Pluralistic Agricultural Extension in IndiaRavi Kn
The new extension regime recognise the need for Muti-agency collaboration to combine strengths. Thereby promoting both Public and non-public (private sector, NGOs, FIG/CIG/POs, PPP Models) actors in Extension work to enhance the delivery system in agricultural extension to all type of farmers.
ATMA is a society of key stakeholders involved in agricultural activities for sustainable agricultural development in the district.It is a focal point for integrating Research and Extension activities and decentralizing day to day management of the public Agricultural Technology System(ATS).
Innovations in agricultural extension: What can Ethiopia learn from global ex...ILRI
Presented by Ranjitha Puskur, Ponniah Anandajayasekeram and Sindu Workneh at the MoARD Workshop on “Improving Agricultural Extension Service Delivery Approaches”, Addis Ababa, Ethiopia, 22 June 2006.
Extn 501 Development Perspectives Of Extension Education Sunil Kr. Meena
1. KISAN CALL CENTER (KCC)
2. FARMER FIELD SCHOOL (FSS)
3. NATIONAL AGRICULTURE INNOVATION PROJECT (NAIP)
4. MARKET LED EXTENSION
5. CURRENT APPROACH IN EXTENSION
_____________________________________________________________
Sunil Kr. Meena
M.Sc Extension Education
Dr. PDKV Akola (Ms)
Masters seminar on Privatization of Agricultural Extension Services.Ayush Mishra
Privatization of Agricultural Extension Services.
Extension services have been traditionally funded, managed and delivered by government all over the world. The Monopoly of public sector extension has been challenged since 1980 with the emergence of many private players, who also fund and deliver extension services. This process of funding and delivering the extension services by private individual or organization is called Private extension. The primary reason behind the agricultural extension privatization is declining trend in government expenditure for extension in several countries, including India over the last few decades. With an increase in commercialized farming in the developing countries during 21st century, production system is shifting to demand driven from supply driven that demands a technically sound & client accountable extension service which is not just limited to input supply and advisory services but also seek processing and marketing of the produce. Challenges and opportunities possessed by globalization & liberalization era calls for structural and functional adjustment with cost effective & need based extension service. The public extension, facing financial & technical constraints has disappointing performance & the need for private extension service becomes even more important in these changing times. Decentralization, cost sharing, cost recovery withdrawal from selected services, and contracting are some of the options exercised by various governments in privatizing extension services.
Keywords: Agricultural extension, private extension service, privatization.
What is Farmer Led Extension?
Farmer Led Extension is a promising approach wherein farmer leaders were utilized as extensionists to transfer the technologies they learned with a view to boost up production.
The FLE approach gives farmers the opportunity to share their experiences and practices through a method demonstration with fellow farmers in the area.
Reasons for Group Led Extension
1. Efficiency
2. Effectiveness
3. Collective action
4. Equity
“Farm school is a field where latest technology was demonstrated to progressive and interested farmers who undergo training for a certain period of time. Farm schools help in speedy dissemination and adoption of technologies through training of progressive farmers on the latest production technology.”
Farmer Field Schools (FFS) :
Farmer Field Schools (FFS) consist of groups of people with a common interest, who get together on a regular basis to study the ‘how and why’ of a particular topic.
The topics covered can vary considerably from Integrated Pest Management (IPM), organic agriculture, animal husbandry, and soil husbandry, to income-generating activities such as bio-agents production.
This professional system of extension is based on frequent training of extension workers and regular field visits for onward guiding the farmers in agricultural production and raising their income by providing appropriate plans for country development.
This presentation is about diffusion of innovation in agriculture sector with animated pics, videos that makes then easy to understand. This presentation is well prepared and high quality rate.
Contact Email: mzeeshan_93@yahoo.com
From technology transfer (TT) to agricultural innovation systems (AIS)ILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Pluralistic Agricultural Extension in IndiaRavi Kn
The new extension regime recognise the need for Muti-agency collaboration to combine strengths. Thereby promoting both Public and non-public (private sector, NGOs, FIG/CIG/POs, PPP Models) actors in Extension work to enhance the delivery system in agricultural extension to all type of farmers.
ATMA is a society of key stakeholders involved in agricultural activities for sustainable agricultural development in the district.It is a focal point for integrating Research and Extension activities and decentralizing day to day management of the public Agricultural Technology System(ATS).
Innovations in agricultural extension: What can Ethiopia learn from global ex...ILRI
Presented by Ranjitha Puskur, Ponniah Anandajayasekeram and Sindu Workneh at the MoARD Workshop on “Improving Agricultural Extension Service Delivery Approaches”, Addis Ababa, Ethiopia, 22 June 2006.
Extn 501 Development Perspectives Of Extension Education Sunil Kr. Meena
1. KISAN CALL CENTER (KCC)
2. FARMER FIELD SCHOOL (FSS)
3. NATIONAL AGRICULTURE INNOVATION PROJECT (NAIP)
4. MARKET LED EXTENSION
5. CURRENT APPROACH IN EXTENSION
_____________________________________________________________
Sunil Kr. Meena
M.Sc Extension Education
Dr. PDKV Akola (Ms)
Masters seminar on Privatization of Agricultural Extension Services.Ayush Mishra
Privatization of Agricultural Extension Services.
Extension services have been traditionally funded, managed and delivered by government all over the world. The Monopoly of public sector extension has been challenged since 1980 with the emergence of many private players, who also fund and deliver extension services. This process of funding and delivering the extension services by private individual or organization is called Private extension. The primary reason behind the agricultural extension privatization is declining trend in government expenditure for extension in several countries, including India over the last few decades. With an increase in commercialized farming in the developing countries during 21st century, production system is shifting to demand driven from supply driven that demands a technically sound & client accountable extension service which is not just limited to input supply and advisory services but also seek processing and marketing of the produce. Challenges and opportunities possessed by globalization & liberalization era calls for structural and functional adjustment with cost effective & need based extension service. The public extension, facing financial & technical constraints has disappointing performance & the need for private extension service becomes even more important in these changing times. Decentralization, cost sharing, cost recovery withdrawal from selected services, and contracting are some of the options exercised by various governments in privatizing extension services.
Keywords: Agricultural extension, private extension service, privatization.
What is Farmer Led Extension?
Farmer Led Extension is a promising approach wherein farmer leaders were utilized as extensionists to transfer the technologies they learned with a view to boost up production.
The FLE approach gives farmers the opportunity to share their experiences and practices through a method demonstration with fellow farmers in the area.
Reasons for Group Led Extension
1. Efficiency
2. Effectiveness
3. Collective action
4. Equity
“Farm school is a field where latest technology was demonstrated to progressive and interested farmers who undergo training for a certain period of time. Farm schools help in speedy dissemination and adoption of technologies through training of progressive farmers on the latest production technology.”
Farmer Field Schools (FFS) :
Farmer Field Schools (FFS) consist of groups of people with a common interest, who get together on a regular basis to study the ‘how and why’ of a particular topic.
The topics covered can vary considerably from Integrated Pest Management (IPM), organic agriculture, animal husbandry, and soil husbandry, to income-generating activities such as bio-agents production.
This professional system of extension is based on frequent training of extension workers and regular field visits for onward guiding the farmers in agricultural production and raising their income by providing appropriate plans for country development.
This presentation is about diffusion of innovation in agriculture sector with animated pics, videos that makes then easy to understand. This presentation is well prepared and high quality rate.
Contact Email: mzeeshan_93@yahoo.com
From technology transfer (TT) to agricultural innovation systems (AIS)ILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
**needs updates and improvement
this slides are made with excerpts from other sources like, books,publication, journals, magazines and on-line sources.No plagiarism intended.
intended for the review in the upcoming may 2015 agriculture major admission test of Cavite State University.
for inquiries email me at: darkspot0713@gmail.com
Gender mainstreaming at ATA: Current and future directionsILRI
Presented by Zemzem Muhammed, EATA at the Livestock and Fish Gender Working Group Workshop and Planning Meeting, Addis Ababa, Ethiopia, 14-18 October 2013
Extension Management in public sector-Department of agriculture,.pptxSGowriShankar5
Extension Reforms In India Were Pilot Tested In 28 Districts In 7 States From 1998 To 2005. This Successful Experiment Served As A Basis To Launch The Scheme “Support To State Extension Programmes For Extension Reforms” In The Year 2005-06. It Was Revamped, Expanded And Strengthened Comprehensively In The Year 2010 & 2014. Coverage Of The Scheme Was Increased In A Phased Manner. It Is Currently Operational In 676 Districts. The 12th Plan Approach Paper Identifies Several Challenges Faced By The Agricultural Extension And Also Gives Suggestions To Deal With The Same. Some Of These Include Integrating Krishi Vigyan Kendra’s (KVKs) Problem Solving Skills And The Feed-Back They Provide To State Agriculture Universities (SAUs) And National Agriculture Research System (NARS) With ATMA And Strengthen District Level Planning; Using Technology To Reach Out To The Farmers, Raising Capability Of Rural Poor To Conserve And Manage Their Livestock And Fisheries Resources And Derive Sustainable Incomes; Link Small Farmers To Markets; Promote Decentralized Participatory Research As Well As Knowledge Intensive Alternatives In Rain-Fed Regions.
KVK, is an integral part of the National Agricultural Research System (NARS), aims at assessment of location specific technology modules in agriculture and allied enterprises, through technology assessment, refinement and demonstrations. KVKs have been functioning as Knowledge and Resource Centres of agriculture technology supporting initiatives of public, private and voluntary sector for improving the agricultural economy of the district and are linking the NARS with extension system and farmers.
Presented at the High-Level Ministerial (HLM) Conference on Rice Development in Sub-Saharan Africa 25 September 2018
Dakar, Senegal
Abebe Haile-Gabriel
FAO Regional Programme Leader for Africa, RAF
policy impactation
priorities and needs of farmer
Features of adopting micro irrigation system
nature of scheme
activities to promote micro irrigation
Demonstration of micro irrigation
Schemes administration
General guideline in administering micro irrigation scheme
Overall target
Monitoring CAADP implementation in Africa, presented by Stella Clara Massawe, M&E Analyst -ReSAKSS ECA at Performance monitoring workshop for IFAD supported rural finance programme in eastern and Southern Africa, Nairobi, Kenya, April 24th, 2012
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Basic phrases for greeting and assisting costumers
Innovation in technology Dissemination : ATMA
1. INNOVATION IN TECHNOLOGY
DISSEMINATION : ATMA
( Agriculture Technology Management
Agency)
Submitted to: Dr. Dhriti Solanki Submitted by: Miss. Nishu Kanwar Bhati
Prof. and Head, HECM Ph.D
2. System Constraints
3.1.1 Multiplicity of Technology Transfer Systems
3.1.2 Narrow Focus of the Agricultural Extension System
3.1.3 Lack of Farmer Focus and Feedback
3.1.4 Inadequate Technical Capacity within the Extension System
3.1.5 Need for Intensifying Farmer Training
3.1.6 Weak Research-Extension Linkages
3.1.7 Poor communications capacity
3.1.8 Inadequate operating resources and financial sustainability
3. Components of NATP
• Developing an
Organization and
Management System.
• Support for Agro-
Ecosystems Research
• Innovation in
Technology.
5. a) Increase the quality and type of technologies being disseminated
by the extension system, with an emphasis on:
• Location-specific recommendations for economically important
commodities and production systems;
• diversification and intensification of different farming systems
that would increase farm productivity and household incomes,
especially for resource poor and disadvantaged farmers; and
• Sustainability enhancing technologies, such as 1PM and NRM
that would help reduce production costs a while maintaining the
natural source base;
b) Enable the R-E system to become more demand a driven and
responsible to solving farmers' problems;
c) Strengthen research-extension-farmer (R-E-F) link-ages,
especially feedback;
AIMS…..
6. d) Increase the financial sustainability of the public extension
system;
e) Move toward shared ownership of the agricultural technology
system (ATS) by key stakeholders, including
• The producers themselves, especially resource poor, women,
and other disadvantaged groups of farmers,
• Central and state government agencies (ICAR DAC, SAUs, and
relevant line or development departments), and
• NGOs and private sector organizations'
f) Generate replicable experiences that can be documented,
analyzed, and then used in expanding this approach(s) to other
districts in future projects;
g) And develop new partnerships with the private institutions
including NGOs.
7. The Agricultural Technology Management Agency (ATMA) is an autonomous
organization registered under the “Societies Registration Act of 1860” responsible for
technology dissemination activities at the district level. It has linkages with all
departments of the government and research organisations as well as NGOs and
agencies associated with agricultural development in the district. The ATMA would
be a society of key stakeholders involved in agricultural activities for sustainable
agricultural development in the district
The central institutional innovation that emerged to address these system problems
was the Agricultural Technology Management Agency or “ATMA” model that was
introduced at the district level to:
Integrate extension programs across the line departments (i.e., more of a farming
systems approach),
Link research and extension activities within each district, and
Decentralize decision-making through “bottom-up” planning procedures that
would directly involve farmers and the private sector in planning and implementing
extension programs at the block and district-levels.
Agricultural Technology Management
Agency
8. Concept of “ATMA MODEL”/
Extension Reforms
It can receive and dispense government funds, enter into
contracts, maintain revolving funds, collect fees and
charge for services.
In addition, it operates under the direction and guidance
of a Governing Board (GB) that determines program
priorities and assesses program impacts. ATMA is
headed by the Project Director or PD under the NATP,
and reports directly to the GB as Member Secretary.
The PD helps coordinate and integrate all agricultural
research and extension activities carried out within
the district
9. Strategic Research and
Extension Plan (SREP)
• Prepared through participatory
methodologies such as
Participatory Rural Appraisal
(PRA) involving all the
stakeholders and farmers.
• Detailed analysis of all the
information on existing farming
systems in the district and
research –extension gaps
required to be filled-up
• Prioritizes the research–extension
strategies within the district. It
becomes the basis for
developments of work plans at
block / district level.
State Extension Work Plan
(SEWP)
• A consolidated activity-wise
plan incorporating all the
District Agriculture Action
Plans (DAAPs) in the state and
state level activities to be
carried out with activity-wise
budgetary requirement
• Indicate all other extension
activities that may be
undertaken from out of
resources provided under any
other scheme of the Centre/
State Governments.
10. ATMA Governing Board
• determines program priorities and assesses
program impacts
ATMA Management Committee
• coordinate and integrate research and
extension activities within the district
11. A R-E unit within the project district including KVKs, ZRSs or sub-stations, and the
key line departments including the Department of Agriculture (DOA), Animal
Husbandry (DAH), Horticulture (DOH) and Fisheries (D0F) are the constituent
members of ATMA. Each R-E unit retains its institutional identity and affiliation but
programmes and procedures concerning district wise R-E activities are determined
by the Governing Board of the ATMA, to be implemented by its Management
Committee.
12.
13. Key Functions of Governing Board
• Review and approve Strategic Research and Extension Plan (SREP)
and annual action plans that are prepared and submitted by the
participating units.
• Receive and review annual reports presented by the participating
units, providing feedback and direction to them as needed, for
various research and extension activities being carried out within
the district.
• Receive and allocate project funds to carry out priority research,
extension and related activities within the district.
• Foster the organization and development of Farmers’ Interest
Groups (FIGs) and Farmers Organizations (FOs) within the district.
• Facilitate greater involvement of private sector firms and
organizations in providing inputs, technical support, agro-
processing and marketing services to farmers.
• Encourage agriculture lending institutions to increase the
availability of capital to resource poor and marginal farmers,
especially SC, ST and women farmers.
14. • Encourage each line department, plus the KVK and ZRS, to establish farmer
advisory committees to provide feedback and input for their respective R-E
Programmes.
• Enter into contracts and agreements as appropriate to promote and support
agricultural development activities within the district.
• Identify other sources of financial support that would help ensure the financial
sustainability of the ATMA and its participating units.
• Converge human and financial resources available for extension under different
schemes and programmes of DAC.
• Establish revolving funds / accounts for each participating unit, and encourage
each unit to make available technical services, such as artificial insemination or
soil testing, on a cost recovery basis moving towards full cost recovery in a
phased manner.
• Arrange for the periodic audit of ATMA’s financial accounts; and
• Adopt and amend the rules and by-laws for the ATMA.
• Hold meetings of ATMA GB every quarter or frequently.
• Any other functions that support effective functioning of ATMA in the district.
15. 1. Project Director of Agriculture Technology Management Agency Chairman
2. District Head of Dept., Agriculture Member
3. District Head of Dept., Horticulture Member
4. District Head of Dept., Animal Husbandry District Head of Dept., Animal
Husbandry
Member
5. District Head of Dept. Fisheries Member
6. District Head of Dept. Sericulture Member
8. Head, Krishi Vigyan Kendra Member
9. Head, Zonal Research Station Member
10. Project Officer, District Rural Development Agency Member
11. One representative of Farmers’ Organization promoted by an NGO Member
12. Representative of NGO, if any, involved in agricultural extension Member
13 District level NABARD Officer Member
14 Lead Bank Officer Member
15 A representative of trained input dealers who is also providing
extension services
Member
16. Two progressive farmers (one of whom should be a woman) Member
17. Two Deputy Project Directors One of the Dy.PDs will be
Member Secretary
M
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E
M
E
T
C
O
M
I
T
T
E
E
16. Key functions of Management Committee (MC)
• Carryout periodic Participatory Rural Appraisal (PRA) to identify the problems and
constraints faced by different socio-economic groups and farmers within the
district.
• Prepare an integrated, Strategic Research and Extension Plan (SREP) for the district
that would specify short and medium term adaptive research as well as technology
validation and refinement and extension priorities for the district.
• Prepare annual District Agriculture Action Plans in consultation with DFAC which
would be submitted to the ATMA Governing Board for review, possible
modification and approval.
• Maintain appropriate project accounts for audit purposes.
• Coordinate the execution of these annual action plans through participant line
departments, ZRSs, KVKs, NGOs, FIGs / FOs and allied institutions, including
private sector firms.
17. • Establish coordinating mechanisms at the Block level, such as Farm
Information & Advisory Centres (FIACs) that would integrate
extension and technology transfer activities at the block and village
levels.
• Provide periodic performance reports as required by DAC to the
Governing Board outlining the various targets and achievements.
• Provide secretariat to Governing Board and initiate action on policy
direction, investment decisions and other guidance received from the
Governing Board.
• ATMA Management Committee shall meet once in a month to review
the progress in various blocks and submit the report to State Nodal
Cell/ DAC.
18. ATMA Personnel
The ATMA staffs include
•Project Director,
•a Deputy Project Director
(DPD),
• an Accountant,
• a Computer Operator,
• a Secretary-cum-
Stenographer,
•a Peon-cum-Watchman.
20. Farm Information and Advisory
Centres (FIAC)
• Farm Information and Advisory
Centers (FIAC) at block level manage
the key extension programmes within
the block and are considered as the
extension planning and operational
arm of ATMA.
• The FIAC team prepares Block Action
Plans (BAPs) with detailed extension
activities to be undertaken.
• This plan is approved by the FAC
before being forwarded to the ATMA
Management Committee (AMC) for
ensuring that these plans are
technically and administratively
feasible, and consistent with the
SREP, which then forwards it to
Governing Board (GB) for approval.
BTT FAC SREP
21. Block Technology Team (BTT)
• (BTTs) include technical
officers from the line
departments
• The senior most officer within
the block serves as the head or
convener of the BTT.
• The role of the BTT is to
develop a comprehensive
extension program (called a
Block Action Plan) that is
consistent with farmer needs.
Farmer Advisory Committee
(FAC)
• These FAC are composed
entirely of farmers who
represent different socio-
economic categories of
farmers within the block.
• The FAC reviews and approves
the annual BAP, monitors and
provides feedback to the BTT
on its implementation.
• Another important function is
to organize FIGs in other
villages in their area.
22. Extension Mechanism at Village Level
Farmers Organization (FO)
Farmers groups are encouraged at village level
and these groups in turn, evolve into
Commodity Associations (CAs), Marketing
Cooperatives and other types of FOs at the
block and district level. At village level Farmer
Interest Groups (FIGs) and Women Interest
Groups (WIGs) are effectively involved in the
preparation of group action plans, which
were later integrated into the block action
plans.
23. Strategy
Directorate of Extension (DOE), Department of
Agriculture and Cooperation (DAC)
MANAGE
SAMETI
National Level Committee (NLC)
State level inter departmental working group
(IDWG)
24. Directorate of Extension (DOE), Department of
Agriculture and Cooperation (DAC)
• Day-to-day monitoring of project activities;
• Coordination with participating agencies.
• coordination with state/ district level societies;
• Monitoring physical and financial progress under the project. Evaluating
and analyzing the performance of executing agencies providing feedback
information to such agencies to enable them take corrective measures
consistent with project objectives;
• Carrying out in filed review of project, providing technical guidance,
organizing review workshops;
• Initiating actions on policy directives and guidance received from project
management unit and technology dissemination management committee;
• Hiring and retaining experts and consultants wherever necessary, to assist
in monitoring, technical of examination and evaluation; and
• commissioning studies wherever necessary on aspects related to
technology dissemination under NATP
25. Role of MANAGE
• Developing investment plans in the 24 districts identified for pilot
projects;
• Developing organization and management (O&M) plans for selected
districts;
• Conducting skill gap analysis of the district functionaries in the
agriculture, horticulture, animal husbandry departments and developing
training / HRD plans for the selected districts;
• Conducting training for project functionaries of agriculture and line
departments with focus on Participatory Rural Appraisal (PRA);
• Developing Strategic Research and Extension Plans (SREP) for the selected
districts based on the PRA;
• Developing technical material / operational guide-lines / manuals for
implementation of the dissemination component; and
• Developing training modules for NATP requirements both at MANAGE as
well as for SAMETIs
26. Role of SAMETI
– To function as a mini-MANAGE at the state level and
provide extension input for extension functionaries;
– To provide the consultancy in areas like project planning,
appraisal, implementation etc;
– Develop and promote the application of management tools
for improving the effectiveness of Agricultural Extension
services through better management of human and
material resources;
– Organize need based training programme for middle level
and grass-root level agricultural extension functionaries;
and
– Management, Communication, Participatory
Methodologies etc. as a sequel to the feedback from
training programmes.
27. State level inter departmental working group
• To provide a mechanism for interactions with the technology
dissemination management committee (TDMC) of the DAC, GOI,
guide the human re-source development activity and to monitor
the district level technology dissemination programme
• To oversee and support Agricultural Extension Re-search activities
being undertaken by ATMA and to make policy interventions on
inter departmental matters and co-ordination thereof.
• To promote and establish integrated approach in Transfer of
technology at state, division and district level by agriculture and
line departments;
• To internalize new concepts and institutional arrangements
successfully demonstrated by the ATMAs; and
• To deal with any other policy issue related to implementation of the
project which emerge from time
29. 1. Creating Farmer Advisory Committees to improve Feedback
2. Using NGOs to organize farmers
3. Encouraging Private Sector Involvement in Technology Transfer
4. Validating and Refining Technology
5. Bottom-Up Planning Procedures
6. Increased Use of Information Technology
7. In-Service Training
8. Developing New Public-Private Partnerships
ATMA aims at………
30. PROJECT INVESTMENTS
• Technical Assistance (TA)
Planning Institutional and
Operational Reforms
Developing Models and Materials
.for Organising Farmer- Groups:
Organising farmers within Pilot
Districts
Monitoring and Evaluation of Pilot
Districts :
• Operational Expenses
On-farm research costs
Extension demonstration costs
Travel budget for research and
extension personnel units
Communications Expenses
• Civil Works
• Equipment
Computer and related equipment
Training and communications
equipment
Diagnostic equipment
On -farm research and
demonstration equipment
Tentative equipment
• Vehicles
• Training
Technical training for KVK, ZRS, and
SMS personnel
Management Training
Participatory Rural Appraisal (PRA)
and District Planning Procedures
PRA and Planning Procedures
Organising Farmers
31. DISTRICT STRATEGIC RESEARCH AND
EXTENSION PLAN
• The diagnostic section
• The technical section
• Technology
dissemination
33. Coordination of implementation, maintenance of accounts and compliance
with agreed monitoring and reporting commitments will be the ultimate
responsibility of the Project Director ATMA. The Project Director will draw
necessary support, advice or authority from (i) the ATMA Chairman, (ii)
authorities at State Level Inter-Departmental Working Group and (iii) the TDU
/ TDMC / DMC of the NATP National Steering Committee at the national level
to help resolve any problems falling beyond his /her competence.
The ATMA Management Committee will be authorized to release project
funds onwards to the public / private partners in the agreed activities
included in the framework of the district extension plan and will maintain
separate accounts / sub accounts partner-wise and activity-wise. The
accounts (audited by chartered accountants) and reimbursement claims will
then be routed to the TDU through the State Department of Agriculture for
onward transmission.
35. Policy Parameters Governing the
Cafeteria:
• Multi-agency extension strategies:
• Farming system approach:
• Farmer Centric Extension Services
• Convergence:
• Mainstreaming Gender Concern
• Sustainability of Extension Services:
36. Evaluation reports of NATP-ATMA- ITD pilot testing
More than 10,800 crop or product-based FIGs had been organized at
village level, with 85 FAs or FFs being organized at the block and district
levels.
Approximately 700,000 farmers, including over 100,000 women
farmers, directly benefited from these new extension programs through a
combination of exposure visits, farmer training courses, on-farm trials,
demonstrations and so forth.
More than 250 farmer-led, successful innovations had been
implemented and documented within the ATMA districts (IIM-Lucknow,
2004b).
Many ATMAs, such as in Maharashtra, developed strong partnerships
with private sector firms, ranging from poultry marketing; organic
farming; the production, processing and marketing of medicinal &
aromatic crops and export commodities (basmati rice, baby corn, snow
peas, etc.); to jointly operating Information Technology (IT) kiosks in
collaboration with block-level FIACs.
37. ATMA programs have contributed directly to increased rural employment
through agricultural diversification, such as the production, processing and
marketing of high-value, labour intensive crops and products, such as
vegetables, mushrooms, vermi-composting, floriculture, medicinal plants,
fisheries, poultry, dairy and beekeeping.
Finally, ATMAs have promoted eco-friendly, sustainable agricultural
technologies, such as integrated pest management (IPM); Integrated Nutrient
Management (INM); organic farming; and the use of water conservation
practices, including well recharging, converting from water intensive crops,
such as paddy and wheat, to water extensive crops, such as vegetables,
floriculture, maize, oilseeds and pulses. Also, all ATMAs have promoted the
use of microirrigation systems.
39. Some specific problems faced by ATMA at field
level
• Operationalization of BTT is a major problem before
• The BDO (superior officer to BTT Convenor) did not come under the
purview of ATMA and he had little understanding of the concept leading
to weak performance in some blocks.
• Convergence of various Central and State sponsored programmes with its
activities is difficult in absence of clear cut policy directives from the state
government.
• functions ATMA GB is required to meet regularly on quarterly basis, but
meetings of Governing Board are not regular in the districts. Attendance
in GB meetings is also an issue, especially with respect to official members.
• IDWG is not very effective in providing leadership to the ATMA activities .
• The role of SAMETI in a project state was to function as mini-MANAGE
for PIAs it however barring a few cases it did not properly cater to the
HRD needs of the ATMAs. Most positions in SAMETI are vacant for
varying periods.
• In case of the State Nodal Officer appointed to coordinate between ATMA
& State Govt., much needs to be done.