This document discusses new paradigms in agricultural extension and innovation systems. It describes a shift from a linear model of technology transfer to a more interactive model where farmers, researchers, educators and others exchange knowledge. A new way of thinking about extension sees it as a set of functions performed by various actors rather than just the government. It also discusses the Rapid Assessment of Agricultural Knowledge System (RAAKS) methodology, which uses participatory action research to help stakeholders understand and improve their innovation systems. Institutional analysis looks at the regulatory, normative and cognitive-cultural pillars that guide actors' behavior. Organizational assessment examines aspects like performance, environment, motivation and capacity.

1. Paradigma baru
Penyuluhan:
Komunikasi untuk INOVASI
1

2. Perubahan paradigma :
◦ From diffusion to systems of agricultural
innovation.
Alasannya:
1. inovasi teknologi bisa datang dari banyak sumber,
2. ada perubahan dari sustainable agriculture and
progress menuju ecological knowledge system,
3. berkembangnya interdependence model dan
innovation system framework, dimana yang terlibat
tak hanya research and extension, tetap juga
technology users, private companies NGO, dan
supportive structures (pasar dan kredit).
4. pentingnya learning processes ( = a way of evolving
2

3. Transformasi pemikiran ttg penyuluhan dari LAMA ke BARU:
From To
Looking at extension as national
government service
Seeing extension as a set of functions, to be
performed by a variety of players, at different levels
Looking at extension to transfer
technologies
Seeing a wider mandate for extension, that also
includes farmer mobilization, organization and
education
Looking at extension as a
distinct, separate institution
Seeing a coherent, comprehensive knowledge
system for the generation, transfer and uptake of
knowledge and technology, that includes the farmers,
research, extension and education
Using a linear, sequential and
one-directional model of
technology transfer
A more realistic, cyclical and dynamic model of
information exchange and knowledge dissemination
(farmers, researchers, educators and extensionists)
Designing projects from a
teaching perspective, and
budgeting for teaching efforts
Allowing projects to develop a learning mode,
engaging all major stakeholders.
Paying lip service to the
potential of information
technology for rural development
Taking some risks by including experimental
information technologies in projects to link research
institutes, extension managers, farmer organizations
and others to each other and to the rest of the world.
3

4. Rapid Assessment of Agricultural
Knowledge System (RAAKS):
dikembangkan Department for Communication and
Innovation Studies of Wageningen University,
berdasarkan penelitian dan kegiatan di lebih 25
negara di Latin America, Africa, Asia, Europe and
Australia.
Digunakan untuk innovative capacity
development and social learning processes at
the community level among rural organisations and
institutions and, more recently, in agricultural
market chains.
Keunggulannya: a participatory action research
methodology that provides ways for those
involved in complex situations to understand
what is happening and to begin to find answers
for themselves.
4

5. RAAKS methodology:
better known and more accessible to a new
group of potential users in the field on knowledge
management.
a participatory action research methodology and
alternative system
a methodology that has been designed and tested
to help stakeholders gain a better
understanding of their performance as
innovators.
provides a way to improve the generation,
exchange and utilization of knowledge and
information for innovation.
5

6. Why RAAKS?
RAAKS is a participatory action-research methodology
that attempts to provide ways for those involved in such
complex situations to begin to find answers for
themselves.
RAAKS can be used to focus on the present and
potential social organization of actors (groups or
individuals) in a situation where innovation is desirable.
It encourages the team to think about the system you
are in, what you want from it, what it achieves and does
not, and what is needed for improvement.
For whom?
RAAKS is first of all useful to organizations or institutions
who feel pressed to improve their performance with
respect to innovation.
6

7. Ways to use RAAKS:
dapat dipakai oleh field worker, trainer,
manager, researcher, dan consultant.
As a researcher, you can use this method
to develop an understanding of the social
organization of innovation, based on input
from those who are involved; this can be
used as a basis for proposals for action
and/or further analysis.
7

8. RAAKS study has three
objectives:
To identify opportunities to improve a knowledge
and information system - that is, to better the
organization, decision making, and exchange of
information among actors, with the aim of improving the
potential for learning and innovation;
To create awareness among relevant actors (such as
target groups or constituencies, managers,
policymakers, producers, traders, researchers and
extension workers) with respect to the opportunities and
constraints that effect their performance as innovators;
To identify actors and potential actors who do or could
act effectively to remove constraints and take advantage
of opportunities to improve innovative performance and
to encourage their commitment to such changes.
8

9. Analisis KELEMBAGAAN
(Institutional Analysis)

10. Buku Richard Scott. 2008.
Institutions and Organizations.
Institution= “….are composed of
cultured-cognitive, normative,
and regulative elements that,
together with associated
activities and resources, provide
stability and meaning of social
live”.
Lembaga dan Organisasi
10

11. Kekeliruan yang sering terjadi:
1. Menyebut lembaga sama dengan organisasi
2. Menganggap dengan membuat organisasi telah
menyelesaikan masalah kelembagaan
3. Kajian kelembagaan biasanya hanya meneliti
kebijakan-kebijakan

12. In English Biasa
diterjemahkan
menjadi
Terminologi
semestinya
Batasan dan materinya
1.
institution
Kelembagaan,
institusi
Lembaga norma, regulasi,
pengetahuan-kultural.
Menjadi pedoman dalam
berperilaku aktor
2.
institutional
Kelembagaan,
institusi
Kelembagaa
n
Hal-hal berkenaan dengan
lembaga.
3.
organizatio
n
Organisasi,
lembaga
Organisasi social group, yg sengaja
dibentuk, punya anggota,
utk mencapai tujuan
tertentu, aturan dinyatakan
tegas.
4.
organizatio
nal
Keorganisasia
n,
kelembagaan
Keorganisasi
an
Hal-hal berkenaan dengan
organisasi.
Rekonseptualisasi “Lembaga” dan “Organisasi”
12

13. Institutions
(Lembaga) =
norma + aturan +
cultural cognitive
Organization
= organisasi
Network
= individu
13

14. Menurut New Institutionalism, ada 3 pilar dalam lembaga:
14
1.Regulative
pillar
 “rules define relationship among role”
 rule setting, monitoring, sanksi
 kapasitas untuk menegakkan aturan
 reward and punishment
 melalui mekanisme informal (folkways) dan formal (polisi, pengeadilan)
 represi, constraint, dan meng-empower aktor
2.Normative
pillar
 norma menghasilkan preskripsi (=lebih dari antisipasi dan prediksi),
evaluatif, dan tanggung jawab
 mencakup: value (= prefered and desirable) dan norm (how things
should be done)
 Gunanya agar tahu apa goal dan objectives kita, dan cara mencapainya
 meng-constraint dan meng-empower aktor
3.Cultural-
cognitive
pillar
 Intinya meaning
 Konsep bersama tentang kehidupan sosial dan kerangka dimana
makna-makna diproduksi
 Sedimentasi makna dan kristalisasi makna dalam bentuk objektif
 Berisi proses interpretatif internal yang dibentuk oleh kerangka kultural
eksternal
 Situation shared secara kolektif

15. Khusus untuk organisasi:
Pedoman singkat untuk menilai sebuah
organisasi (Short Guide for Organizational
Assessment):
1. Kinerja organisasi (Organizational
Performance)
2. Kemampuan organisasi tumbuh di
lingkungannya (The Enabling Environment
and Organizational Performance)
3. Motivasi organisasi (Organizational
Motivation)
4. Kapasitas Organisasi (Organizational 15

16. Analisis Kelembagaan Inovasi

17. Kelembagaan (institutional):
1. Aspek
regulatif
- UU No. 7 tahun 1996, tentang Pangan
- PP No 11 tahun 2010 ttg pemanfaatan tanah terlantar
- Pedoman umum pelaksanaan Program
- SK Pemda tentang peserta program
2. Aspek
Normatif
- Pernyataan Presiden RI pada Konferensi Dewan Ketahanan
Pangan di (JICC) Oktober 2010: bahwa ketahanan dan
kemandirian pangan nasional harus dimulai dari rumah
tangga
- Pemanfaatan pekarangan oleh masy desa untuk pertanian
sudah berlangsung lama
- Ketahanan pangan keluarga didukung secara kultural
- Aspek-aspek kultural yang mendukung, menghambat,
membolehkan,
3. Aspek
pengetahua
n dan sikap
(cultural
cognitif)
- sikap penerimaan rumah tangga terhadap ide RPL
- Pengetahuan rumah tangga dalam bertani dengan teknologi
spesifik
- Kesiapan rumah tangga mengikuti program RPL

18. Keorganisasi
an
(organization
al)
- kelompok rumah tangga
-Pemerintahan Desa, PKK, penyuluh,
-Perguruan tinggi, LSM
-Swasta, pengembang
- Pemerintah daerah
-Badan Litbang Pertanian, BPTP
-Kementerian Pertanian

19. Contoh:
Dukungan Kelembagaan pada Eskalasi M-
KRPL (Kawasan Rumah Pangan Lestari)
ke Depan

20. Kelembagaan (institutional):
1. Aspek
regulatif
- UU No. 7 tahun 1996, tentang Pangan
- PP No 11 tahun 2010 ttg pemanfaatan tanah terlantar
- Pedoman umum pelaksanaan Program
- SK Pemda tentang peserta program
2. Aspek
Normatif
- Pernyataan Presiden RI pada Konferensi Dewan Ketahanan
Pangan di (JICC) Oktober 2010: bahwa ketahanan dan
kemandirian pangan nasional harus dimulai dari rumah
tangga
- Pemanfaatan pekarangan oleh masy desa untuk pertanian
sudah berlangsung lama
- Ketahanan pangan keluarga didukung secara kultural
- Aspek-aspek kultural yang mendukung, menghambat,
membolehkan,
3. Aspek
pengetahua
n dan sikap
(cultural
cognitif)
- sikap penerimaan rumah tangga terhadap ide RPL
- Pengetahuan rumah tangga dalam bertani dengan teknologi
spesifik
- Kesiapan rumah tangga mengikuti program RPL

21. Lanjutan ….
Keorganisasi
an
(organization
al)
- kelompok rumah tangga
-Pemerintahan Desa, PKK, penyuluh,
-Perguruan tinggi, LSM
-Swasta, pengembang
- Pemerintah daerah
-Badan Litbang Pertanian, BPTP
-Kementerian Pertanian

22. Matrik pembagian peran berdasarkan tahapan
program
Perencanaan Pelaksanaan Monev
Level desa:
Rumah tangga
dan kelompok
rumah tangga
mengikuti
sosialisasi
pelaku utama Responden utk
monev
Pemerintahan
desa, PKK, Pokja,
Penyuluh
membantu
pembentukan
kelompok
pendampingan
teknologi
Informan utk
monev
Level daerah:
Pemda (Kantor
ketahanan
pangan)
mengidentifikasi
dan menentukan
sasaran
koordinator tingkat
kabupaten
-Pelaksana monev
-penanggung
jawab
keberlanjutan dan
replikasi kegiatan
Perguruan Tinggi,
LSM
Mengikuti
sosialisasi
Dukungan dan
pengawalan
teknologi
-nara sumber
Swasta,
pengembang
Mengikuti Fasilitasi Nara sumber

23. Lanjutan:
Perencanaan Pelaksanaan Monev
Level nasional:
Badan Litbang
pertanian/BPTP
-membangun
model KRPL
-pelatihan
budidaya,
pengolahan, dan
pemasaran
Narasumber dan
pengawalan
teknologi dan
kelembagaan
Nara sumber
Kementerian
Pertanian
(Badan
Ketahanan
Pangan)
-penanggung
jawab sosialisasi
Koordinasi level
nasional
-monev level
nasional

24. Matrik pembagian peran antar stakholders dalam
sistem agribisnis KRPL
Fungsi agribisnis
Pihak/organisasi yang menjalankan
Individu
rumah
tangga
Kelompok
Rumah
tangga
Pendamping
(PPL, PT, LSM,
pengembang)
BPTP/
Litbang
Swasta/pas
ar
1.penyediaan benih V V V V
2.penyediaan pupuk & obat-
obatan
V V V
3.penyediaan modal V V V
4.penyediaan tenaga kerja V V
5.penyediaan air utk
penyiraman
V -
6.kegiatan usahatani V V
7.pengolahan hasil pertanian V V V
8.pemasaran hasil pertanian V V V V
9.penyediaan informasi (tekno
logi, pasar, dll)
V V V V
Ket: V = dapat dilakukan (opsional)

25. TERIMA KASIH