This document is a thesis submitted in partial fulfillment of a Master's degree in Agricultural Extension. The thesis assesses the emerging roles and training needs of extension personnel in Kogi State Agricultural Development Programme (ADP) in Nigeria. It consists of five chapters that describe the background, objectives, methodology and findings of the study. The introduction provides context on the role of agriculture and extension in Nigeria. It notes that extension personnel require continuous training to address emerging roles from new government programs and technologies. The study aims to describe extension personnel characteristics, identify emerging roles and training needs, determine the type and frequency of training programs, and problems affecting training. The literature review examines topics like emerging extension roles, the impact of training, and challenges to

1. ASSESSMENT OF EMERGING ROLES AND TRAINING
NEEDS OF EXTENSION PERSONNEL IN KOGI STATE
AGRICULTURAL DEVELOPMENT PROGRAMME.
IN PARTIAL FULFILLMENT OF THE RREQUIREMENTS FOR THE
AWARD OF MASTER OF SCIENCE (M.Sc) DEGREE, DEPARTMENT
OF AGRICULTURAL EXTENSION
TABLE OF CONTENT
Title Page……………………………………………………………. i
Certification………………………………………………………… ii
Certification and Approval…………………………………………. iii
Dedication…………………………………………………………. iv
Acknowledgement………………………………………………….. v
Table of contents…………………………………………………… vi
List of tables………………………………………………………… vii
List of figures………………………………………………………. xi
List of plates…………………………………………………………. viii
Abstracts……………………………………………………………. ix
CHAPTER ONE: INTRODUCTION……………………………. 1
1.1 Background information…………………………………………….. 1
1.2 Statement of problems……………………………………………. 4
1.3 Purpose of the study…………………………………………….. 6
1.4 Significance of the study…………………………………………….. 7
CHAPTER TWO: REVIEW OF RELATED LITERATURE… 8
2.1 Emerging role of extension personnel…………………………….. 8
2.2 Training and its effects on the role performance of extension
personnel………………………………………………………….. 17
2.3 Training needs of extension personnel…………………………….. 22
2.4 The major problems impeding continuous training and retraining of
extension personnel……………………………………………….. 43

2. 2.5Conceptual frame work………………………………………… 44
CHAPTER THREE: METHODOLOGY……………………… 48
3.1 The study area………………………………………………………. 48
3.2 Study population and sampling procedure…………………………. 52
3.3 Data collection………………………………………………………. 52
3.4 Measurement of variables………………………………………….. 53
3.5 Data analysis……………………………………………………….. 54
CHAPTER FOUR: RESULTS AND DISCUSSION……………. 55
4.1 Personnel socio-demographic characteristics……………………… 55
4.2 Areas of emerging role of extension personnel……………………. 58
4.3 Areas of extension workers competences…………………………. 59
4.4 Type of in-service training used for extension personnel…………… 60
4.5 Frequency of training of extension personnel per year…………….. 62
4.6 Methods of training of extension personnel………………………… 62
4.7 Areas of training needs of extension personnel…………………….. 64
4.8 Constraints to regular training of extension personnel…………… 64
CHAPTER FIVE: SUMMARY, CONCLUSION AND
RECOMMENDATION…………………………………………… 66
5.1 Summary of findings………………………………………………. 66
5.2 Conclusion……………………………………………………….. 68
5.3 Recommendations………………………………………………. 69
References……………………………………………………….. 71
Questionnaire……………………………………………………… 77
Appendix 1………………………………………………………….
Appendix 2…………………………………………………………..
Appendix 3…………………………………………………………..

3. LIST OF TABLES
Table 1 Percentage distribution of respondent according to personal
characteristics 58
Table 2 Areas of emerging role of extension personnel. (n=100) 59
Table 3 Area of extension personnel competences 60
Table 4 Percentage distribution of extension personnel according to the type
of in-service training n = 100 61
Table 5 Percentage distribution of respondents according to the frequency
of training of extension personnel per year. n = 100 62
Table 6 Distribution of respondents according to training methods of 63
extension personnel (n = 100)
Table 7 Distribution of extension personnel according to areas of training 64
needs. n =1 00
Table 8 Constraints to regular training of extension personnel n = 100 65
Abstract
Meaningful agricultural development in any society largely hinges on extension
system in place. Agricultural extension assists rural people in the community through
educational procedure in improving their farming methods and techniques, thus
increasing their production efficiency, income, social and living standard. To bring this
to pass requires continuous training of extension personnel in order to cope with the
emerging roles cropping up as a result of developmental programmes established by the
government to improve food production and reduction in the poverty level of rural
dwellers. The study focused on the personal socio-demographic characteristics,
emerging roles of extension personnel, training needs to cope with the emerging roles
and frequency and type of training programme organized for the extension personnel. It
also identified the major problems affecting the continuous training and retraining of
extension personnel in Kogi State ADP. The study covered twenty one local
government areas of Kogi State which is divided into four agricultural zones: Zone A,

4. B, C, and D. Data used were collected from one hundred extension personnel using
questionnaire items. The study reveal that there is need for continuous training of
extension personnel but some major constraints such as inadequate fund, administrative
bottleneck, lack of continuity of extension policy have to be overcome. The Kogi State
government should provide financial support as well as regular payment of personnel
wages interms of salaries, bonus and arrears. Fund should be released to KSADP as at
when due for proper, planning and execution of training programme for her personnel.
Motivation of personnel should be taken into consideration to enhance their regular
attendance to training programmes. There should be continuity of extension policy to
backup consistent training of extension personnel. Necessary training facilities and
equipment should be provided by Kogi State ADP in order to enhance good training of
her staff.
CHAPTER ONE
INTRODUCTION
Background Information:
Nigeria is basically an agricultural country and about 65% to 70% of the
population earns their living from agriculture (Idachaba, 1990). However, despite
abundant oil, or mineral wealth, Nigeria faces acute food shortages as a result of low
agricultural productivity to march the increases in population. The level of technology
in Nigeria agriculture is relatively low because technologies developed through research
and development activities are not reaching the peasant farmers. This situation calls for
a virtue extension that will link the farmers with the researchers effectively (Oladele and
Afoloyan 2005).
Extension is a comprehensive programme of services deliberately put in place
for expanding, strengthening and empowering the capacity of the present and
prospective farmers farm families, other rural economic operators (processors,
marketers, rural agro-industrialists) that need to succeed in farming and farm related
occupations. This is done through participatory stakeholdership with researchers, policy

5. makers, extensionists, educators, agro investers and farmers themselves to put in place a
strong programme of improved agricultural production and farm investment
environment. It is thus a farmer centred programme at building agriculture through
building of the farmers (Adedoyin 2002).
Agricultural extension is the main vehicle for the dissemination of technical and
economic information hinges on training as the key to sustainable agricultural development.
A well trained extension personnel, especially an extension, agent is the most important
single element, for achieving the aims and objectives of extension organization as they
relate with the clientele directly in their rural setting (Madukwe 2005)
According to Amalu (1998), agriculture has changed at an extra ordinary rapid pace
over the past fifty years. The changes have included rapid shifts in agricultural technologies
and practices as well as fundamental adjustments in the social relations of agricultural
production and food distribution. The failure to achieve the numerous rural development
objectives of the federal government has led to the introduction of an integrated approach
represented by the Agricultural Development Programme (ADP) system (Amalu, 1998).
The system is based on the premise that a combination of factors comprising the appropriate
technology or innovation, effective extension access to physical inputs, adequate market
and infrastructural facilities are essential to getting agriculture moving. This was to improve
Agricultural productivity supported by basic infrastructure needed to raise the living
standard of rural dwellers (Amon 1982). Infrastructural facilities development include
sequential construction of rural roads, small dams, farm service centres, seed multiplication
units, input distribution centres, demonstrating linkages among institutions.
According to Emmanuel (1998) the ADP have proved to be the most result yielding
programmes in Nigeria since its inception. These programmes emerged in the Second National
Economic Development Plan between 1970-1975. The development of the agricultural
development projects in Nigeria fall into three distinct generations. The first generation

6. comprised of enclave projects that covered a limited number of local government areas in the
Northern Guinea savanna zone of Nigeria in 1975. (Funtua, Gusua, and Gombe). Other ADPs
were establish in different states of Nigeria between 1978 and 1986
Kogi State Agricultural Development Programme came into existence with the creation
of Kogi State in 1991. The personnel came from Kwara and Benue ADP to form the staff
strength of the organization. It was supported and financed by the joint efforts of the
World Bank, federal and state governments before the World Bank withdrew her support in
recent year? Some programme activities engaged in included provision of information on
input supply and distribution, rehabilitation service, rural infrastructure development,
technology transfer and adoption techniques among others.
The achievement of the objectives of agricultural extension is possible only within
the framework of a formal organization and organizational structure. For effective
coordination and implementation of the ADPs, each project has an executive committee
known as Agricultural Development Executive Committee (ADPEC) headed by the state
executive governor, commissioner for agriculture, project manager and adjudged relevant
federal and state top functionaries of ministries and parastatals. This committee coordinates
project activities, approve annual work plans and budgets, appoints and supervises senior
staff, reviews project performance, awarding contracts, and supervising procurement
activities. Next is the project management unit (PMU), which is headed by programme
manager, assisted by the sub-programme heads or directors in the project and the zonal
managers. The PMU ensures the implementation of all policies and directive approved by
ADPEC. It meets every three months to review the performance of the project and takes
vital policy decisions for operation of the programme.
The organizations of ADPs are undertaken through the activities of two major
programmes, namely, the core and support service programme. The core programme includes:
the technical extension, engineering and commercial sub programme while the support service
comprises the administration, finance, and account, planning, monitoring and evaluation, human

7. resources development and training sub programmes. The human resource development and
training is to ensure continuous supply of necessary skills both qualitative and quantitative for
the attainment of the project goals and objectives. It handles human resource screening, man
power audit, planning and record, staff development and training
performance approval and skill gap analysis.
According to Boxter (1989), the qualifications of extension personnel in Nigeria are
mostly National Diploma (ND), Higher National Diploma (HND) and some university
graduates. Most of these have long years of experience and continuous training through
monthly technology review meeting (MTRM), fortnight training (FNT), seminars,
workshops and conferences. (Boxter 1984). The regular training enables them to perform
their job better. According to Ali and Halium (1998), the better trained an employee is, the
more productive he can perform.
Statement of Problem.
Nwachukwu (1988) asserted that many employees have failed in organizations
because their need for training was not identified and provided for as an indispensable part
of management function. Employees performance is a function of ability, will and
situational factors. An organization may have employees of high ability and determination
with appropriate equipment and managerial support, yet production falls below the expected
standards. The missing factors in many cases are training and development. The ultimate
wealth of a nation is its human resources. It is the human resources that can explore mineral
and natural endowment, develop and regulate its economy in the path of progress.
Nwachukwu (1988), asserted further that to achieve the development of agriculture, the
training of agricultural extension personnel is important in order to ensure that they are
adequately prepared in the acquisition of skills and expertise knowledge required for

8. effective extension service.
Emerging farm technologies such as integrated pest management and improved
practices in horticulture call for actual field experience. Extension personnel need training
not only in technological aspects but also in human relations, problem solving, sensitivity
towards disadvantaged group and basic concept of management. Blackburn and Haberty
(1994) observed that the emerging role of extension personnel is closer to that of a socio-
economic community worker than a technical expert but their training is insufficient for the
rural people. To benefit maximally from their interactions with the extension personnel, the
agents need a broad based training and exposure (Hayward 1990).
Morover, there is a current emphasis on the natural resources management for
sustainable land use system and the environment, mobilization of farmers, conflict
resolutions and poverty alleviation. Other issues of global emphasis include the structural
changes in extension organization, changing in emphasis on extension goals and objectives,
functional relationships with other agencies, needs based and demand-driven extension
service. This demands means that extension personnel need to respond to the technological,
socio-economics, environmental and other needs of the local people as well as national and
global issues if they are to remain relevant in the present and future extension service
delivery. This is not possible without consistent training of extension personnel. Therefore,
the extension personnel should be trained towards involving in the various groups of their
clientele in planning and implementation of their development programme as the
agricultural extension clientele have expanded to include rural framers and HIV/AIDS
affected farmers. (Ogunbameru 2004).
The introduction of Fadama II and III, Root and Tuber Expansion Programme (RTEP),
Special Programme for Food Security (SPFS) and other programmes in line with the Federal
Government Development for goals call for additional demand in the area of capacity building
for the existing extension personnel. According to survey conducted by Kogi State ADP in
2005, much success was recorded by the farmers in terms of productivity and the acceptance of

9. innovations, improvement of the rural dwellers and the less privileged. This was possible as a
result of the efforts of well trained extension personnel or agents through monthly technology
review meeting and fortnight training programme. There was also
remarkable improvement in the linkage between research approach offered: On Farm Adaptive
Research, (OFAR), On Station Research (OFR), On the Farm Adaptive Research, Small Plot
Adoption Technique (SPAT) and Monthly Technology Review Meeting (MTRM).
The new challenges such as Root and Tuber Expansion Programme (RTEP), Special
Programme on food security (SPFS), ICTS, Fadama II and the emerging role of extension
personnel call for upgrading or updating the knowledge and training of extension agents in
specific areas in order to meet these challenges and additional responsibilities given to the
extension agents as facilitators. This is coming at a time when the World Bank has withdrawn
her financial support. The roles of the extension personnel have increased to face the
challenges of this present generation after exposure to these newly introduced programmes.
Continuous training on the new skills will help to equip and upgrade the effectiveness of
extension personnel in order to achieve the millennium goals among the rural dwellers, the less
privileged and the disables in the communities. The pertinent questions therefore are.
(a) what are the personal socio-demographic characteristics?
(b) what are the emerging role of extension personnel in Kogi State ADP?
(c) what are the areas of competence of extension personnel in Kogi State ADP?
(d) what type of training is required to perform the emerging role?; and
(e) what are the constraints to continuous training of extension personnel in Kogi State
ADP
Purpose of the study
The broad objective of this study was to assess the emerging role and training
needs of extension personnel in Kogi State ADP. The specific objectives were to:

10. i. describe the personal socio-demographic characteristics;
ii. determine the emerging roles of extension personnel;
16
iii. identify the training needs to cope with the emerging roles of extension personnel;
iv. ascertain the frequency and type of training programme organized for extension
personnel; and
v. identify the major problems affecting the continuous training and retraining of
extension personnel in Kogi State ADP
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