
Extension

10. Extension system - evolution and growth
Pre independence era
Post independence era
1. Governmental Efforts
Community Development - CD,NES,CDB
Technological Development - IADP, IAAP, HYVP
Development with social justice - DPAP, DDP, CADP, SFDA, MFALP, T
& V, IRDP, ATMA
2. ICAR Initiatives – ND, ORP, KVK, LLP & IVLP
10

11. Training and Visit (T&V) - 1974
Professionalism
Single line of command
Time bound work
Regular and continuous training
Linkages with research
11

12. contd.,
• Excessive reliance on individual contact
• Top – down approach
• Overburdened with developmental duties
• Inadequate linkage
• Increasing private sector involvement
Post T&V (early 90’s onwards)-decline
12

13. Agricultural Technology Management
Agency (ATMA)-2004
Funded by world bank
District level
Linkage with all line departments
Strategic Research and Extension Plan (SREP)
Bottom up approach
13

14. Expanding private sector extension provision
Agri-business
contract farming arrangement
private consultancy services
NGOs
producer co-operatives/farmer associations
Agri-clinics and Agri-business scheme-since
2003
Extension services on payment
Self employment venture
Media - Television, Internet, mobile
14

15. Major extension service providers
Sectors
Major extension service provider
Public
Ministry of Agriculture, GOI, ICAR ( Division of Extension)
ICAR institutes, State Departments of Agriculture, Animal Husbandry,
Horticulture etc.
Cooperatives
NDDB, Milk Producers Cooperatives, Oilseed cooperative, Fishermen
cooperatives, SHG, IFFCO etc.
Non Governmental BAIF, MYRADA, Honey Bee, Centre for Sustainable Agriculture
Private ITC Ltd, Zuari fertilizers, Monsanto, TAFE, Massey Fergusson,
Hindustan Tractors
15

16. Past extension efforts:
Lessons learnt and observations
 Most of the changes in extension have been reactionary
in nature.
 Change has been mostly at the programme level
 These changes have shifted the nature of extension itself
 Ever growing expectations from the system
 Entry of private and voluntary extension service
providers
16

17. Public extension system
 Lack of encouragement, appreciation and
recognition for good work ;
 Lack of result oriented incentives and rewards,
 Poor chance of promotion,
 Inadequate need based training and inadequate
teaching resources
17

18. Contemporary issues
Conservation and sustainable use of natural
resources
Development of difficult and less favored areas
Local governance, decentralization and citizen’s
rights
Equity for women and other marginalized socio –
economic groups
Trade globalization
Migration and rural – urban dynamics
18

19. Current status-Public Sector
Wide ratio of
Extension
worker :
Farmer
Does not cater
to all the
developmental
needs of
farmer.
Advice and
support only
on technology
propelled
production
concerns.
Lack of
accountability.
Supply driven
rather than
demand
driven.
19

20. Contd.,
Services are general
in nature
Insufficient face to face
contact between extension
worker and farmer.
Inadequate internal
organisation
Educational background of
VLW
Current status-Public Sector 20

21. 21st century challenges for Extension
Control and accountability
Sustainability of the
ecosystem
Farm women and women
extension agents.
Genuine
collaboration
Human greed and
corruption
Goal oriented
Means
21

22. Emerging priorities
22
R. K. Samantha (1997)
Technological options and development in
agricultural production process
Location specific and need based extension
strategies and approaches
Participatory extension for technology
development and dissemination
Linkages and coordination among concerned
development departments and organizations

23. Contd.,
23
Use of new communication channels and
media support in extension
Human resources development and
management in agricultural extension
The cost sharing of extension services and
privatization of extension
Policy changes required in view of all the
above, to build effective extension strategy

24. 24
Framework for Professional Extension Management
Components Traditional Extension Extension for 21st century
1. Goal Transfer of technology Enhancing the overall capacity of
farmers
2. Need assessment
and programme
planning
Top – down approach Bottom up approach involving
farmers and flexible
3. Source of
technology
Mainly government research
institutions
Multiple sources
4. Nature of
technology
a. Input intensive, crop
based and general
recommendations
b. Fixed package of
information
a. Knowledge intensive, broad based
, farming system perspective and
location specific
b. Provision for choices
5. Dissemination of
technology
a. Individual approach with
lack of participation of
farmers
b. NGOs not involved
a. Group approach with increased
participation of farmers and their
organization
b. Greater involvement of NGOs.

25. 25
Contd.,
6. Clients Mostly male members Efforts to reach both male
and female, youth and
farm labours
7. Farmers’ activity Routine applications of
technology/ inputs
Encouraging farmers’
experimentation and
learning
8.Role of extension
agents
Information transfer Facilitation of learning and
building overall capacity of
farmers
9. Rewards and
incentives
Not linked to
performance
Linked to performance
10. Financial stability Very low High
Components Traditional Extension Extension for 21st century

26. Suggested strategies for professional extension
management
Acknowledge and integrate pluralism.
Organizational analysis.
Renewal and revitalization of
extension system.
A systematic visioning and
strategizing exercise.
Human resource management for
professional extension.
26

27. Renewal and revitalization of extension system
Zijp (1995) and Rivera (1997)
Extension has to be once again recognized as a service
for providing information, advice and education and
not just technology transfer.
27

28. Guidelines for institutional revitalization and
reform process
28
Decentralization
by way of de-
concentration
delegation and
transfer of
extension
authority to
other structures
Fiscal strategies
Cost recovery
strategies
Management
strategies

29. Contd.,
Move away from
commodity focus
to farming
system and
enterprise focus
Sustainability
along with
productivity
Problem
solving rather
than mere
technology
transfer
Guidelines for institutional revitalization and
reform process
29

30. A systematic visioning and strategizing exercises
Vision of the organization
- Path and distance to be achieved to meet the
anticipated national and regional goals
Visioning should be based on
- Analysis of present and future agricultural scenario
- SWOT analysis
30

31. Contd.,
Vision document with
vision & mission statement
Blue print for the
strategies, policies,
programmes and activities
31

32. Human resource management policies and
practices
Prospecting
Recruiting
Selection
Training and development
Public extension systems must institutionalize by-
Career planning
Motivation
Leadership development
Performance and
accountability management
32

33. Strategies to meet the Challenges in
agricultural extension service
 farmer participatory technology generation and dissemination
(PRA, RRA, PLA, PTD and critical incidence technique )
 incorporation of farmers indigenous knowledge
 Generating location specific and need based technology
 Adequate in-service training facilities for extension personnel to
make competent and update their knowledge.
 Partial privatisation of extension service in a phased manner.
 Identifying targeted clientele group who are eager to try new
technology and commercial in their venture
33

34. NEW EXTENSIONIST LEARNING KIT –
COMPETENCY RANKING study by GFRAS 34
respondents were asked to rate the competencies included in the GFRAS New Extensionist Learning Kit using the
following scale: 1 = absolutely essential; 2 = essential; 3 = somewhat essential; 4 = not essential at all; 5 = don’t know.
Absolutely essential Essential Somewhat essential
• Communication for
innovation
• Extension approaches
and tools (changing
role of extension in
innovation and
development)
• Adult learning and
behaviour change
• Facilitation for
development
• Agricultural
entrepreneurship
• Extension programme
management
• Professional ethics
• Gender and youth
issues in agricultural
extension and rural
development
• Adaptation to change
• Value chain
development
• Introduction to the
New Extensionist
• Community
development
(mobilisation)
• Farmer institutional
development

35. Strengths of professionalising
 Setting high standards to improve performance and deliver relevant
services.
 Job satisfaction (pride, recognition, practising without
fear/interference, remuneration/awards, support from colleagues).
35
Weaknesses of professionalising
 Disconnection from reality, advisors’ work too theoretical.
 Work environment becomes discouraging, administrative burden,
inability to practise with confidence.
 Poor fit with diverse work and business environment of advisors, better
suited to larger groups and service providers.
 Cost to beneficiaries (who are expected to pay for services rendered).

36. Research studies
36

37. A study on Broad Based Extension System in Tamil Nadu
V. Lenin, 1994
37

38. SI.NO PROBLEMS TOTAL
SCORE
RANK
1. Overburdened by giving multiple messages on different enterprises 284 I
2. Target achievement comes in the way of transfer of technology 272 II
3. Supplies and services hinder the transfer of technology 269 III
4. Training is not given on different enterprises 267 IV
5. Inadequate knowledge on different enterprises 258 V
6. The officers of other departments do not co-operate with
Department of Agriculture
248 VI
7. Training needs of extension workers are not taken care by the
department while giving training
238 VII
8. SMS of the department do not have adequate knowledge on
different enterprises
233 VIII
9. Approaching target group of farmers instead of contact farmer
affects the effective communication of messages
215 IX
10. Proper orientation training about BBES is not given to extension
workers
215 X
Rank order of problems encountered in BBES as perceived by AAO’s
(n=40)
Lenin,1994
38

39. A study on the nature and extent of
linkages between the scientists of UAS,
Dharwad and Extension personnel of
Karnataka State Department of Agriculture in
Northern Karnataka
Vinod Gupta, 2002
39

40. SI.NO
Constraints
Professors
(n= 14)
Assoc.professors
(n= 26)
Asst. professors
(n= 62)
Freq % Freq % Freq %
1. Strengthening farmers participation
in research and extension activities
14 100.00 19 73.07 39 62.9
0
2. Liaison with private organization and
NGOs
14 100.00 21 80.76 42 67.7
4
3. Joint preparation in functions such as
field testing, demonstrations etc.
should be enhanced.
10 71.42 17 65.38 37 59.6
7
4. Sufficient transportation facilities
must be made available to
participate in extension activities
14 100.00 21 80.76 45 72.5
8
Suggestions given by scientists for strengthening research-
extension linkages
Vinod Gupta, 2002
40

41. Performance of Extension System in Kerala
Prakashan, C.V., 2004
41

42. S.NO Constraints Mean rank
1. Complex procedure to get benefits 3.08
2. Lack of people participation in formulation and execution of
schemes
3.72
3. Benefits not available in time 3.98
4. Benefits are inadequate 4.06
5. Improper selection of beneficiaries 4.16
6. Schemes are not location specific 4.24
7. Lack of awareness about schemes 4.76
Constraints faced in extension system perceived by
the farmers
(n=60)
Prakashan, C.V.,2004
42

43. An analysis of public and private extension services in Karnataka state
Saravanan. R,2003
43

44. Effectiveness indicators of extension organization
Sl.No Indicators
Public
extension
Private extension
RSKs Agri -business
firms
Agricultural
consultancies
NGOs
1. Input level index 26.18 54.13 32.09 67.10
2. Over all process
level index
48.64 61.02 79.53 68.79
3. Client satisfaction
index/
Outcome level
index
57.58 44.94 69.44 77.22
Over all
organizational
effectiveness index
44.13 53.36 60.35 71.04
(n=135)
Saravanan. R,2003
44

45. Effectiveness of extension organization
RSKs agri business
firms
Agriculltural
consultancies
NGOs
44.13
53.36
60.35
71.04
Effectivenessindex
45

46. Perceived problems of the extension personnel in
public sector
S.No Problems
Public
Extension
Rank
1. Lack of promotional opportunities I
2. Political interference II
3. Lack of incentives and recognition for good work II
4. Lack of interest among farmers in getting improved agricultural
practices
II
5. Lack of coordination between different developmental
departments
V
6. Inadequate travelling allowance VI
n=135
46

47. Extension workers’ views on why a
professionalism of extension is needed
47

48. 48
What is blocking us from happiness in
work place?...
The millennials- born after 1984
1. Parenting
2. Impatience
3. Technology
4. Environment

49. 49
Thank you….