Extension Approaches

1) The general agricultural extension approach

• The basic assumption with this approach is that

technology and information are available which are not
being used by farmers, and

• if knowledge of these could be communicated to

farmers, farm practices would be improved.

• The purpose is to help farmers increase their production.

• Programme planning is controlled by government and

 The general agricultural extension approach
• Field personnel tend to be large in number and high in
cost, with density varying from country to country.

• Resources required are also high, with central

governments bearing most costs.
• Implementation is through a large field staff assigned
according to governmental structure throughout the
country, managed by the centre.
•
• Success is measured in terms of rate of adoption of
important recommendations and increases in national
production.
 2. The commodity specialized approach
• The assumption here is that:
• the way to increase productivity and production of a particular
commodity is
• to group all functions relating to it under one administration,
• including extension along with research, input supply, output
marketing, and
• Extension programme planning is controlled by a commodity
organization.
• Implementation is through field staff of that organization.
• Resources tend to be provided by the commodity organization
• the measure of Success is usually the total production of the
particular crop
 3. The training and visit approach
• The basic assumptions of this approach are that,
• under Ministry of Agriculture extension services, the
extension workers are
• poorly trained,
• lacking supervision and logistic support, and
• they do not visit and have contact with farmers.
• Further, it is assumed that subject matter specialists are
poorly trained and
• not providing a link with research and training functions.
• So the purpose is:
• to induce farmers to increase production of specified
crops
 The training and visit approach
• Programme planning is centrally controlled, and
reflects interaction between research and
extension personnel.
• Implementation efficiently is sought through:
• a rigid pattern of visits to farmers and
• training of field staff, along with
• strict discipline of daily and fortnightly activities.
• With funds from international sources,
• Success is measured in terms of production
increases of the particular crops covered by the
programme.
 4. The agricultural extension participatory
approach
• Here the assumption is that farming people have
much wisdom regarding production of food from
their land,
• but their levels of living could be improved by
learning more of what is known outside.
• It further assumes that effective extension cannot
be achieved with out the active participation of the
farmers themselves,
• as well as of research and related services;
• that there is a reinforcing effect in group learning
and group action; and that
 The agricultural extension participatory
approach
• extension efficiency is gained by focusing on important
points based on expressed needs of a farmers and by
reaching more small farmers through their
groups/organizations instead of through individualized
approaches.
• The purpose is to increase production and consumption and
enhance the quality of life of rural people.
• Programme planning is controlled locally, often by such
groups as farmers’ associations.
• Where farmers’ associations do not exist, the extension
staffs assist to form them. Eg. Farmers Research Group
 The agricultural extension participatory
approach
• Implementation is through:
• group meetings,
• demonstrations,
• individual and group travel, and l
• ocal sharing of appropriate technologies.
• Success is measured through the numbers of
farmers actively participating and benefiting, as
well as continuity of local extension
organizations.
 5. The project approach
• This approach assumes that:
• a rapid agricultural and rural development is necessary
and that
• the large government bureaucracy in the regular Ministry
of Agriculture Extension Service is not likely to have a
significant impact upon either agricultural production or
rural people within an appropriate time frame,
• and that better results can be achieved by taking a project
approach in a particular location,
• during a specified time period, with large infusions of
outside resources.
 5. The project approach
• The purpose is often to demonstrate what can be
done in a few years.
• Implementation typically includes project
allowances for field staff, better transportation,
facilities, equipment, and housing rather than
• Short run change is the measure of success. (eg. a
forestation programme)
 6. The farming systems development approach
• The assumption with this approach is that:
• technology, which fits the needs of farmers, particularly
small farmers, is not available, and needs to be generated
locally.
• The purpose is to provide extension personnel (and
through them farm people), with research results tailored
to meet the needs and interests of local farming system
conditions.
• Programme plans evolve slowly during the process, and
• may be different for each agro-climatic farm eco-system
type
• since they include a holistic approach to the plants, the
animals, and the people in a particular location.
 The farming systems development approach
• Field personnel tend to be highly specialized,
relatively expensive, and from outside the area
being served.

• Implementation is through:
• a partnership of research and extension personnel
with each other and with local farmers,

• The measure of success is the extent to which farm

people adopt the technologies developed by the
programme, and continue to use them over time.
 7. The cost sharing approach
• The assumption here is that
• the programme is more likely to fit local situations, and
personnel are more likely to serve local people’s interests
• if part of the cost of agricultural extension is paid locally.
• It also assumes that farm people are too poor to pay the
whole cost, so central and regional governments typically
provide most of it.
• Helping farm people learn the need to know for self-
improvement and increased productivity is the purpose.
 The cost sharing approach
• Control of programme planning is shared by the
various levels paying the costs.

• Success is measured by farm people’s willingness

and ability to provide some share of the cost,
individually or through their local government
units.
 8. The educational institution approach

• In this approach, the assumption is that:

• faculties or colleges of agriculture have technical
knowledge which is relevant and useful to farm
people.
• The purpose is to help those people learn about
scientific agriculture.
• Programme planning tends to be controlled by
those who determine the curriculum of the
education institution.
 The educational institution approach
• Implementation is through non-formal instruction
in groups, with individuals, and with other
methods and techniques,
• sometimes conducted by a college or university
with agricultural extension personal of another
agency as the main audience.
• While considerable resources are required,
• Success is measured by attendance and the extent
of participation by farm people in the school’s
agricultural extension activities