EXTENSION PROGRAMME IMPLEMENTATION
Meaning and Importance of extension programme implementation
After needs are identified and program priorities are established, it is now time to implement the
plans. Just like pre-game preparation, they represent the time and effort that precedes “playing the
game”.
Program implementation is putting the game plan to work on the field. It is the action phase of
the programme, where activities that were on paper are carried out.
After conducting a detailed situational analysis and identified areas of need, program focus
and set program priorities, a plan of work is developed, it is now time to implement the plan. Just
like pre-game preparation, a plan represents the time and effort that precedes “playing the game”.
Program implementation is putting the game plan to work on the field.
Elements to be considered in program implementation
There are a number of elements that have to be considered by an extension organization when
implementing an extension programme. What are these elements? They are discussed in the
sections that follow:
a) Resource Development – For each program the available resources need to be assessed and a
plan put into place to mobilize those resources or assets. Resources are people, places,
knowledge, and things that can be mobilized to make programs produce the desired outcomes.
The available resources vary from community to community.
Some of the most effective Extension programs have been conducted in limited resource areas
where agents have effectively utilized talents of volunteers, resources of other agencies and
capitalized on the assets of their communities. It’s all about “targeting resources” to help
resolve local problems deemed to be of critical importance to the welfare of the community.
b) Program Management - The activities and processes involved in the management of a
program can be divided into four categories:
Human Management: The number of people needed to carry out program activities can vary
from a very few to very many. The people or human management component of program
management is essential to effective program implementation and requires extensive
planning and preparation. Involving many people in the program can lead to a greater impact
of extension programs.
Task Management: This refers to the processes involved in doing everything you planned to do
in the program. They involve adhering to the time line, meeting due dates for proposals,
conducting educational programs and creating supportive educational environments.
Knowledge and skills in educational theory and methodology, management, organization
and planning are essential.
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Fiscal Management: This is the management of fiscal resources. These will vary from program
to program. Some may be funded through a grant or gift. Others may be a part of the district
budget for Extension programs. In all cases, financial accountability is essential.
Risk Management: The management of risk is an important category for staff to consider when
implementing Extension programs. Every precaution should be taken to provide a safe
environment for all programme participants. Protection standards and risk management
strategies should be strictly adhered to.
c) Marketing - Marketing is creating an awareness of the organization and its programs.
Marketing is normal programming. The way in which we deliver extension and educational
programs can add to the positive image we want people to have of the Extension Service. When
planning educational programming, it is important to think in advance about “getting the word
out”, publicity, usage of names/logos and web-site resources. In planning any program, be sure
to build in enough time to advertise the educational event(s) to clientele, the public and
appropriate key decision-makers. Mail-outs, electronic delivery, display boards, community
meetings and media outlets, etc. are all important sources for delivering programming
announcements.
d) Collaboration – Working with other agencies, organizations and groups is a part of the
Extension philosophy. Extension seeks to bring people together and link resources.
Extension professionals engage in many levels of relationships represented in the following
five levels: networking, cooperation, coordination, coalitions, and collaboration. Each level
involves a slightly different purpose, structure and process for working together. In every level,
people come together because of some commonality and some relationship that is perceived
as beneficial to each group’s purpose or vision.
What is Networking?
Networking is a process of acquiring resources or building power by using or creating linkages
between two or more individuals, groups or organizations, particularly those beyond the formal
structure of the Extension Council. Networking provides a valuable way to get things done in
relation to new issues where a formal structure would delay action or restrict effort. It also
provides a world view that lets us better understand the complexity and interdependence of
everyday life and work.
Knowledge of networks and the networking process is an essential skill for the Extension
worker. Often, the Extension faculty member plays a critical role as network facilitator or
boundary spanner. This means assuming responsibility for others' levels of participation,
actively soliciting contributions from others, providing support and reinforcement, and creating
openings for others to become involved.
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Through Networks we can get three types of resources:
➢ Information
➢ Legitimacy
➢ Group members
Information may be Extension's most valued resource. Access to current research-based
knowledge distinguishes Extension from its competitors, but Extension professionals do more
than disseminate research - they are information brokers who facilitate the two-way flow of
information.
Legitimacy is sanction or support. Through personal networks and inter-organizational networks,
community power actors can mobilize support (and opposition) for programming.
Group members are a resource for working the network from the outside in. When Extension
needs access to resources, networking personalizes requests for help, recognizing the group or
individual's motivation in helping.
7.5.2 Types of Networks
Networkers must understand networks. Systematic analysis can reveal informal but powerful
groups of people who can help or hinder us. Extension professionals must attend to both formal
and informal networks.
In formal networks, information and other resources tend to flow vertically - usually from the top
down - as in an organizational chart or in "community power structure." In contrast, within
informal networks resources are more likely to flow laterally. Informal networks exist in both
organizations and communities, and since there are more contacts, power is more diffuse but
informal networks are rich sources of information. Networks have the powerful bonds of shared
purpose and resource exchange.
Four principles are useful in guiding networking, for deliberately building relationships to
support Extension programming:
1. Networking is most effective when it is purposeful or intentional.
2. In the "norm of reciprocity" a system of fair trade will prevail. A favor given will enable
a favor to be asked.
3. Assessing strengths/weaknesses and then connecting with a partner who has strengths to
match one's weaknesses, this "principle of complementarity" builds on interpersonal
power by minimizing duplication of skills and matching weakness with strength.
4. Networking reaches beyond an immediate circle of contacts to a greatly expanded sphere,
which includes contacts of contacts.
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The decision for Extension educators is not whether to network or coordinate. Instead, it is a
series of decisions about the nature of the collaboration:
• With whom - those with complementary functions, public and private sector,
• What to coordinate - administrative services, staffing, programming, referral of
clientele/program customers,
• When - at what time? From program planning to evaluation,
• How - informally, formally, or through third parties, and
• To what extent - from information exchange to complex arrangements of joint programs
and shared resources.
Networking does not diminish the role of Extension Program Councils in the programming
process. It strengthens ties to the community and resources.
