Abstract:
Agricultural extension provision in many developing countries is affected by the quality
of the extension staff. To understand the factors that can improve the capacity of extension staff
in a decentralized extension context, a single-case study of a successful district level public
extension organization in Ghana was studied. To improve the capacity of extension staff, the
case study emphasized the importance of combining formal needs-based training and an
organizational learning culture. The study suggests that traditional training in technical areas
and extension methods is not sufficient in this context. With the shift from a top-down to bottomup management approach, managerial staff need a new training in participatory management
and administration. With a cross-sector pluralistic system, they also need training about the
mechanisms that will facilitate coordination, collaboration and lobbying within the extension
system. Also, with a broader focus and roles of district extension, the field staff would need a
broader knowledge base of technical expertise that takes into consideration indigenous
knowledge of farmers, and attitudes of searching for knowledge that they do not have, or for
seeking out others to provide the necessary knowledge. The study highlighted the importance of
fostering an open environment where extension staff feel comfortable to meet, interact, share
information and ideas, and motivated to work
