In working groups the issues concerning the planning of extension programmes was practised.
The importance of systematic planning of extension was discussed, as well as the need for information in order to make the right decisions when planning a programme. The required information included:
After analyzing all this information the objectives of the extension service should be chosen. The importance of identifying well described detailed objectives was discussed. These should be possible to evaluate and clearly indicate what activities were necessary to achieve them. The ultimate objective was normally determined when an extension programme was set up. Programming was linked towards a number of intermediate objectives which showed how to achieve the ultimate objective. The intermediate objectives should be logically linked to concrete activities.
A logical link between the intermediate objectives and the target group should be made. This meant that those farmers should be targeted who were most concerned or affected by the activities and were most likely to sustain the activity in the long run.
The time for the group discussions was limited but the presentation of the situation analysis, the objectives and the target gave interesting topics for discussion. Common problems identified were identified and the groups selected similar intermediate objectives. These were: increased awareness of fish farming amongst the small scale farmers, increased fish production of ponds of existing fish farmers, and increased production of fingerlings amongst the well established and strategically situated fish farmers. The exercise, however, also showed that there was still confusion about the various aspects of the planning of aquaculture extension. Lack of transport or trained staff was not an analysis of the present situation but was a result of the comparison between the situation and the needed requirements for the implementation of a certain programme. In case the transport facilities were not likely to increase the programme to be implemented had to be reformulated. Also a situation analysis should go beyond the resources available to the extension staff but should also include the position and situation of the farmers. Increasing the number of staff at district level, or providing incentives for extension activities could by no means be called the objectives of an extension programme but should be part of the organisation of the implementation of the programme.
After the evaluation of the situation, the hierarchy of objectives and the selection of the target group, the selection of the extension messages, the methods to be used and the planning of the programme was discussed. This planning should clearly describe:
This part of the planning of an extension programme was practised in working groups addressing the previously selected objectives and identified target groups. The selection of the extension methods and messages for these development objective gave more practical results. These are given in Appendix 3.
The presentation on the organisation of an extension service was given by Ms. Gertrude Ngenda. She explained that and extension organisation assisted farmers through communication, but it was also crucial for the functioning of the organisation itself to communicate between the staff members. Good communication and well motivated staff were necessary to operate efficiently. However, in the Government system and also in the DoF there were many conditions that did not motivate the staff to perform their duties well; low pay, limited career opportunities, frequent transfers, inadequate resources to fulfil the tasks, lack of support of senior staff, etc. The duty of the leaders was to ensure that the individual goals were the same as the programme goals. For an extension service a participatory leadership, which brings transparency in the organisation was the most preferred. The field staff were mostly in contact with the farmers and this information had to influence decisions taken by the managers of an extension organisation. Therefore all staff members should be involved in decision making.
