Republic of Kenya - Ministry of Agriculture · 3.5 Agricultural Innovation systems (AIS) 19 3.6 Mainstreaming of Cross-Cutting Issues 20 3.7 Extension and Advisory services for Climate

Republic of Kenya

MINISTRY OF AGRICULTURE, LIVESTOCK & FISHERIES

GUIDELINES AND STANDARDS FOR AGRICULTURAL

EXTENSION & ADVISORY SERVICES

Maize farming in Kenya

SEPTEMBER 2017

Table of Contents

FOREWARD II

ACKNOWLEDGEMENT III

ACRONYMS IV

EXECUTIVE SUMMARY 1

1. INTRODUCTION 3

1.1 Background 3

1.2 Justification for the extension Guidelines and standards 3

1.3 Objectives of Extension Guidelines and Standards 5

Specific Objectives 5

1.4 Target Clients 5

2.0 MODERN EXTENSION AND ADVISORY SERVICES 6

2.1 Functions of Extension and Advisory Services 6

2.2 Guiding Principles of Effective Agricultural Extension and Advisory Services 6

2.3 Success factors in Extension and advisory services 7

3.0 EXTENSION GUIDELINES AND STANDARDS 9

3.1 Targeting of Extension Clients and other Stakeholders 9

3.1.1 Categorization of clients 9

Categorization of other extension clients 9

3.2 Extension Approaches and methodologies 11

3.3 Capacity for Delivery of Extension Services 15

3.3.1 Capacity at enabling environment level 15

3.3.2 Capacity at Organizational level 16

3.4 Extension Resources 17

3.5 Agricultural Innovation systems (AIS) 19

3.6 Mainstreaming of Cross-Cutting Issues 20

3.7 Extension and Advisory services for Climate Smart Agriculture 20

3.8 Monitoring and Evaluation of EAS 20

LIST OF TABLES

Table 1: Categories of clients and the support needed 10

Table 2: Minimum Technical Staff to Farmer Ratios 19 Guidelines and Standards for Agricultural Extension & Advisory Services i

Foreword

Agricultural development is integral to any strategy to alleviate poverty and promote broad-based growth in

Kenya. The importance of agricultural extension and advisory services in relation to the fight against food

insecurity and poverty in line with the aspirations of the Vision 2030 cannot be over-emphasized.

Agricultural extension and advisory services in Kenya dates back to the early 1900s. They have been

undergoing continuous changes in delivery approaches and methodologies in dissemination of various

technologies and best practices. Over the period, the Government continued to provide the bulk of extension

and advisory services. Presently there is multiplicity of other service providers which cannot be overlooked.

However, there is lack of coordination, harmonization and quality assurance (standards). Therefore, there is

need for coordination and guidance to improve on efficiency in service delivery. This will avoid duplication of

efforts and most importantly cope with the new and dynamic demands of modern agriculture.

There should be deliberate efforts to improve and reform agricultural extension and advisory services into

a system that is cost effective, responsive to clients’ needs and broad-based in service delivery. The services

should have in-built sustainability mechanisms with stronger involvement of other stakeholders and

beneficiaries. Consequently, these guidelines provide comprehensive but simplified approaches, methods

and standards for coordinating and managing delivery of agricultural extension and advisory services. In

addition, the guidelines have embraced regional and international extension models and best practices.

Finally, it is important to ensure that these guidelines and standards are regularly reviewed and updated.

Willy Bett, EGH Cabinet Secretary Ministry of Agriculture, Livestock and Fisheries

ii Guidelines and Standards for Agricultural Extension & Advisory Services

Acknowledgement

The following bodies and individuals are appreciated for their contribution in the development of the

guidelines and standards:

• The Government of Kenya and German Development Cooperation implemented by GIZ for funding and facilitation;

• The technical team from the Ministry of agriculture, Livestock and Fisheries and Kenya

Agricultural and Livestock Research Organization (KALRO) that compiled the guidelines and

standards;

• Inter-governmental Thematic Working Group on Food Security, Extension and Capacity Building; • Representatives from FAO, universities, County Executive Committee Members for Agriculture

and producers for their inputs and approval.

Dissemination in exhibition

Guidelines and Standards for Agricultural Extension & Advisory Services iii

ACRONYMS AND ABBREVIATIONS

AID Agricultural Information Desk

ASAL Arid and Semi-Arid Lands

ATC Agricultural Training Center

ASDS Agriculture Sector Development Strategy

AIRC Agricultural Information Resource Center

AKIS Agricultural Knowledge Information Systems

AIS Agricultural Innovation Systems

EAS Extension & Advisory Services

ESPs Extension Service Providers

FAO Food and Agriculture Organization

FFS Farmers Field School

ICT Information and communications technology

GDP Gross Domestic Product

PTC Pastoral Training Centres

TV Television

KALRO Kenya Agricultural and Research Organization

CSA Climate Smart Agriculture

ME&L Monitoring, Evaluation & Learning

Sorted potatoes for different markets and uses.

iv Guidelines and Standards for Agricultural Extension & Advisory Services

EXECUTIVE SUMMARY

Agriculture sector is the mainstay of the Kenyan economy. It contributes approximately 29% to the GDP

directly and another 27% indirectly through linkages and services with other sectors. The sector accounts for

65% of the country’s export earnings; provides 18% of formal employment and 80% of informal employment in

rural areas. The sector has been supported by agricultural extension and advisory services which has been

undergoing continuous changes in delivery approaches and methodologies of dissemination.

Extension and advisory services play important role in agricultural development through delivery of knowledge, technologies and innovations. It links agricultural producers to other actors in the agricultural products value chains and economy. The services are critical in transformation of subsistence farming to commercial agriculture, promoting house hold food security and improving incomes. In this regard, there is need to address constraints affecting efficient and effective delivery of extension and advisory services. However, there are constraints impacting on the service delivery due to declining human resource, uncoordinated pluralistic extension service delivery and low funding.

Despite the advantages of pluralistic extension system, the wide mix of extension initiatives present real challenges that can only be addressed through adoption of common guidelines and standards on service delivery. Through adoption of common guidelines and standards, there will be harmony and the organizations involved will be accountable for the services provided. It will also be possible to maintain consistency in service delivery so that both the client and service providers would appraise the current status in view of the expected outcome. The overall objective of the guidelines and standards is to steer the agricultural sector in the provision of coordinated, effective and efficient extension and advisory services delivery.

Effective Agricultural Extension and Advisory Services should: i) be client-driven to respond to targeted potential clients needs while maintaining professional standards ii) be relevant iii) be coordinated to harness synergy and prevent negative impact on the welfare of clients iv) avoid duplication of efforts and working at cross-purposes v) ensure equity in covering all categories of clients including vulnerable groups vi) have sound governance vii) have effective mechanisms for monitoring, evaluation & learning viii) ensure human and social capital development, ix) be participatory x) be sustainable in terms of productivity, risk reduction, protection of the environment, economic viability, social acceptability, and technical and commercial feasibility xi) ensure corporate governance, and xii) be priority focused guided by National and County government strategic priorities, policies and legislation.

These guidelines are targeted to key agricultural sector stakeholders including producers, government ministries/departments concerned with agriculture, livestock and fisheries, policy regulators, marketing agents, media, development partners, communication service providers, agro-dealers and agro-processors, financial service providers, agricultural academia, agricultural researchers and other extension service providers.

Guidelines and Standards for Agricultural Extension & Advisory Services 1

Efficiency and effectiveness of Extension and Advisory Services depend on the delivery approaches. The approaches that that have been used recently include the focal area approach and value chain approach. These approaches are implemented through different methodologies such as plant/livestock clinics, farmer field schools, agricultural/pastoral training centers, e-extension, mass media (electronic and print media), demonstrations, agricultural information desks, agricultural shows and exhibitions, field days, agricultural technology shops and exchange visits.

Successful implementation of these guidelines and standards depends on development of systems, procedures, institutional frameworks, capacity building to stakeholders and policy makers, political support, resources availability, collaboration and networking.

Dissemination of technologies and information in publications (manuals, brochures and journals)

2 Guidelines and Standards for Agricultural Extension & Advisory Services

1.0 INTRODUCTION

1.1 Background

Agriculture sector is the mainstay of the Kenyan economy. It contributes approximately 29% to the GDP directly and another 27% indirectly through linkages and services with other sectors.. The sector accounts for 65% of the country’s export earnings; provides 18% of formal employment and 80% of informal employment in rural areas. The sector has been supported by agricultural extension and advisory services which has been undergoing continuous changes in delivery approaches and methodologies of dissemination.

The Kenyan agricultural sector predominantly consists of smallholder producers, processors and marketers. This characteristic of the sector has important implications for the structural, institutional and organizational of public and private extension and advisory services in terms of approach and content.

Extension and advisory services (EAS) play an important role in delivery of knowledge, technologies, agricultural information and linking agricultural producers to other actors in the economy such as agro input-dealers, agro processor, marketers and finance institutions. The EAS are critical in the transformation of subsistence farming to commercial agriculture and in promoting house hold food security, improved incomes and in poverty reduction. Therefore, there is need to address constraints affecting efficient and effective delivery of EAS. The constraints include: declining human resources, uncoordinated pluralistic extension and advisory service delivery, low funding to agricultural research and extension, and inadequate private sector involvement.

1.2 Rationale for the Guidelines and Standards

Despite the advantages of pluralistic extension system, the wide mix of extension initiatives present real challenges that can only be addressed through adoption of common guidelines and standards on service delivery. Through adoption of common guidelines and standards, there will be harmony and the organizations involved will be accountable for the services provided. It will also be possible to maintain consistency in service delivery so that both the client and service providers would appraise the current status in view of the expected outcome.

1.2.1 Alignment to Constitution and Policies

Endeavour in the agricultural sector development in Kenya must focus on both internal and external environments. Thus, EAS must not only conform to the national aspirations but also be in tandem with the Constitution and evolving policies while taking advantage of current and emerging opportunities in the global and regional arena. The newly launched Sustainable Development Goals (SDGs) provide a framework for shifting the world economic development onto a path of inclusivity, sustainability and resilience. The new SDGs, and the broader sustainability agenda, go much further than the precursor Millennium Development Goals (MDGs) in addressing the root causes of poverty and the universal need for development that works for all people. Through an integrated approach, the goals tackle the social, economic and environmental challenges to achieve sustainable development. Kenya in its capacity as a member of the United Nations must align its policies and development agenda to the SDGs. At continental level, there is need to embrace the Comprehensive African Agriculture Development Programme (CAADP) as per Maputo Declaration of 2003 and Malabo Declarations of 2014. These declarations contain key commitments to transform agriculture by enhancing public and private investment in agriculture; ending hunger; increasing intra-African trade in agricultural commodities and services, and enhancing resilience to climate variability and related risks.


At the national level, there are overarching policies guiding the development agenda of which the Vision 2030 is the Kenya‘s blue print. The aim of the Vision is for Kenya to be “a globally competitive and prosperous country with a high quality of life by 2030”. It is anchored on Science, Technology and Innovation (STI) to steer all the sectors of the national economy and growth. It aims to transform Kenya into “a newly industrializing, middle income country providing a high quality life to all citizens in a clean and secure environment.” Thus agricultural extension must shift to more integrated systems focusing on demand-driven high impact outputs for development and environmental sustainability.

In the Kenya Constitution 2010, section 43 (c) under the Bill of Rights indicates that “every person has the right to be free from hunger and to have adequate food of acceptable quality”. Article 60 (1) (c) emphasizes sustainable and productive management of land resources. In the same Constitution, agricultural extension is a devolved function of the County Governments. Therefore, there is need for collaboration between National and County Governments in the prioritization of the extension and advisory services agenda and dissemination of technologies and knowledge. In this regard, establishment, maintenance and strengthening of linkages with County Governments will be a key success factor.

In order to align to the aspirations of the Vision, the Agricultural Sector Development Strategy (ASDS) was developed to guide the country in agricultural interventions including extension and advisory services that are necessary and will contribute towards the realization of the Vision. Through ASDS the agriculture sector is envisioned to achieve a growth rate of 7% per year, which will in turn contribute to the realization of the 10% annual economic growth anticipated in Vision 2030. In this regard, the Kenya national agricultural extension system seeks to streamline, rationalize and put in place an integrated and harmonized extension program that will effectively contribute to the delivery of the Vision.

1.2.2 Provisions of the Guidelines

Despite the advantages of pluralistic extension system, the wide mix of extension initiatives present real challenges that can only be addressed through adoption of common guidelines and standards on service delivery. Through adoption of common guidelines and standards, there will be harmony and the organizations involved will be accountable for the services provided. It will also be possible to maintain consistency in service delivery so that both the client and service providers would appraise the current status in view of the expected outcome. The overall objective of the guidelines and standards is to steer the agricultural sector in the provision of coordinated, effective and efficient service delivery.

The guidelines should be viewed as best practices that are strongly recommended. They could consist of additional recommended controls that support a standard, or help fill in the gaps where no specific standard applies.

Service delivery standards are a set of clear and public criteria with explicit indicators that define the service delivery performance by which Support Services can be monitored and reviewed. The standards consist of specific minimum level mandatory controls that help enforce and support the service delivery.


The standards aim to:

• support the provision of consistently high quality service delivery,

• encourage continuous improvement and identify specific areas for improving service quality,

• assist service providers to self-audit the quality of their service

• foster a collective commitment to quality through a common set of clear and measurable criteria

• inform clients what to expect from service providers in relation to the quality of the service

• maximize staff satisfaction and confidence with the service

• meet reporting and accountability requirements

• assist with monitoring and evaluation processes

1.3 Objectives of Guidelines and Standards

The overall objective of the guidelines and standards is to steer the agricultural sector in the provision of coordinated, effective and efficient extension and advisory services.

The specific objectives are to:

• Targeting of extension clients

• Extension service approaches and methods

• Capacity building of extension service providers

• Human resource development and management

• Financing of extension and advisory services

• Knowledge and information management

• Mainstreaming of cross cutting issues

• Promoting climate smart agriculture

• Monitoring, evaluation and learning

1.4 Target Clients

These guidelines are targeted to key agricultural sector stakeholders including producers, government ministries/departments concerned with agriculture, livestock and fisheries, policy regulators, marketing agents, media, development partners, communication service providers, agro-dealers and agro-processors, financial service providers, agricultural academia, agricultural researchers and other extension service providers


2.0 AGRICULTURAL EXTENSION AND ADVISORY SERVICES

Agricultural extension services is defined as systems that facilitate and support the access of farmers, their organizations and other value chain actors to knowledge, information and technologies; facilitate their interaction with partners in research, education, agri-business, and other relevant institutions; and assist them to develop their own technical, organizational and management skills and practices.

Agricultural extension services refer to a systematic process of working with producers or communities to help them acquire relevant and useful agriculture or related knowledge and skills to increase farm productivity, competitiveness and sustainability.

On the other hand, advisory service is provided by subject matter specialists, private organisations or firms to support agricultural commercial interests. It is practiced where farmers have attained a high degree of competence and are able to articulate their demand for services.

2.1 Functions of Agricultural Extension and Advisory Services

The role of agricultural extension services has widened to include issues that go beyond agriculture. In the context of these guidelines it includes but not limited to services such as:

• Providing technical information, training and demonstrating appropriate technologies and innovations.

• Diagnosing problems and recommending solutions

• Raising awareness of opportunities

• Responding to follow up questions raised by clients

• Providing mass advisories

• Enforcement of national/county policies and declarations e.g. soil erosion control and tree

planting

• Liaison and linkage with other service providers

• Advocacy and lobbying on issues of county, national, regional and international interest

• Assurance of compliance to quality and safety standards.

• Facilitating access to credit and inputs

• Assisting with business planning

• Conducting surveys, enumerations, monitoring, evaluation and learning

• Linking farmers to markets

• Knowledge and information management

2.2 Guiding Principles of Effective Agricultural Extension and Advisory Services

Extension and advisory services facilitate implementation of government and other stakeholder programmes guided by the following principles:

i. Client-driven: Extension must respond to targeted potential clients needs while maintaining professional standards.


ii. Relevant: Technologies must be applicable within the opportunity realm of resources and market environment of the clients.

iii. Coordinated: In encouraging more service providers to be involved and contribute towards

agricultural development, there is need for proper coordination to harness synergy, prevent negative impact on the welfare of clients, duplication of efforts and working at cross-purposes

iv. Equity: Agricultural Extension and Advisory Services must cover all categories of clients including

vulnerable groups.

v. Sound governance: Agricultural Extension and Advisory Services and its structures must have competent and motivated personnel for proper implementation.

vi. Effective monitoring, evaluation & Learning: Must have inbuilt mechanisms for

Monitoring, Evaluation & Learning.

vii. Human and social capital development: The extension and advisory services must build the capacity of extension clients.

viii. Participatory: Agricultural extension clients must be involved in the planning, implementation

and evaluation of their projects in a manner that promotes ownership and empowerment.

ix. Sustainability: Agricultural Extension Advisory Services must provide advice and information that meets the criteria of sustainability including productivity, risk reduction, protection of the environment, economic viability, social acceptability, technical and commercial feasibility.

x. Corporate governance: Agricultural Extension Advisory Services are concurrent functions to be

regulated and controlled under the framework of corporate governance consistent with organizational competences and efficient use of resources.

xi. Priority focused: The extension service should be guided by National and County government

strategic priorities, policies and legislation.

2.3 Success Factors in Extension and Advisory Services

Key success factors in the application of extension and advisory services in the country include;

i. Locally adapted content and context

Ensure that relevant information is packaged, re-packaged and disseminated in the right format. It should meet the different information needs and preferences of a variety of users.

ii. Building on existing systems

Capitalize on existing information, communication and delivery systems.

iii. Developing new systems

Develop and adopt extension innovations along value chains.

iv. Recognizing diversity

Respond to the different information and communication requirements to ensure social inclusion.

v. Governance, access and empowerment

Ensure proper governance structures are in place to facilitate access to information and empowerment of clients.

vi. Strengthening partnerships

Build new and strengthen existing horizontal and vertical inter-organizational (local and


international) and inter-sectoral partnerships that are necessary to ensure information is available to all stakeholders.

vii. Realistic approaches to technologies

Build sustainable systems that can be up-scaled and, out-scaled.

viii. Cost effective system

Establish a system that is affordable and financially sustainable.

Field demonstration


3.0 THE GUIDELINES AND STANDARDS

3.1 Targeting of Extension Clients and other Stakeholders

Extension Service Providers are required to conduct stakeholder analysis for proper targeting of clients. The following are the key agricultural sector stakeholders:

• Producers (crops farmers, fisher folk and livestock keepers)

• Ministry of Agriculture, Livestock and Fisheries

• Policy makers at the two levels of government

• Policy regulators

• Marketers

• Media

• Development Partners

• Communication Service Providers

• Agro dealers

• Agro-processors,

• Financial service providers

• Agricultural Academia

• Researchers

• Extension Service Providers

3.1.1 Categorization of clients

For effective delivery of EAS, the service providers should identify and categorize clients in terms of their agricultural enterprise, varying knowledge and kills, exposure and resource endowment. This is important in ensuring proper targeting of service provision.

Criteria for categorization of clients:

i. Resource Poor

Resource poor clients may exhibit one or a combination of any of the following;

• Food insecurity

• Malnourishment

• Lack of land right

• Small land sizes

• Use fuel wood as the main energy source

• Degraded land

• Poor housing

• Practice inappropriate farming methods


ii. Innovators

Innovators may also be referred to as early adopters. They may exhibit any or all the following characteristics:

• Highly motivated

• Seek information and knowledge

• Identify and take up opportunities

• Disseminate knowledge

• Visit extension offices

• Are risk takers

Table 1 describes various categories of client and their existence. It also describes their salient features and the support they may require.

Table 1: Categories of clients and the support needed

Category Of Clients Possible Causes Description /Salient Features Support needed Food insecure Natural calamities, These are mostly poor people Provision of starter packs,

strife, illiteracy living below the poverty line of subsidy and advice one US$ (Kshs 100) per day

Subsistence and Small land size, low Mainly produce for own -Support where applicable to household food financial capital consumption; may produce small transform into viable producers marketable surplus agribusinesses.

-Intensification Smallholder Small Land size, Produce for subsistence with -Support where appropriate producers Low resource marketable surplus to transform into viable

capacity agribusinesses based on

prioritized commodity specific

value chains.

-Intensification

-Irrigation

-Crop insurance

Pastoralists Land tenure, Extensive communal land users, -Disease surveillance and traditions, culture livestock production is main control, and climate activity -Marketing

-Breeding programmes

-Range management

-Water and fodder

conservation

-Livestock insurance

Commercial Profit driven Have control and access to -Specialized advisory services Producers services (land, information, and linkage to public and

inputs, markets) to farm private sector support effectively. -Policy support

iii. Other extension clients

• Agro Dealers

• Transporters

• Marketers 10 Guidelines and Standards for Agricultural Extension & Advisory Services

• Processors

• Financial service providers

• Extension Service Providers

3.2 Extension Approaches

Efficiency and effectiveness of EAS depend on the delivery approaches and methodologies used. The approaches include commodity specialized approach, cooperative extension approach, Educational/ institutional approach, Training & Visiting, participatory approach, project approach, farming systems development approach, focal area/ catchment approach, cost sharing approach amongst others. These approaches are actualized through different methodologies, which are described below:

i. The Plant Clinics Method

Plant clinics provide plant health information and services on the problems facing farmers and are designed to stimulate linkages between stakeholders, improve information flow and ultimately enhance relevant response to farmer’s needs.

Clinic Procedures

• The clinics are located within the community and managed by relevant experts who are extension providers from public or private sector.

• The clinics should be set up in places frequented by farmers such as market places on market

days and typically operate for half a day once a fortnight.

• Clinics sites should be well advertised and farmers encouraged to bring samples of their affected plants to aid diagnosis.

• It is important to equip each clinic with the following reference materials:

i. Photos of symptoms (photo sheets)

ii. Pest and disease fact sheets

iii. An agrochemical handbook which shows current registered chemicals and appropriate use

iv. Basic equipment such as hand lenses, knives, clinic register form33333s, and basic furniture

(table, umbrella, and chairs).

• At the end of the consultation, the farmer should be given a written prescription, which may be immediate advice on how to deal with an acute problem, or long term advice such as choice of crop variety and animal species or use of different production practices.

• Extension messages on crop, market prices for inputs and farm produce and new crop varieties.

ii. Farmer Field School (FFS)

Farmer Field School ‘classroom without walls’ method is quite effective in imparting skills and knowledge to producers. The producers are taken through the full cycle of an agricultural enterprise i.e. from production to marketing.


Recommendations

• A group of 20-30 farmers or agricultural producers to meet regularly at a demonstration site where they make field observations and relate their observations to the ecosystem. They apply their previous experience and any new information to make a crop, fish or livestock management decision with the guidance of a facilitator. These management decisions are then expected to be replicated on the individual member farms.

• The observations should be made throughout the enterprise cycle.

• Researchers and subject matter specialists should be engaged to provide latest technology to

address any observed challenges.

• ESPs should provide adequate information for upscaling and out scaling of technologies.

iii. Agricultural/Pastoral Training Centers (ATCs/PTCs)

These should be centers of excellence and serve as models in demonstrating appropriate technologies. They offer these services through provision of:

• Facilities for training on technologies backed with practical demonstrations

• Bulking centers of plant materials, multiplication of livestock and fingerlings for farmers and

conservation of germplasm

• Incubation centers for agribusiness ideas

• Client tailored training packages administered through residential or nonresidential modules

• The centres should have accommodation and training facilities

iv. e-extension

The objective of embracing Information and Communication Technology (ICT) is to complement and modernize existing extension approaches and methods. The use of ICT may include development of websites, repositories, knowledge hubs, data bases and use of ICT based applications.

Guiding principles

• Engagement of ICT expert to install and manage ICT infrastructure.

• Staff should be trained on application of E- Extension

• Extension officers should be equipped with ICT facilities and equipment for internet and mobile access devices (smart phones, tablets)

• Extension clients should be sensitized and exposed to available ICT platforms.

• Innovative ICT solutions (technical packages) should be included in agriculture extension

through partnership, collaboration and networking with other stakeholders.

v. Mass Media

The mass media is the method employed to disseminate information and technologies to a large set of clients within a short period. The material disseminated should be packaged and tailored for particular audience. The timing of employing each of the media is critical. The following are


some of the mass media used in extension delivery.

(a) Radio

Radio programs can be an effective tool for communicating with clients. One successful example is Bio-vision international radio programs used to reach clients (producers) with target messages on enterprises production. Radio programs have a wide reach and are gender neutral.

(b) Television

This is a popular method adopted by many ESPs to reach clients through audio visual technologies. Some of the examples include Mkulima by KBC, Shamba Shape up and mkulima smart on Citizen, smart farmer on Nation TV and Mugambo wa murimi (a Kikuyu language program) broadcasted by Njata TV and farming the global perspective by KASS media group. Television has a wide reach and is effective in changing attitudes. However, equipment, power and signal connectivity are required.

(c) Video

Different organizations have developed farmer training videos that aid communication of their messages to clients. Access Agriculture and the Agricultural Information Resource Centre (AIRC) are major players who have employed this approach. The approach is effective but requires investment in equipment and electricity. The content can easily be translated to local language and dialects.

(d) Print media

The print media uses manuals, handbooks, bulletins, newsletters, newspapers, brochures and fliers to disseminate information. Examples include the Organic Farmer magazine by Infonet Bio vision International, Seeds of Gold by Egerton University and Nation Media Group and Smart Agriculture by Standard Media Group. Print media content is easy to develop, has a wide reach and easy to keep for future reference. However, the method is expensive and with limited reach in remote areas.

vi. Method Demonstrations:

This entails the use of sites that are strategically prepared to showcase improved technologies and skills for the purpose of stimulating adoption by the client. Information on the following planning aspects is vital for effective demonstration:

• Clear techniques

• Timeliness of activities

• Indication of technology costs

• Indication of returns to the investment (gross margin)

• Indication of economical unit for profitability

• Indicate suitable areas for the technology

• Target market and availability

• Price stability or volatility


vii. Result Demonstration

This is a show case for farmers based on a successful enterprise. The following should therefore be the guiding principles and practices:

• Technical aspects that are credible and research based.

• Motivating clients for increased uptake and adoption of the technologies and best practices.

• Used for clients’ teaching through field days, exhibitions, etc.

• Depict optimal use of resources, environmental responsiveness and sustainable agriculture.

viii. Agricultural Information Desks

Agricultural Information Desks complement other extension methods. It is a one stop shop for information related to production such as inputs access and use,, value addition opportunities, markets, pests and diseases control, livestock breeds and crop varieties.

Operation guide and requirements

The information desks should target forums or sites (location or position) where clients congregate in large numbers. This would also boost the image and visibility of extension officers by the clients (farmers).

The following facilities should be availed:

• Adequate space

• Computer and internet access

• Desk and chairs

• Shelves and cabinets

• Relevant up to date reference materials for both officers and clients/users.

• A reasonable size tent for field situations

• Mobile phones/air time/data bundles

• Public address facility

• Funds for printing or production of necessary materials e.g. pamphlets, brochures, posters.

• Signboards for desk location publicity

• Vehicles and motorcycles for staff mobility and movement of desk operation materials

Information desks at lower levels should target clients at main market centers, livestock auction yards or watering points. For example in arid and semi-arid areas (ASAL) mobile information desks or tents can be used. Therefore it is important for officers manning the desk to first identify the strategic venues/places in their localities.

ix. Agricultural Shows, Field days and Exhibitions

Agricultural shows, field days and exhibitions are group approach extension methods that increase and improve efficiency in the delivery EAS through show casing technological innovations, best practices and optimal use of resources for improved agricultural and land productivity.


Hosting Successful Agricultural Exhibitions/Field Days

The following is a guide on mounting agricultural exhibitions/ field days:

• Planning should commence at least one month before the event

• Select a suitable venue/site with suitable diversity of enterprises, highly accessible and with many clients

• Where a client is to host the event, he or she should be a model practitioner

• Publicity should be done with local mass media, posters and banners placed at strategic sites in

the event catchment area

• Ensure wide diversity of participating stakeholders for more information, knowledge and services to the farmers e.g. agro-chemical companies, financial institutions, agro-processors, research institutions and universities

• Ensure that resources for holding the exhibition/field day are available

• Ensure the local community leadership is fully involved

x. Technology shops

This is a method initiated by KALRO where technology shops (Technology Innovation Units-TIUs) are set up at the Centres. The shops are equipped with internet connectivity and telephone services. They are stocked with printed knowledge and information materials including manuals, technical reports, brochures, conference proceedings, books and scientific journals. These materials are also available electronically in the websites, databases, repositories and knowledge hubs. They can be accessed, printed or downloaded. They also stock planting materials including seeds and seedlings, improved poultry and other livestock breeds developed from research. In addition, demonstration plots are set up around the TIUs to facilitate learning. The services and products available from any KALRO Centre can be sourced at a TIU.

xi. Agro-dealer shops

These are business entities that deal with inputs necessary for production. They provide support information on the inputs. A well informed agro-dealer can have high impact on production by offering technical advice on the use of inputs.

xii. Learning visits/tours

This is a method where producers learn from successful colleagues. The learning can be both theoretical and practical.

3.3 Capacity for delivery of Extension and Advisory Services

3.3.1 Capacity at enabling environment level

Performance of EAS depends on the enabling environment in which they are embedded. This relates to political, social, economic, technological and legal frameworks that influence service delivery of an organization.

The enabling environment will determine the extension approach that best fits in the context of its application.


Consequently, different EAS providers opt for approaches that suit their capacity and situation. This has the potential to cause misunderstanding, competition and contradiction amongst service providers. It can also cause inconsistencies and distortion in messaging resulting in loss of trust in the services provided.

Appropriate regulatory frameworks are essential in pluralistic extension system to ensure relevant, accurate and verifiable agricultural information, and to enable collaboration among different EAS providers. Some of the factors for enabling environment include:

• Sensitization of leaders to ensure political commitment and recognition for EAS by different levels and arms of governments

• Political goodwill and policy support

• Set up coordination mechanisms for EAS providers

• Collaboration and networking between different EAS providers and other organizations

• Ability to build capacity for policy making process in multi-stakeholder scenario

• Existence of financing arrangements that stimulate client-orientation, demand-responsiveness,

and collaboration among EAS providers

• Training institutions that provide tailor-made training and learning support

3.3.2 Capacity at Organizational level

Organizational level capacity includes systems, procedures, and institutional frameworks which allow operations and delivery of appropriate services. The institutional setting and organizational relationships within an EAS are important as they determine the capacities that support interaction, learning and sharing. To perform the roles and functions envisaged in terms of quantity and quality, EAS should have the following capacities at this level:

• Embrace strategic management functions that include leadership, vision building, change management, policy relations and advocacy

• Develop organizational Structures with ability to set up functional units in the organization

hierarchy

• Establish clear definition of authority, roles and responsibilities and resources among different units within and between EAS providers to creat harmony and efficiency.

• Install processes, systems and procedures that include planning, organizing, leading, human

resource development, monitoring, evaluation & learning and internal communication

• Observe core values to include professionalism, accountability, inclusivity, transparency and teamwork

• Create incentives/rewards mechanisms to reward good performance

• Establish adequate qualified human resource and create linkages with experts in other

organizations for synergy. Human resource requirement needs to be reviewed regularly

• Establish financing mechanisms to provide adequate budget for recurrent and development expenses.

• Establish a mechanism of sourcing knowledge and information. There should be a mechanism to


source, collect, collate, store and share information including networking to enhance skills.

• Provide infrastructure to support EAS in terms of telecommunications, ICT, office space, training facilities, access roads and market facilities

• Provide transport facility to support efficient EAS delivery.

3.4 Extension Resources

(a) Supporting Facilities

Support for EAS providers to enable them deliver the necessary service to clients should include:

• Adequate and suitable transport

• Adequate audio-visual aids

• Access to ICT facilities (computers, internet, mobile devices)

• Adequate office space, stationery and equipment

• Technical reference materials

• Tools and facilities for demonstrations and training

• Portable extension kit

(b) Human resource

Staff Recruitment, career progression and staff retention

There is need to create a cadre of dedicated, skilled agricultural extension personnel with high competence and professionalism. This should instill pride in the profession of agricultural extension while improving service delivery. To achieve such a system, the following should be implemented:

• A person employed as an agricultural extension personnel at all levels shall be required to have a minimum qualification of a certificate in agricultural sciences or equivalent from a recognized institution

• Agricultural extension personnel must have clear job descriptions, performance standards

and be appraised regularly

• The personnel should perform their duties in accordance with their field of professional specialization

• Good performance should be recognized and rewarded in accordance with established

regulations, norms and standards

• All agricultural extension service providers should be affiliated to at least one registered agricultural professional body dealing with extension service delivery.

(c) Required Competences and Skills for Extension Providers

Individuals who render agricultural EAS interact directly with the public. All providers of agricultural EAS must accordingly be competent in technical and functional skills


Technical Skills

Good understanding of appropriate, relevant and current technologies or practices. Some of these technical areas include:

• Technical options to support climate change adaptation

• Animal health and husbandry

• Aquaculture/Mariculture

• Apiculture

• Soil , water and soil fertility management

• Improving resource use efficiency

• Agri-business

• Agri-nutrition/sea food

• Financial literacy

• Group management

• Innovation management

• Application of biotechnology

• Intellectual property and producer rights

• Use of new information & communication technologies (ICTs)

• Pest, parasites and disease management

• Understanding of emerging livestock and crops

Functional skills

This refers to the application of acquired knowledge in order to improve productivity and solve emerging issues. They include the following:

• Good interpersonal relations: They must be willing and able to deliver services effectively and efficiently.

• Communication: They must be able to exchange information and ideas in a clear and

concise manner

• Project Management: They must be able to plan, manage, monitor, evaluate and learn specific skills in order to deliver the desired outputs

• Knowledge & Information Management: They must be able to promote the generation and

sharing of knowledge and learning in order to enhance the productivity of the enterprise.

• Service Delivery Innovation:: They must be able to explore and implement innovative ways of delivering services that contribute to the improvement of productivity.

• Problem Solving and Analysis: They must be able to systematically identify, analyze and

resolve existing and anticipated problems through participatory approaches.

• Honesty and Integrity: They must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in EAS

• Mentoring and Empowerment: They must be able to manage and encourage diverse

groups of people, optimize their outputs and effectively provide leadership 18 Guidelines and Standards for Agricultural Extension & Advisory Services

(d) Personnel Training

The EAS is a dynamic profession that should constantly respond to changes in policy environment and clients needs or requirements. It therefore, needs appropriately trained staff. The training institutions should regularly revise their curriculum to meet the dynamic skill needs.

(e) Farmer training

Training programmes should target producers on technical, organizational, operational, agribusiness planning, management and financial literacy to ensure improved performance.

(f) Extension Agent to Farmer Ratios

A major challenge for extension relates to inadequate staff capacity. The demand for extension and advisory services varies according to the nature of the agricultural practices. The extension staff to farmer ratios determines the effectiveness and efficiency of service delivery. Table 2 below shows the recommended minimum ratios.

Use of innovative methods e.g. e-extension, media and group approaches help to reduce the staff requirements and cost of extension.

(g) Participatory Planning and Budgeting

EAS providers should employ participatory planning and budgeting processes to avoid duplication of activities and to improve efficiency.

Table 2: Minimum Technical Staff to Farmer Ratios

Farming systems Minimum ratios

Intensive mixed farming systems 1:700

Agro-Pastoral system 1:640

Pastoral Systems 1:1000

3.5 Agricultural Knowledge and Information Systems (AKIS)

Agricultural innovation platforms are important in creating Agricultural Knowledge and Information Systems (AKIS) and networks. The National Agricultural Research Systems (NARS), which include KALRO and universities plus international research organizations play a key role in generating technologies, knowledge and information that are shared in these systems. This has the advantage of strengthening research-extension-farmer linkages with other services providers.

A mechanism should be put in place to ensure that all stakeholders are actively involved in generation, storage, access and exchange of relevant information and knowledge. This involves establishing a stakeholder forum for;

i. developing and harmonizing standards for packaging user-friendly extension messages

ii. developing a database of AKIS actors and the kinds of agricultural knowledge and information they hold

iii. providing identified websites with relevant information and facilitation to link each other


iv. improving linkage, networking and exchange of published agricultural information among the stakeholders

v. drawing lessons from other initiatives such as KALRO’s innovation platform

vi. extension and advisory services should use all available information sources.

3.6 Mainstreaming of Cross-Cutting Issues

There is need to ensure cross-cutting issues are mainstreamed in EAS systems. These include gender, agri-nutrition, people living with disability, alcohol and substance abuse, people affected by HIV and AIDS and climate change among others which have significant impact in agricultural productivity and sustainable food and nutritional security.

In mainstreaming cross-cutting issues for effective EAS delivery, the following should be considered;

• Target group considering time, mobility, availability and level of vulnerability

• Appropriateness of the technology

• Relevant content and method of delivery

• Alternative Income Generating Activities (IGA) that can be promoted

• Access to credit and inputs

• Access to technological innovations and best practices

• Literacy level and experience

• Ability and freedom to make decisions

3.7 Extension and Advisory Services for Climate Smart Agriculture

Climate Smart Agriculture (CSA) refers to agricultural practices that sustainably increase productivity and resilience while reducing negative environmental impacts. It should ensure that climate change adaptation and mitigation are directly incorporated into agricultural development planning, execution of EAS systems and investment strategies.

Climate change can impact on agricultural productivity and food security as a result of inappropriate practices and unpredictable weather patterns. Extension and advisory delivery systems should ensure clients are equipped with knowledge and skills to mitigate and adapt to climate change while strengthening their adaptive capacity and resilience. These should include but not limited to;

• Conservation and rehabilitation of degraded lands

• Adoption of climate smart technologies

• Reclamation of wastelands

• Sensitization of producers on potential options for adapting in their production systems

• Strengthening linkages of the clients with value chain players like markets, financial institutions and input suppliers

• Improving clients access to and use of weather and climate information

• Offering climate mitigation and low greenhouse gases emissions interventions


3.8 Monitoring, Evaluation and Learning

Extension and advisory delivery systems should establish an effective and efficient monitoring, evaluation and learning (ME&L) framework. The systems should be able to track inputs, activities and outputs on a continuous basis with provision for feedback mechanisms at different levels. The ME&L frameworks should consist of baseline, mid-term, end-term and ex-post data collection to document outcomes, lessons learnt and impacts of the systems.

Extension ME&L should be based on five evaluation criteria namely effectiveness, efficiency, relevance, impact and sustainability. A result framework capturing the performance of the service delivery system should be established detailing activities, inputs, outputs, outcomes and expected impacts. The results should be shared with clients and other stakeholders. The following structures, tools and mechanisms should be put in place to ensure an efficient and effective participatory ME&L system at the National and County levels:

(a) Technical & Managerial monitoring

EAS should undertake continuous ME&L of agricultural activities to ensure accountability, effective and efficient service delivery.

(b) Reporting

The ME&L report should be produced periodically in the prescribed format and should be timely. The reports should inform the users for the purposes of reviewing and improving EAS delivery systems.

(c) Field Studies and Surveys

These should be conducted as need arises as a medium and long term gauging of extension and advisory systems impact and gaps.

(d) Information Communication Technologies:

The technology can be used to track the performance of extension and advisory systems.

(e) Performance Indicators for ME&L

• Frequency of contact with clients.

• Participation of different categories of clients

• Adoption rates of extension recommendations.

• Efficiency of the extension and advisory systems

• Positive changes at the client level


4.0 INDICATORS FOR EXTENSION & ADVISORY SERVICES IMPLEMENTATION

i. Categories of service providers

ii. Number of service providers consultative meetings

iii. Number of TOTs held by EAS providers

iv. Indicate facilitating factors for service delivery

• Level of funding

• Transport facilities

• Information, Education and Communication materials

• Stationery

• Extension kit

v. Number of clients reached (Male, Female, Male youth, Female youth, Pupils (boys and girls))

vi. Number of technologies disseminated

• Methods used

• List of participating EAS providers

• Number of clients reached

vii. Type of technologies disseminated

viii. Number of backstopping missions made by ME&L teams

ix. Number of TOTs follow-ups with clients

x. EAS outcomes and impacts

xi. Opportunities and challenges

xii. Coping mechanisms to the challenges


Trained and graduated farmers displaying certificates

Republic of Kenya

MINISTRY OF AGRICULTURE, LIVESTOCK & FISHERIES

Documents

Republic of Kenya - Ministry of Agriculture · 3.5 Agricultural Innovation systems (AIS) 19 3.6 Mainstreaming of Cross-Cutting Issues 20 3.7 Extension and Advisory services for Climate