In assembling information for this review of aquaculture extension methodologies, it was quickly apparent that no one "cook book" methodology would emerge which could be transferred to all countries successfully. Extension, for the most part, is about people dealing with people, and obviously people are different. Therefore it is not the purpose here to recommend or suggest one method which can be applied to all situations.
The successful aquaculture extension programmes which served as case studies were all characterized by a willingness on the part of project leaders to innovate, explore, and adapt technologies and methods to local culture, environmental conditions, and realities in carrying out their extension activities. As the world itself is a continuously changing environment, extension efforts must be flexible and capable of adapting to changing technologies and conditions.
In spite of the number of variables involved in determining the success of a particular extension effort, several important common denominators have emerged in the course of preparing this document. These common threads or principles, which have been followed in most successful aquaculture extension programmes, are summarized here to serve as recommendations for future aquaculture extension efforts.
1. Technology must be technically sound and adapted to local conditions
Technical constraints in production systems must be identified for extension efforts to be successful. For example, tilapia production will fail if ponds are not completely drained periodically to prevent over-reproduction and stunting. Additional ponds for stocking fingerlings obtained from harvests must be available to avoid dependence on government institutions. Carp culture will not work in isolated single ponds where spawning is difficult and transportation for fingerlings is not available. At the same time, the presence of technical constraints does not imply that exhaustive in-country research efforts are required before anything is done.
2. Extension workers must be well trained and personally dedicated
The key element in extension is the personal motivation of individual extension agents. Results are difficult to measure, and there is often no reward for exceptional effort other than personal gratification. The real secret to success has been the devotion and dedication of well-trained aquaculturists who fully understand basic principles of aquaculture, and are personally committed to its development.
3. The major emphasis of aquaculture development programmes should be on extension
The major focus of many aquaculture projects has been to develop seed production, demonstration, and research infrastructure. Extension activities are often added as an afterthought. Yet in most successful aquaculture projects extension efforts were given primary importance. The greater part of effort and funding was given to training and monitoring extension agents. Research followed extension in priority.
4. Feedback mechanisms must be established
Successful projects have built-in feedback mechanisms. The technologies extended must be appropriate for the farming systems used by farmers. However, farming systems research is time-consuming. Well-developed channels of communication between farmers and extension agents provide much the same information as formal farming systems research in terms of selecting technologies which "fit" into local farming practices.
5. Selection of extension workers should be tailored to the target group
According to the survey carried out for this review most extension services target subsistence producers. The agencies or departments which provide these services require agents to have graduate degrees. Fish farming is not so difficult or intellectually challenging to make this level of education necessary. Sound practical training and intimate knowledge of the lives of subsistence farmers are more essential qualifications for agents to provide successful extension services.
It appears that the most successful approach to work with subsistence farmers in rural areas is through the use of "promotores", "link workers", or "moniteurs" from that local area. For medium-scale producers it is through agents who are graduates. Large-scale commercial producers prefer to work directly with private consultants, university researchers, and government officials.
6. The programme must have support from both the government and from producers
The structure of individual extension services may not be as important as the level of commitment from the government. Resources for the services, such as budget appropriations, assignment of vehicles, and access to information, must be ensured over the long-term for any extension programme to function effectively. Acceptance of extension services and support for the programme by the producers are essential for technology transfer to occur.
7. The programme must be stable
Technology transfer is a long-term process which relies on developing trust and confidence between farmers and extension agents. Programme stability ensures familiarity with agents. Over time, relationships develop through trust in the agents to trust in the institution.
8. A good reputation can be valuable to the programme or agency
Successful technology transfer may well be related to the reputation of the agency or organization promoting a given technology. The decision to adopt a new technology is often based on the trust a farmer has in the extension agent and in the institution.
9. Links between research and extension need to be strengthened
Once a critical level of production has been established, more research activities can be justified. However, in many countries, research and extension activities are separated, and there are few means of communication. These two functions must be linked organically to contribute effectively to the development of aquaculture industries. Without feedback from farmers through extension agents, research activities invariably branch into insignificant or esoteric areas. Without access to research results, extension agents lag behind technological innovations.
10. The primary goal of extension is education
Most successful aquaculture projects have not invariably supplied production inputs but have focused on providing technical assistance, information, and training. Supplying production inputs, other than initial seed stocks, can result in a dependency on government and impede potential development of local businesses producing or manufacturing equipment, or providing other services.
In conclusion, each country has different goals, philosophies, and institutional organizational structures which relate to aquacultural extension. It was evident, in preparing this document, that structures of extension services are of secondary importance to the dedication and skills of extension agents. In the final analysis, it is attitudes towards extension and extension agents which lead to success or failure of aquaculture development. Too often, when there is an apparent lack of effectiveness on the part of an extension agency, the response is reorganization of the department and reshuffling staff positions or titles. These activities do not address the fundamental problems. Careful attention to selection and training of appropriate extension personnel is essential. Only when the critical role of the extension agent is understood and incorporated into policy can there be real progress towards developing aquaculture industries.
