Extension program and program

planning

Study unit outcomes

After completing this study unit, you should be able
to: y Describe the basic concepts of extension
programs;
and
y Describe the program planning process.

Study unit overview

This unit provides an introduction to the core definitions
of extension programs, components, program planning
and the stages involved in extension program planning.

Study unit introduction

In this study unit you will learn about the importance of
extension programs and how program planning is like a
cycle. You
will also learn about the types and principles of
different extension programs.
The importance of extension programs
and planning

Introduction
Programs are the heart and soul of extension work.
Extension’s clients and funders expect officers and managers
to design and implement programs that make a difference in
people’s lives, both individually and collectively. A clear
understanding of the primary components of a program is the
foundation for designing and delivering the type of programs that
provide solutions for life issues. You will learn about
these components in this session.

What is an extension program?

An extension program is an all-inclusive set of activities
designed with a target client base in mind that focuses
on the continuous education and development
of clients. The educational component is meant to generate
specific outcomes for the client base.
These programs are usually made available to farmers by
government extension service providers or other private
consultants as a way to increase their farming knowledge and
production potential. This knowledge can be shared through
information packs, workshops, presentations, demonstrations and
field days.
 An extension program will be successful in generating lasting
change within a community if the planning process is optimised.

What is extension program planning?

The process of program planning is explained better when you
look at it as a cycle or progression of certain stages as shown
in Figure 3. Program planning begins by looking at where the
problems are (situation analysis), finds a solution to those
problems (program objective), moves the solution into
actuality through the use of extension methods and
communication (program execution/implementation), makes a
continuous study of how successful the extension methods have
been (evaluation), and then uses the evaluation result as basis to
readjust the extension program (reconsideration).

Program planning
process

Figure 1: The extension program planning process

 Part of the New Extensionist Learning Kit

Extension programs, types,

assumptions and principles

Introduction
Planning is essential in order to find solutions for community
problems or issues, or to assess needs. The various types of
extension programs are described in this session.

Types of extension programs

There are different types of extension programs, each designed
to address a specific need. Extension programs can be designed
to address development, where the objective is to implement a
plan that will drive change for the benefit of an organisation or
community. Extension programs can be implemented in order to
share information and educate a
target audience. These programs can involve learning
institutions and their faculties to address pressing issues
in agriculture.
An extension program can be reactive or proactive.
A reactive program will be planned to address a specific problem,
challenge or need within an organisation or community.
Information gathered in the planning phase will guide the
action plan of the program. Proactive extension programs are
designed to drive change with the objective of uplifting a
community or improving a situation within an organisation.

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Principles of outcomes-focused planning
There are a few basic principles to stick to when using outcomes-
focused planning. These are briefly discussed below:
1. Always make decisions based on data and facts. Collect
enough good information for rational decision making.
2. Seek out stakeholders that will understand the issues you face.
Involve them in the planning process so they can help guide
the program.
3. Set specific targets and goals to ensure planning covers all
aspects of what you intend to achieve at the end. Make sure
the target clients know which behaviours, skills and attitudes
they will need to change for the program to be successful.
4. Identify and understand the root causes of the problems you
intend to address. This will help you find the best approach
to overcome any potential hurdles you might encounter in the
planning process.
5. Always aim for sustainable and lasting change within a
community. Strive to make a significant positive impact with
the proposed program.
6. Prepare to evaluate your progress and adjust or refine the plan
on a continuous basis, so that the program will always fulfil its
purpose in the community it serves.
Program development cycle and steps
in program planning

Introduction
By following a careful, systematic, step-by-step approach to
planning your project, you will ensure that all the needs of the
target clients are discovered and considered, so that how they
will be addressed will be properly planned for. It will also give the
program a better chance of making the biggest impact with the
resources available.

Overview of the program planning cycle

The eight basic steps that you should follow in your
program planning cycle are briefly discussed below. 1.
Engage stakeholders in dialogue:
A potential stakeholder is a valuable source of
information. This is anyone who shares your
commitment to your program. There are many
ways to engage with stakeholders, either through
face-to-face informal conversations or through more formal
advisory groups. Remember that the diversity of stakeholders
can give you access to many different perspectives and
opinions, but can also lead to conflict if the group is not kept
focused on the ultimate collective goal. The key stakeholders
the extensionist needs to engage are investors for the
extension program and the farmers who will be involved in
the program implementation.
2. Conduct a situation analysis:
The situation analysis is needed to uncover the root cause of
problems that the program needs to address. By visiting
farms and talking to farmers’ associations you can find out
if there are any specific needs that they want addressed in
their area. Are the crop varieties suited to their soil types
and rainfall area? Are they experiencing drought? Are the
type of livestock breed and production system suited to their
environment? You may find that training and resources on
relevant topics can be useful for building the knowledge
base. Engaging with state specialists can create a deeper
understanding of relevant issues that need to be addressed,
e.g. what are the markets doing? Is there any market that the
local farmers can enter to be more productive?
The primary goal of this step is to prioritise the issues and
approaches related to your program.
3. Develop program goals and objectives:
Program goals are broad and general. On the other hand,
program objectives, as illustrated by the SMART acronym,
are specific:
y Specific – Is the objective specific and clear about what will
be achieved?
y Measurable – Is the objective measurable?
y Achievable – Is the objective achievable given the time,
resources, and programming?
y Relevant – Is the objective relevant and clearly linked
to the desired result?
y Time-limited – Is the objective stated so it is clear
when it will be achieved?
4. Develop program logic model:
The program logic model is the foundation for program
planning. It encourages systematic thinking to address critical
questions that will guide you in how to deliver and refine a
high-quality program that has a good chance of creating
lasting change. The key questions to consider are:
y Which long-term, intermediate, and short-term outcomes is
your program designed to affect?
 y What financial and human resources do you have available
to you and how much time, energy, and resources can you
dedicate to this program?
y What are the most important activities that you will need
for you to encourage ongoing participation to achieve your
outcomes?
y Why do you think the program will achieve the intended
results?
y Which external factors will impact participant outcomes and
affect your ability to deliver a strong program?
5. Develop an educational program, approach, and materials:
Consider how you can maximise the impact of your program
with the time, resources and expertise you have available to
you. The educational materials and approaches you use
should be developed based on existing resources that are
available from other countries, state specialists, or your focus
team.
6. Deliver the program:
When you deliver your program, you should evaluate and
reflect on which aspects are working and which need
improvement. This is done by collecting feedback and
evaluating the information to make changes or report
outcomes.
7. Evaluate, analyse, and report:
Feedback can be collected through informal and formal
channels. It should include how well a workshop
was received or how well the intended objectives
were achieved. Analysis of this information serves
to determine which areas need improvement. Annual
reports serve to inform stakeholders of progress made
and where refinement is needed.
8. Learn, modify, and improve:
Evaluation gives the extension educator and other stakeholders
the opportunity to reflect, learn and refine techniques with
the goal of modifying and improving the program. It also
provides the opportunity to report accomplishments.

Reference: Agricultural Extension Programme Management. Global

Forum for Rural Advisory Services (GFRAS)