INNOVATION IN TECHNOLOGY DISSEMINATION : ATMA

( Agriculture Technology Management Agency)

Submitted to: Dr. Dhriti Solanki Submitted by: Miss. Nishu Kanwar BhatiProf. and Head, HECM Ph.D

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

Components of NATP• Developing an Organization and

Management System.

• Support for Agro-Ecosystems Research

• Innovation in Technology.

'Innovations in Technology Dissemination'

Department of Agriculture and

Cooperation (DAC)

Indian Council for Agricultural

Research (ICAR)

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…..

d) Increase the financial sustainability of the public extensionsystem;

e) Move toward shared ownership of the agricultural technologysystem (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, andrelevant 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 otherdistricts in future projects;

g) And develop new partnerships with the private institutionsincluding NGOs.

The Agricultural Technology Management Agency (ATMA) is an autonomousorganization registered under the “Societies Registration Act of 1860” responsible fortechnology dissemination activities at the district level. It has linkages with alldepartments of the government and research organisations as well as NGOs andagencies associated with agricultural development in the district. The ATMA wouldbe a society of key stakeholders involved in agricultural activities for sustainableagricultural development in the districtThe 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, andDecentralize 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

Concept of “ATMA MODEL”/ Extension Reforms

It can receive and dispense government funds, enter intocontracts, maintain revolving funds, collect fees andcharge for services.

In addition, it operates under the direction and guidanceof a Governing Board (GB) that determines programpriorities and assesses program impacts. ATMA isheaded 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 agriculturalresearch and extension activities carried out withinthe district

Strategic Research and Extension Plan (SREP)

• Prepared through participatorymethodologies such asParticipatory Rural Appraisal(PRA) involving all thestakeholders and farmers.

• Detailed analysis of all theinformation on existing farmingsystems in the district andresearch –extension gapsrequired to be filled-up

• Prioritizes the research–extensionstrategies within the district. Itbecomes the basis fordevelopments of work plans atblock / district level.

State Extension Work Plan (SEWP)

• A consolidated activity-wiseplan incorporating all theDistrict Agriculture ActionPlans (DAAPs) in the state andstate level activities to becarried out with activity-wisebudgetary requirement

• Indicate all other extensionactivities that may beundertaken from out ofresources provided under anyother scheme of the Centre/State Governments.

ATMA Governing Board

• determines program priorities and assesses program impacts

ATMA Management Committee

• coordinate and integrate research and extension activities within the district

A R-E unit within the project district including KVKs, ZRSs or sub-stations, and thekey line departments including the Department of Agriculture (DOA), AnimalHusbandry (DAH), Horticulture (DOH) and Fisheries (D0F) are the constituentmembers of ATMA. Each R-E unit retains its institutional identity and affiliation butprogrammes and procedures concerning district wise R-E activities are determinedby the Governing Board of the ATMA, to be implemented by its ManagementCommittee.

Key Functions of Governing Board

• Review and approve Strategic Research and Extension Plan (SREP)and annual action plans that are prepared and submitted by theparticipating units.

• Receive and review annual reports presented by the participatingunits, providing feedback and direction to them as needed, forvarious research and extension activities being carried out withinthe 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’ InterestGroups (FIGs) and Farmers Organizations (FOs) within the district.

• Facilitate greater involvement of private sector firms andorganizations in providing inputs, technical support, agro-processing and marketing services to farmers.

• Encourage agriculture lending institutions to increase theavailability of capital to resource poor and marginal farmers,especially SC, ST and women farmers.

• Encourage each line department, plus the KVK and ZRS, to establish farmeradvisory committees to provide feedback and input for their respective R-EProgrammes.

• Enter into contracts and agreements as appropriate to promote and supportagricultural development activities within the district.

• Identify other sources of financial support that would help ensure the financialsustainability of the ATMA and its participating units.

• Converge human and financial resources available for extension under differentschemes and programmes of DAC.

• Establish revolving funds / accounts for each participating unit, and encourageeach unit to make available technical services, such as artificial insemination orsoil testing, on a cost recovery basis moving towards full cost recovery in aphased 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.

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

MANAGEMET

COMITTEE

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 thedistrict.

• Prepare an integrated, Strategic Research and Extension Plan (SREP) for the districtthat would specify short and medium term adaptive research as well as technologyvalidation and refinement and extension priorities for the district.

• Prepare annual District Agriculture Action Plans in consultation with DFAC whichwould be submitted to the ATMA Governing Board for review, possiblemodification 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, includingprivate sector firms.

• Establish coordinating mechanisms at the Block level, such as FarmInformation & Advisory Centres (FIACs) that would integrateextension and technology transfer activities at the block and villagelevels.

• Provide periodic performance reports as required by DAC to theGoverning Board outlining the various targets and achievements.

• Provide secretariat to Governing Board and initiate action on policydirection, investment decisions and other guidance received from theGoverning Board.

• ATMA Management Committee shall meet once in a month to reviewthe progress in various blocks and submit the report to State NodalCell/ DAC.

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.

Operational Modality of ATMA

Farm Information and Advisory Centres (FIAC)

• Farm Information and AdvisoryCenters (FIAC) at block level managethe key extension programmes withinthe block and are considered as theextension planning and operationalarm of ATMA.

• The FIAC team prepares Block ActionPlans (BAPs) with detailed extensionactivities to be undertaken.

• This plan is approved by the FACbefore being forwarded to the ATMAManagement Committee (AMC) forensuring that these plans aretechnically and administrativelyfeasible, and consistent with theSREP, which then forwards it toGoverning Board (GB) for approval.

BTT FAC SREP

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.

Extension Mechanism at Village LevelFarmers Organization (FO)

Farmers groups are encouraged at village leveland these groups in turn, evolve intoCommodity Associations (CAs), MarketingCooperatives and other types of FOs at theblock and district level. At village level FarmerInterest Groups (FIGs) and Women InterestGroups (WIGs) are effectively involved in thepreparation of group action plans, whichwere later integrated into the block actionplans.

Strategy

Directorate of Extension (DOE), Department of Agriculture and Cooperation (DAC)

MANAGE SAMETI National Level Committee (NLC) State level inter departmental working group

(IDWG)

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 feedbackinformation to such agencies to enable them take corrective measuresconsistent 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 projectmanagement unit and technology dissemination management committee;

• Hiring and retaining experts and consultants wherever necessary, to assistin monitoring, technical of examination and evaluation; and

• commissioning studies wherever necessary on aspects related totechnology dissemination under NATP

Role of MANAGE

• Developing investment plans in the 24 districts identified for pilotprojects;

• Developing organization and management (O&M) plans for selecteddistricts;

• Conducting skill gap analysis of the district functionaries in theagriculture, horticulture, animal husbandry departments and developingtraining / HRD plans for the selected districts;

• Conducting training for project functionaries of agriculture and linedepartments with focus on Participatory Rural Appraisal (PRA);

• Developing Strategic Research and Extension Plans (SREP) for the selecteddistricts based on the PRA;

• Developing technical material / operational guide-lines / manuals forimplementation of the dissemination component; and

• Developing training modules for NATP requirements both at MANAGE aswell as for SAMETIs

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.

State level inter departmental working group

• To provide a mechanism for interactions with the technologydissemination management committee (TDMC) of the DAC, GOI,guide the human re-source development activity and to monitorthe district level technology dissemination programme

• To oversee and support Agricultural Extension Re-search activitiesbeing undertaken by ATMA and to make policy interventions oninter departmental matters and co-ordination thereof.

• To promote and establish integrated approach in Transfer oftechnology at state, division and district level by agriculture andline departments;

• To internalize new concepts and institutional arrangementssuccessfully demonstrated by the ATMAs; and

• To deal with any other policy issue related to implementation of theproject which emerge from time

• Agriculture Production Commissioner / Secretary Agriculture - Chairperson

• Secretary (Finance) - Member

• Secretary (Animal husbandry) - ---do------

• Secretary (Fisheries) - ---do------

• Secretary (Horticulture) - ---do------

• Secretary (Rural development) - ---do------

• Secretary (Soil conservation) - ---do------

• Secretary (Women development) - ---do------

• Secretary's of related departments (Wherever necessary) - ---do------

• Vice Chancellor(s) of SAU(s) - ---do------

• Chairman, ATMA - ---do------

• Secretary (Agri.) / deputy Secretary (Agri.) - Member secretary

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………

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

DISTRICT STRATEGIC RESEARCH AND EXTENSION PLAN

• The diagnostic section

• The technical section

• Technology dissemination

Implementation of SREP

Governing Board

Management Committee

Technology Dimension Unit

TDMCReleasing Funds

Coordination of implementation, maintenance of accounts and compliancewith agreed monitoring and reporting commitments will be the ultimateresponsibility of the Project Director ATMA. The Project Director will drawnecessary 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 levelto help resolve any problems falling beyond his /her competence.

The ATMA Management Committee will be authorized to release projectfunds onwards to the public / private partners in the agreed activitiesincluded in the framework of the district extension plan and will maintainseparate accounts / sub accounts partner-wise and activity-wise. Theaccounts (audited by chartered accountants) and reimbursement claims willthen be routed to the TDU through the State Department of Agriculture foronward transmission.

District level activities

Farmer oriented activities

Farm information

disseminationR-E-F linkages administrative

expenses

Cafeteria of Activities

Policy Parameters Governing the Cafeteria:• Multi-agency extension strategies: • Farming system approach: • Farmer Centric Extension Services• Convergence: • Mainstreaming Gender Concern• Sustainability of Extension Services:

Evaluation reports of NATP-ATMA- ITD pilot testingMore than 10,800 crop or product-based FIGs had been organized atvillage level, with 85 FAs or FFs being organized at the block and districtlevels.Approximately 700,000 farmers, including over 100,000 womenfarmers, directly benefited from these new extension programs through acombination of exposure visits, farmer training courses, on-farm trials,demonstrations and so forth.More than 250 farmer-led, successful innovations had beenimplemented and documented within the ATMA districts (IIM-Lucknow,2004b).Many ATMAs, such as in Maharashtra, developed strong partnershipswith private sector firms, ranging from poultry marketing; organicfarming; the production, processing and marketing of medicinal &aromatic crops and export commodities (basmati rice, baby corn, snowpeas, etc.); to jointly operating Information Technology (IT) kiosks incollaboration with block-level FIACs.

ATMA programs have contributed directly to increased rural employmentthrough agricultural diversification, such as the production, processing andmarketing of high-value, labour intensive crops and products, such asvegetables, mushrooms, vermi-composting, floriculture, medicinal plants,fisheries, poultry, dairy and beekeeping.

Finally, ATMAs have promoted eco-friendly, sustainable agriculturaltechnologies, such as integrated pest management (IPM); Integrated NutrientManagement (INM); organic farming; and the use of water conservationpractices, 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 theuse of microirrigation systems.

Challenges/ constraints in the implementation

• Legal Framework• Strengthening Local-level Management

Capacity• Improving Technical Capacity• Operational-level Funding

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 leadingto weak performance in some blocks.

• Convergence of various Central and State sponsored programmes with itsactivities is difficult in absence of clear cut policy directives from the stategovernment.

• functions ATMA GB is required to meet regularly on quarterly basis, butmeetings of Governing Board are not regular in the districts. Attendancein 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 theHRD needs of the ATMAs. Most positions in SAMETI are vacant forvarying periods.

• In case of the State Nodal Officer appointed to coordinate between ATMA& State Govt., much needs to be done.