Abstract

As a member of APEN since 1997, I have observed a litany of presenters, papers and workshops focussed on ‘new’ emerging tools for doing extension better. Even the title of this forum suggests that the ‘traditional’ approach needs to be left behind. This paper will explore the role and purpose of many of the ‘new’ tools being developed or promoted for use in extension and questions whether this pre-occupation with the ‘new’ is distracting attention from the greatest enabler to adoption. The need for credibility of the extension agent (in the mind of the client)and trust between the extension agent and the landholder are fundamental component of any successful extension program involving complex decision-making.

Bennett’s Hierarchy has been increasingly used in Australia to guide project planning and evaluation of extension programs. The pivotal component of this framework is the KASA section (Knowledge, Aspirations, Skills and Attitudes). This paper contends that too little attention is paid to the “Attitudes” section in this framework, but this is where significant barriers to adoption reside. Credibility and trust of the extension agent are the keys to lowering the barriers to adoption. These can often only be achieved by having the extension agent (a) develop a strong technical knowledge/skill based and (b) living and working in and with the community for a significant length of time (5-10 years).

Focussing on developing new “tools” for achieving increased knowledge, altered aspirations or skill development often will not lead to practice change without the involvement of a credible, trustworthy extension agent. Accepting the need for knowledgeable, experienced, local extension officers will provide significant challenges for the extension profession, if practice change is our goal.

Media summary

Trust between the extension agent and the landholder is a fundamental component of any successful extension program. Successful extension agents have strong technical knowledge and live in the local community.

Keywords

Introduction

The possession of wisdom is something that I have aspired to for many years and I now find myself reflecting on ‘new approaches’ to extension that are being reported in a way that suggests that the fundamentals of extension have changed. The convenor of this forum described the variety of changes occurring in extension (Vanclay & Lawrence 1995) and suggested that traditional extension (‘individual’ approach) had failed, were designed for ‘production based’ changes using the diffusion/adoption theory. It was suggested that more emphasis needs to be placed on enhancing the social science skills of extension agents to improve the impact of extension activities. The deficiencies of new approaches- ‘segmentation’ approach, ‘user pays’ approach, ‘group’ approach and ‘participation’ approach were also discussed and suggested as ways that government can progressively withdraw resources from extension.

This paper contends that we as extension professionals, have focussed too much on the methodology that we use in extension and too little on the personal relationship between the individual and the extension agent. This relationship is fundamental to an individual making a decision to do something different on his or her property, following intervention by an extension agent. I will reflect on a variety of attempts to define extension, which have often been too narrow. Bennett’s Hierarchy is used to discuss the focus of our extension and suggests that we as extension professionals are not focussing enough on “Attitude” change in our clients, which is the critical step before practice change occurs. The view of the author is that there would be a significant challenge if our extension projects were redesigned to focus on practice change as our measure of success.

Reflections

APEN Conference (1997)

Reviewing the papers and posters submitted to the 1997 APEN Conference revealed a variety of subject material that can be grouped into broad classes –Direction of extension, Reporting and Evaluation and many dealing with techniques and tools used in extension projects. Using Bennett’s Hierarchy (Bennett & Rockwell 1999), specifically the KASA (knowledge, skills aspirations and attitudes) level the key focus of each ‘techniques and tools’ paper has been identified (Table 1).

Table 1. Focus of papers at the APEN Conference (1997) based on the KASA level of Bennett’s Hierarchy.

Focus of Paper	Impact on decision maker	Number of Papers	%
Aspirations	I would like to change	13	20
Aspirations &Knowledge	I would like to and know how to change	7	11
Aspirations, Knowledge & Skills	I would like to, I know how to and can change	31	49
Aspirations Knowledge, Skills and Attitudes	I would like to, I know how to, I can change, I will do it	13	20

Only 20% of papers discussing techniques and tools of extension were focussed on “Attitudes”, however no action occurs before the final stage and we, as extension professionals, need to see change occur to consider our work to be successful. Roberts & Cloonan (1997) suggested that we should not limit our evaluation efforts to the adoption of altered practice if the stated aim of the extension project is not to lead to practice change. I would suggest that this means that we are not in the extension business, we are in the public relations or education business. It is clear that we need to evaluate our success at all levels of an extension project, however if we do not expect practice change to occur following an extension project, I think that we have lost our way in extension.

Definitions of Extension

Every meeting of extension professionals seems to revisit the definition of extension and the debate always seems to focus on the approach rather than the outcome of extension projects. In recent years, ‘environmentally focussed’ extension projects have emerged and have been added to the suite of ‘productivity focussed’ extension, that is often part funded by the industry. The purpose of these new projects is the same i.e. to have the landholder manage the land in a different way for the benefit of the community. In our desire to analyze our profession we have confused ourselves by focussing on the process, not the outcome.

Some examples of broad definitions of extension have been presented over the years:

(1) Department of Agriculture, Victoria, Meeting on Extension Function, May 1980

“The Department is a client focussed, knowledge based organisation whose extension function:

• Involves much more than passive dissemination of knowledge
• Stresses active involvement in communication associated with change in agriculture
• Includes motivation and education aimed at change in farmers’ understanding and use of technology
• Develops and applies knowledge in the context of management and markets
• Involves interchange or exchange of knowledge between the various components of change”

(2) A new Definition of Extension, in “Developing a new Cooperative model of extension”, John Sykes (1997)

“Agricultural extension is the organising of resources to achieve the adoption of planned change on farm.

Extension is not adult education, adult education is a method that should be widely used in extension. It is also not marketing, although it shares a range of concepts with this discipline and in its simplest form, extension may be most efficiently performed by adopting marketing concepts. It is not sociology, but this also has much to offer in improving the extension officer’s understanding of the dynamics of communities and possibly their overall performance.”

It is the author’s view that if we take the broadest view of extension possible and consistently broadcast this message to funders of ‘change management’ projects, our profession and our professional associations will flourish into the future. Using a very broad definition extension would include:

• Market assurance projects designed to support our export industries,
• Compliance programs that enforce legislation to help control pests and diseases
• Demonstration programs that show landholders that new practices work in the local area,
• Action learning programs focussed on the defined needs of landholders, or funders
• Market based incentive schemes designed to motivate change in product quality or timing of production
• Public good incentive schemes that encourage investment by landholders in environmentally beneficial activities
• Training courses designed to provide knowledge and skills to participants that enable them to change their land management practices
• Consultancy services that assist with problem solving and complex decision making
• Discussion group programs that encourage sharing of knowledge between landholders as well as experts and extension agents
• Survey activities that enable new extension agents to develop the skills, local knowledge and networks necessary to be effective in future extension projects
• Media, events and field days that increase awareness and encourage further exploration of issues via other extension activities
• Projects that involve landholders in setting direction for local activities to meet the needs of their local area or industry
• Seminars and workshops designed to increase interaction between research scientists and landholders
• Projects designed to build networks with commercial businesses associated with the clients of the extension projects, to magnify the potential impact of an extension project.

And many more activities that will lead to practice change, over time

What the Client Wants

In a review of delivery of services in extension directors expressed the following point of view (Muir, 1985)

The clients of our services ore mostly farmers, other rural people, rural based organisations, agencies and industries. Their needs in regards to extension services are:

• A highly credible, independent and trustworthy source of up to date knowledge that can be applied in a practical way
• A coordinated service that provides consistent messages
• An organisation that can respond quickly and effectively to changing situations
• Staff who show initiative and have well developed skills in communication and problem solving
• Reasonable continuity of staff to develop empathy with rural people and become part of the community

Back in 1992 the perceived strengths of Department of Agriculture staff in Victoria is summarised in the Table 2 below (Cary & Wilkinson 1992).

Table 2. Perceived Strengths of Department of Agriculture: Unprompted (multiple) responses

Strength	Percent of Responses	Percent of Farmers
Knowledge & Expertise	33	38
Availablity & helpfulness	22	26
Research	21	24
Extension ability	12	14
Practical	1	1
Other	7	8
Don’t Know	4	5

There is a clear message that we get every time we survey clients of extension services that often goes unnoticed in these days of top down, industry or government driven extension projects. Our clients tell us that they want knowledgeable, experienced, readily accessible, extension or landcare officers out in the community (Boyd, Halls & May1996).

Even more recently, Sheahan (1997) identified that, to address the new focus on ‘ecologically sustainable’ land management, extension agents need to be organised in a strong network of officers in smaller centres across rural areas. This would make possible the ability to work with landholders on a one –to –one basis, so that real outcomes are achieved on the ground.

Trust is the Key

If the adoption of improved management practices is our goal then our clients must see us satisfying their needs, as described above, which will lead to a trusting relationship and then, and only then can we be sure that we are accelerating the rate of adoption of ‘improved’ management practices. The authors thoughts could not have been expressed any better than in the following words of Allen (1997). “In the midst of our excitement over the new and different extension methods discussed at this conference, it is important to pause and reflect on one of the foundation stones of real communication – trust.” Five key elements to developing and maintaining trust were identified as:

1. Be sincere

2. Be Honest

3. Be Ethical

4. Be Transparent

5. Be willing to trust your clients

Discussion

If we adopt the broadest definition of extension then we are committing our profession to a broad range of activities designed with the ultimate goal of practice change, in whatever part of the rural community that we are working with. The development of trust is a key element to our effectiveness to enable us to alter the attitude of our clients. To enable this to happen, the extension profession needs to influence the funders of extension programs to ensure that our young extension professionals have the opportunity to:

• Develop strong technical knowledge in one field initially and progressively broaden the range of technical knowledge to ensure integrated programs of activity
• Develop expertise in the broadest range of communication and engagement activities (extension) possible, to ensure that the most appropriate tool is applied to reach the project goal.
• Enable professional progression is possible while continuing to operate as a practical extension agent.
• Encourage longer periods of employment for extension staff within communities to increase their potential effectiveness in driving practice change through a trusting relationship with their clients.

The benefits of strengthening the extension professionals’ network will lead to increased return of investment for investors and where the government is an investor, it will receive the benefit of more effective community intelligence through its network of extension agents.

References

Allan, C. (1997) Trust me – I’m from the government. Paper presented at the Australian Pacific Extension Conference, Albury: 656

Bennett, C. and Rothwell, K. (1999). A hierarchy for targeting outcomes and evaluating achievement. http://deal.unl.edu/TOP/

Cary, J.W.& Wilkinson, R.L. (1992) The provision of Government Extension Services to the Victorian Farming Community – A Market Position Study. Report prepared by University of Melbourne. December 1992

Muir, B. (1985). Submission by the Division of Industry Services to the Review of Delivery of Services. Internal Report, Department of Agriculture and Rural Affairs.

Roberts, G. & Cloonan, D. (1997) Questioning adoption as the sole criteria of extension success. Paper presented at the Australian Pacific Extension Conference, Albury:176

Sheahan, M. (1997) A new era for native vegetation management – new challenges for extension officers. Paper presented at the Australian Pacific Extension Conference, Albury:460

Sykes, J. (1997) Developing a new cooperative model of extension. Paper presented at the Australian Pacific Extension Conference, Albury:628

Vanclay, F. & Lawrence, G. (1995) The environmental imperative: Ecosocial concerns for Australian Agriculture. Rockhampton: Central Queensland University Press