FILE COPY. The World Bank. Document of. Public Disclosure Authorized FOR OFFICIAL USE ONLY. Report No. 217la-IN. Public Disclosure Authorized INDIA

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1 Public Disclosure Authorized Document of The World Bank FOR OFFICIAL USE ONLY FILE COPY Report No. 217la-IN Public Disclosure Authorized INDIA STAFF PROJECT REPORT Public Disclosure Authorized APPRAISAL OF THE COMPOSITE AGRICULTURAL EXTENSION PROJECT Public Disclosure Authorized South Asia Projects Department Agriculture Division C November 30, 1978 This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.

2 CURRENCY EQUIVALENTS US$1.00 = Rupees (Rs) / WEIGHTS AND MEASURES Metric System ABBREVIATIONS AA - Agricultural Assistant(s) ADA (Extension)- Additional Director of Agriculture (Extension) ADO - Agricultural Development Officer(s) AEO - Agricultural Extension Officer(s) AI - Agricultural Inspectors Amul - Karra District Cooperative Milk Producers' Union ARDC - Agricultural Refinance and Development Corporation ASDAO - Assistant Subdivisional Agricultural Officer(s) ASI - Agricultural Sub-Inspector(s) Asst. DA - Assistant Director of Agriculture AU - Administration Unit of DAE BDO - Block Development Officer(s) CIMMYT' - International Maize and Wheat Improvement Center DA - Director of Agriculture DAE - Directorate of Agricultural Extension DAO - District Agricultural Officer(s) DDO - District Development Officer(s) DES - District Extension Specialist(s) of Haryana Agricultural University DOA - Department of Agriculture DSAO - Divisional Superintending Agricultural Officer(s) DTC - District Technical Committee EEI - Extension Education Institute(s) FEU - Field Extension Unit of DAE FIU - Farm Information Unit of DAE GNP - Gross National Product GOG - Government of Gujarat GOH - Government of Haryana GOI - Government of India GOK - Government of Karnataka 1/ Until September 24, 1975, the Rupee was officially valued at a fixed Pound Sterling rate. Since then it has been fixed against a "basket" of currencies. As these currencies are floating, the US Dollar/Rupee exchange rate is subject to change. Conversions in this report have been made at US$1 to Rs 8.60.

3 FOR OFFICIAL USE ONLY HAU - Haryana Agricultural University HAFED - Haryana Cooperative Marketing Federation HYV - High Yielding Variety/Varieties IARI - Indian Agricultural Research Institute ICAR - Indian Council for Agricultural Research ICRISAT - International Crop Research Institute for the Semi Arid Tropics IRRI - International Rice Research Institute JDA - Joint Director of Agriculture NARP - National Agricultural Research Project PAO - Principal Agricultural Officer(s) PWD - Public Works Department SAU - State Agricultural University/Universities SDAO - Subdivisional Agricultural Officer(s) SMS - Subject Matter Specialist(s) STC - State Technical Committee TDO - Taluka Development Officer(s) T&V - Training and Visit TU - Training Unit of DAE UAS - University of Agricultural Sciences (Karnataka) VEW - Village Extension Worker(s) VLW - Village Level Worker(s) ZOA - Zonal Agricultural Officer(s) CROPPING SEASONS Kharif - June to September Rabi - October to February Summer - March to May FISCAL YEAR GOI and all States April 1 to March 31 This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.

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5 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Table of Contents I. BACKGROUND... 1 Introduction... 1 Agriculture in India... 2 Agricultural Extension... 3 Existing State Projects... 4 Directorate of Agricultural Extension... 6 Key Points in Agricultural Extension Programs. 7 Transfer of VEW Exclusive Assignment of VEW to Agricultural Extension... 8 Incentives... 8 Sanctions and Budget Allocations Phasing... 8 Agricultural Education, Research and the Agricultural Universities National Agricultural Research Project... 9 Linkages between Extension and Research IIr. THE PROJECT A. General Description B. Detailed Features - State Components The Extension Methodology Technical Support and Supervision Incremental Staff Requirements Housing, Offices and Other Buildings Transport Equipment and Incremental Operating Costs Training Monitoring and Evaluation C. Detailed Features - Strengthening of Directorate of Agriculture Extension Program Supervision The Field Extension Unit (FEU) Administrative Unit (AU) Training Unit (TU) Farm Information Unit (FIU) III. COST ESTIMATES AND FINANCING A. Cost Estimates B. Proposed Financing C. Procurement D. Disbursement and Audit Page No.

6 - ii - Table of Contents (Cont'd) ANNEXES Page No. IV. ORGANIZATION AND MANAGEMENT A. State Components Project Implementation Supervision Coordination between Agencies The State Technical Committee (STC) District Technical Committees (DTC) Seasonal Zonal Workshops B. Directorate of Agricultural Extension Substantive Supervision Routine Supervision of Physical Progress 23 Monitoring and Evaluation V. BENEFITS, JUSTIFICATION AND RISKS Financial Benefits Economic Benefits Project Risks VI. AGREEMENTS REACHED AND RECOMMENDATIONS Gujarat Component Table 1. Summary of Project Costs Table 2. Civil works Table 3. Vehicles and Equipment Table 4. Training Costs Table 5. Incremental Staff Salaries Table 6. Incremental Operating Costs Table 7. Monitoring and Evaluation Table 8. Extension Staff Requirements Chart Extension Organization Chart Linkages between Extension and Research 2. Haryana Component Table 1. Summary of Project Costs Table 2. Civil Works Table 3. Vehicles and Equipment Table 4. Training Costs Table 5. Incremental Staff Salaries and Incentives Table 6. Incremental Operating Costs Table 7. Monitoring and Evaluation Table 8. Requirement of Extension Staff by Year Chart Extension Organization Chart Linkages between Extension and Research

7 - iii - Table of Contents (Cont'd) 3. Karnataka Component Table 1. Summary of Project Costs Table 2. Civil Works Table 3. Vehicles and Equipment Table 4. Training Costs Table 5. Incremental Staff Salaries and Incentives Table 6. Incremental Operating Costs Table 7. Monitoring and Evaluation Table 8. Requirement and Availability of Extension Staff by District Table 9. Requirement of Extension Staff by Year Chart Extension Organization Chart Linkages between Extension and Research 4. Training 5. Directorate of Agricultural Extension Component Table 1. Summary of Costs Table 2. Field Extension Unit Table 3. Training Unit Table 4. Farm Information Unit Table 5. Existing Staffing Pattern of Directorate of Extension Chart Organization Chart 6. Supporting Tables - Table 1. Main Performance Indicators of IDA-Financed Agricultural Extension Projects Table 2. Implementation Schedule Table 3. Estimated IDA Disbursements 7. Reference Material Available in Project File Map IBRD 13649R1

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9 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT I. BACKGROUND Introduction 1.01 The proposed project would be the seventh in a series of IDAassisted projects designed to reorganize and strengthen agricultural extension operations in India. 1/ Under the project, the governments of the states of Gujarat, Haryana and Karnataka would undertake such a reorganization of the extension services in their states. Active encouragement for this is being given by the Government of India (GOI) which considers the nationwide adoption of the Training and Visit (T & V) system of agricultural extension to be basic to successful national agricultural policy. The project would include strengthening GOI's Directorate of Agricultural Extension to enable it to better assist states in the implementation and operation of these services. The project would also improve the ability of the Directorate to provide expanded services, such as staff training, to the states. Staff from the Bank's Resident Mission in India began a series of visits to these states from July They reviewed existing extension operations, discussed principles with relevant state officials and suggested guidelines for project preparation. Preparation was carried out by the state governments and as draft reports became available, they were reviewed and modified as necessary. By February 1978, all states and GOI had submitted final reports as a basis for appraisal. Appraisal took place between March 6 and April 14, This report is based on the findings of an appraisal mission comprising Messrs. J.H. Lindt, J.Q. Harrison and R.J.G. Le Breton (IDA) GOI considers the continuing involvement of IDA in the reorganization of agricultural extension services to be of high priority. IDA was instrumental in introducing the T & V system in India by obtaining the services of Mr. Daniel Benor to advise on its design and implementation. It was implemented first on selected Bank Group financed irrigation projects and later on a state-wide basis. In all these projects, IDA has provided technical assistance--especially in training methods, applied research planning, monitoring and evaluation. 1/ The six previous projects are described in the Assam Agricultural Development Project Report (No. 1535a-IN), Bihar Agricultural Extension and Research Report (No. 1754a-IN), Madhya Pradesh Agricultural Extension Project Report (No. 1442a-IN), Orissa Agricultural Development Project Report (No. 1301a-IN), Rajasthan Agricultural Extension arud Research Project (No. 1443a-IN) and West Bengal Agricultural Extension and Research Project Report (No. 1288a-IN). The main principles of the proposed extension reform are described in Agricultural Extension: The Training and Visit System (World Bank, 1977). The overall targets and present status of these projects are shown in Annex 6, Table 1.

10 The success of agricultural extension will be determined by the quality and timeliness of advice given to farmers. The monitoring of this is important both in existing projects and in those proposed in this report. The physical extent of the project areas (over a fourth of India), the range of cropping patterns and thus the diversity of the extension messages, make it important that supervision of projects be focussed on the generation and effective delivery of suitable extension messages. This calls for GOI and state governments to establish procedures under which GOI's Directorate of Agricultural Extension (DAE) would undertake a substantial part of the routine review of state implementation and act as a control agency for routine reports and reimbursement requests. The proposed enhanced role of DAE is spelled out in paras 2.12 to This would allow IDA staff to concentrate on basic institutional or policy matters, to carry out supervision on the basis of spot checks and to focus on problems and issues identified by DAE in the course of its reviews. This type of arrangement is used successfully by IDA in other sectors and subsectors in India: examples are the Agricultural Refinance and Development Corporation (ARDC), in the case of agricultural credit projects; and the Central Water Commission, in the case of several irrigation projects. Agriculture in India 1.04 The area of India is 3.27 M km of which 49% is cultivable and about 11% irrigated. India's population of over 630 M is growing at an annual rate of 2.1%. National income has grown at nearly 4% per annum since 1950, and the per capita GNP reached US$150 in Although average per capita income has increased, in general there has been little change in the living standards of the vast masses of urban and rural poor, conservatively estimated at 250 M people with incomes below the poverty line of US$70 per capita per year. Thus, GOI's development plans give priority to alleviating poverty and creating employment, especially in rural areas Agriculture is the dominant sector of the Indian economy and contributes about 45% of GNP. It engages about 70% of the labor force and provides the base for about 60% of India's exports. During the last decade, GOI development plans have emphasized agriculture and sought to raise foodgrain production by increasing the use of irrigation, fertilizers, plant protection chemicals, and seeds of improved varieties. In support of this, GOI has modernized and expanded its agricultural credit institutions and accelerated the development of irrigation. More recently, increased attention has been given to the establishment of improved extension services and upgrading the research capabilities needed to support this extension effort Despite these endeavors and the impressive results of the Green Revolution in some areas, primarily in the wheat-growing northwestern states, annual growth in total foodgrain production over the last 15 years has been only about 2.3%, or approximately equal to the population growth. Per capita production of a number of other important crops, including cotton and oilseeds, has fallen during the period. Furthermore, India's agriculture is

11 particularly susceptible to the vagaries of weather and foodgrain production can vary as much as 20% between successive years. Although expansion of irrigation facilities to reduce this variation remains a priority, GOI recognizes that the bulk of India's cropped area and over half of its farmers, cannot, in the foreseeable future, benefit from water-intensive agricultural technologies emphasized since the 1960s. Moreover, although much appropriate research is available, yields under rainfed conditions have shown little or no improvement over this period--a fact which prompts this project's emphasis on rainfed as well as irrigated farming. Agricultural Extension 1.07 State Governments have direct responsibility for agricultural extension; they operate through their Departments of Agriculture (DOA), generally with the cooperation of other state departments, including Community Development. While organization varies between states, the extension service is generally headed by the Director of Agriculture who reports to the Secretary of Agriculture. He is assisted by staff located at state, zonal and district levels. The Collector (the senior representative of the civil administration at the district level) coordinates activities between the various agencies of government, with the District Agricultural Officer (DAO) representing DOA. Below the district level, Agricultural Extension Officers (AEO) generally report on routine matters to the Block Development Officer (BDO), an official of the state Community Development Department. In some states, locally elected councils (panchayats) also play a role and the BDO are responsible to these bodies. Given the multitude of local activities and lack of direct administrative control by DOA, AEO are often diverted to non-agricultural activities. The village level worker (VLW), a multipurpose worker and generally an employee of the Community Development Department, is supposed to spend 75-80% of his time on agricultural extension under the direction of the AEO. However, the VLW is administratively responsible to the BDO and the lack of a well-coordinated agricultural program, combined with the demands of his other activities, generally result in his spending very little time on agricultural extension. The same is generally true of the AEO. What little extension work is done is neither planned systematically, nor supervised adequately Over the years, dissatisfaction with the effectiveness of the multipurpose worker for increasing agricultural production has led to the development of a variety of special programs focussing on particular crops, areas, or techniques. Staff employed under these schemes are usually under the administrative control of various subject matter departments of DOA. In a given state, such schemes usually cover only a few districts and only part (e.g. one crop) of the farmers' operations. These schemes have tended to dissipate extension efforts in many uncoordinated directions and divert attention and resources from the need to reform the main line extension agency There are usually too few staff to cover the farming community adequately and they lack sufficient mobility to reach farmers systematically and regularly. In addition to the organizational problems mentioned above,

12 -4- the extension service often suffers from inadequate and outdated staff training. Furthermore, linkages with research have been tenuous and irregular. All these factors have hampered effective extension work. They have resulted in a general stagnation in agricultural production with most extension personnel having low status, low pay and poor morale With yields in irrigated and rainfed areas remaining at levels well below potential, GOI has become increasingly concerned with improving agricultural extension. A new system of extension--the Training and Visit System (T & V)--based on frequent and regular farm visits by full-time, adequately trained extension personnel was developed in 1974 with IDA assistance. Under this approach, a substantial portion of the multipurpose VEW are transferred from Community Development Departments to DOA to work exclusively on agricultural extension. The results from the Chambal Irrigation Scheme in Rajasthan, 1/ where the approach has been in operation since 1974, are impressive. Changes in yields in the Chambal Irrigation Scheme (Rajasthan) Average Yields (tons/ha) Crop Before Project 1975/ / /78 Paddy (irrigated) Sorghum (rainfed) Wheat (80% irrigated) Gram (rainfed) /a Sugarcane (irrigated) n.a /a Yields were low because of severe pod borer attack. These results were so encouraging that the approach was adopted in six states under the projects discussed below. Existing State Projects 1.11 Rajasthan Agricultural Extension and Research Project (Cr. 737-IN, US$13 M, effective in February 1978), was an outgrowth of the favorable results obtained with the new approach to agricultural extension pioneered under the Chambal Command Area Development Project (Cr. 562-IN, effective September 1975) and Rajasthan Canal Command Area Development Project (Cr. 502-IN, effective December 1974). Government of Rajasthan is presently reorganizing and strengthening extension and supporting adaptive research to serve 2.9 M of the state's 3.7 M farm families in 17 districts where an immediate potential for improving agricultural production exists. Project implementation was initially slow, but review missions report that field work is now progressing well and the reaction of farmers is favorable. 1/ This covered about 84,000 farm families and 360,000 ha of which about two-thirds is irrigated.

13 1.12 As a result of first hand experience with improved extension activities in the Chambal Command Area, Madhya Pradesh requested IDA to assist in extending the reorganization to cover both irrigated and rainfed areas in 15 of 45 districts in the state. (Cr. 712-IN, for US$10 M, effective September 1977.) Although some staff are still to be recruited, progress to date has been very good. In Bilaspur district, for example, the adoption of seed treatment has risen from about 20% of all farmers in 1977 to over 80% in 1978 when it was a recommendation of the T & V program. A full program of training sessions for extension staff at all levels is being implemented by the State Agricultural University (SAU) in the latter half of Eastern India, including Assam, Bihar, Orissa and West Bengal, is the country's "rice bowl." Despite its high potential, foodgrain yields are low and production has barely kept pace with population growth. The stagnation of agriculture has been partly due to the inability of the extension service to give meaningful advice to farmers; similarly, research has failed to focus on the majority need for simple, low cost practices. Orissa was the first state in the "rice bowl" to participate in a comprehensive agricultural development project (Cr. 682-IN, for US$20 M, effective June 1977). Virtually all of the state's 3.4 M farmers are now covered by the program. DOA feels the reorganized extension service has been primarily responsible for the success of their efforts to increase the area under oilseeds (up 55% over 1976/77) and pulses (up 44% over 1976/77). While the impact achieved through reorganization of existing staff has been substantial, progress in strengthening the organization to sustain the momentum was slowed by the delay of financial sanctions required for new posts, vehicles and construction. Sanctions have now been approved and steady progress is being made During the preparation and appraisal of the West Bengal Agricultural Development Project (Cr. 541-IN, effective August 1975), which supports minor irrigation development in a portion of the state, one of the major constraints was identified as a lack of effective agricultural extension. Consequently, the project included a component to strengthen extension in six districts along the principles established in the Chambal and Rajasthan Canal Areas. The initial impact was so favorable that the state decided to expand the coverage. This was provided in Cr. 690-IN, for US$12 M, effective August Initially the project was highly promising: 2,400 multipurpose workers were transferred from the Community Development Department to control of DOA. Together with 1,200 extension staff from special schemes, they covered approximately 90% of West Bengal's 4.0 farm families. They were trained with specific messages for the farmers and, together with DOA technical staff, worked with farmers in identifying and solving field problems. Among their achievements was the identification of loose smut disease and the taking of remedial measures which prevented its recurrence. The proportion of kharif rice under HYV has risen from an almost constant level of less than 10% through the first half of the 1970s, to over 20% by the end of the 1977 season. Production of kharif rice is estimated to have been 5.87 million tons in 1977, substantially above the previous record of 5.18 million tons achieved during the excellent monsoon of However, since mid 1977 there have been delays in financial sanctions and appointment of key staff. IDA is in frequent contact with project authorities, but little progress can be expected until a clear cut commitment has been made by the state government.

14 Under the Assam Agricultural Development Project (Cr. 728-IN, for US$8 M, effective September 1977), Assam became the third state in the eastern region to reorganize its extension service. The project is to cover all of the approximately 1.9 M farm families in Assam's plains districts in a phased manner over a period of three years. The system has been introduced more rapidly than originally planned and now covers about 1.4 M farm families. The Government of Assam expects to cover the remaining areas within the year. In Nowgong, an administrative subdivision of Assam where the approach has been applied since kharif 1976, the percentage of area planted to HYV in the main paddy season has risen from about 7% in 1975 to 36% in In the same area, nitrogen fertilizer use has increased by 85% and disbursements of shortterm crop loans increased to ten times their previous level. In 1978 both Assam and West Bengal had surplus wheat for the first time ever. This indicates a substantial acceleration in the pace of agricultural production in these areas. Discussions with farmers during field visits confirm these impressions The most recent extension project, the Bihar Agricultural Extension and Research Project (Cr. 761-IN, for US$8 M), became effective in May Through a reorganization of existing staff, about 9,000 VEW would become available--sufficient to reach all of Bihar's 7.6 M farm families. The project is phased to cover the entire state over a period of five years Encouraged by the impact which the Training and Visit system of extension is having in areas where it has started operating, GOI is seeking to apply it more generally throughout India. The beneficial results described above and in Annex 6, Table 1 have not been achieved without difficulty nor are they being achieved with equal success in all areas. The decision to transfer control of considerable numbers of multi-purpose extension workers to DOA and assign them to work exclusively on agriculture requires a major reorganizational effort. It is difficult for state governments to make this administrative decision and maintain it once made. In West Bengal, for example, the Government still has not placed Village Extension Workers (VEW) fully under control of the Department of Agriculture. Hence, the service has been less effective than it might have been. The Government of Bihar also faced difficulty in maintaining its commitment to transfer VEW. Generally, the State Departments of Agriculture have found it difficult to get full and timely financial sanctions from their respective Finance Departments. This has delayed staff recruitment and procurement of vehicles and slowed project implementation. However, as shown in the Chambal figures above, there are indications that where the system is being implemented, significant and rapid increases in production occur. Under this project, the GOI Directorate of Agricultural Extension (DAE) would have an increased capability to help states overcome implementation difficulties. Although the project is demanding from the viewpoint of IDA review and technical assistance, the very great potential for significant improvement in food production and increased income for the rural sector justifies IDA participation. Directorate of Agricultural Extension 1.18 Within the Central Government's Ministry of Agriculture, DAE is responsible for agricultural extension. Since agricultural extension is a

15 - 7 - state responsibility, DAE's role is limited. Its function is to improve the effectiveness of state extension programs and to provide leadership and guidance in the fields of extension training and farm information services. It also provides guidance and support to programs directed at farm women and youth. Further, DAE is designed as a service organization to the Ministry of Agriculture and Irrigation and assists various subject matter divisions in their training and information programs. DAE also administers and supervises GOI sponsored schemes which provide funding for selected components (staff and vehicles) in state operated agricultural extension programs utilizing the T & V system. DAE is headed by a Joint Secretary (Extension) who reports to the Secretary for Agriculture. The Directorate is presently made up of three units covering Administration, Training and Farm Information, each headed by a Director. The Administration Unit is responsible for the administrative support in DAE, supervision of the centrally sponsored scheme, and for assistance in carrying out monitoring and evaluation programs. The Training Unit is responsible for the organization and administration of regional and national training courses for extension staff, including those at three regional Extension Education Institutes. The Farm Information Unit provides publications and educational materials to all subject matter divisions in the Ministry of Agriculture; it also plans and produces literature on agricultural topics for field extension workers. The present staffing pattern of the Directorate is shown in Annex 5, Table 5. Key Points in Agricultural Extension Programs 1.19 Agricultural Extension alone is not enough to insure agricultural development. Development is dependent upon these essentials: (a) new and changing technology; (b) market demand and systems for crops and livestock; (c) adequate incentives for the farmers; (d) timely availability of inputs; (e) transportation to market; and (f) availability of long and short term credit where needed. Agricultural extension and general education, group action by farmers, favorable government policies, and equitable land ownership and use patterns can act as accelerators to development. In the discussion above (paras ) of the ongoing projects, other key points identified for successful agricultural extension programs include the following Transfer of VEW. Transfer of sufficient VEW to the control of DOA is a first step in a successful agricultural extension program. A potential pitfall lies in political resistance to the transfer of a large number of multipurpose (VLW) workers from the Community Development Department to the DOA. Later, indiscriminate and frequent transfer of personnel between and within projects and departments may interfere with the implementation and operation of the project; therefore, the participating governments were asked to carefully consider such transfers in view of their effect on the project.

16 Exclusive Assignment of VEW to Agricultural Extension. Extension personnel should devote all of their time to professional agricultural extension work. They should not be assigned regulatory duties nor should they be involved in the delivery of supplies, approval of, or supervision of credit. Although these duties are important, non-extension personnel such as the VLW remaining with the Community Development Department or workers in other agencies or cooperatives should perform them. One of the advantages of the T & V system is the reduction in written reports and other administrative activities which permit VEW to devote most of their time to field extension work and maintain the quite rigid time-bound plan of their work Incentives. Assurances must also be provided to those transferred that their pay, allowances, and promotional opportunities will not be diminished by transfer. In addition, the new extension workers must be provided training, opportunity for self development, adequate supervision and other appropriate incentives to develop and sustain job satisfaction. A number of fringe benefits such as loans for motorcycles and bicycles, government housing and/or allowances, travel allowances, additional pay, provision for educational leave with pay, and the secondment of personnel have been identified as helpful incentives; these are provided for in the Credit Sanctions and Budget Allocations. The government is responsible for the sanction and monetary support of the positions, civil works, vehicles and equipment needed for the successful operation of the extension service. These are frequently delayed due to the complex and time consuming administrative procedures Phasing. The transfer of large numbers of personnel will generally need to be scheduled so that administrative supervision and technical support and training by SMS is available at the same rate as staff becomes available. Implementation schedules which recognize the need for productive utilization of personnel as they become available are provided in the state annexes. The identification and posting of SMS is vital in this regard and vigorous action is required. It is essential that those identified as SMS are properly qualified and that the necessary training for SMS is available. Agricultural Education, Research and the Agricultural Universities 1.25 Responsibility in the states for higher education and research in agriculture is normally vested in State Agricultural Universities (SAU). The present structure of SAU in India (21 universities in 16 states, plus the Indian Agricultural Research Institute (IARI) which awards postgraduate degrees) has evolved over the past twenty years. These universities were developed with the objective of creating a system of scientific education which would serve the needs of the farming community. The inservice training activities described in Annex 4 are the responsibility of DOA. They will need to be supported by the SAU under a formal training plan and instructional commitments. The faculties are involved in both teaching and research.

17 SAU have assumed responsibility for most research and experimental stations within their respective states. Participation in national coordinated research schemes sponsored by the Indian Council for Agricultural Research (ICAR) has provided access to greater amounts of genetic material for plant breeding programs, contributed to exchange of information and experience between scientists, both within and among states, and helped improve the quality of experimentation. The SAU generally have a Department of Extension Education which provides instruction in and studies of agricultural extension methodology India has made significant progress in recent years toward the development of a highly competent, professional, and effective agricultural research system. When fully developed, this system should be capable of generating and introducing the scientific and technological advances required for sustained growth in agricultural productivity. It has already demonstrated its worth and effectiveness in several very important areas, notably with wheat, rice and maize. The recently approved IDA-assisted National Agricultural Research Project (NARP) will build on these achievements and enhance the abilities of SAU to develop practical research programs which will generate locationspecific recommendations relevant to the particular needs of the states they serve. National Agricultural Research Project (NARP) 1.28 The objective of NARP is to strengthen the capability of SAU to conduct locally important research. It would achieve this through a reform of existing university based agricultural research and would concentrate, in particular, on research oriented towards the needs of local agro-ecological zones, with special emphasis on foodgrains (cereals and pulses) and oilseeds. Particular attention would be paid to foodgrains grown under rainfed conditions, and to the integration of cropping patterns and animal husbandry practices. The project would supplement existing GOI/ICAR support of SAU through the All-India Coordinated Research Projects, ad hoc projects and university development grants It is expected that the overwhelming emphasis in the first National Agricultural Research Project will be devoted to the establishment or strengthening of zonal main stations. The initial formulation of a research program for such a station will need to draw on the experience available within the university and the Department of Agriculture, but it will be important for the station continuously to improve its knowledge of the problems and opportunities in the influence area. For this purpose, it is proposed that the following features be incorporated in the program for a zonal main station. (a) Appointment of an agronomist at the main research station to collaborate with DOA in the design, supervision of execution, and analysis of the field testing program carried out by DOA, and in the analysis of feedback from the extension work in the influence area of the station;

18 (b) Appointment of agricultural economist(s) at the zonal main research station to study farming situations and constraints, analyze adoption patterns, determine the economic viability and risks of research findings and to review alternative farm plans; (c) Conducting a small number (10-20) of trials in cooperation with the extension service on DOA farms and farmers' fields (besides substations) to verify the impact of research recommendations under varying soil, climatic and topographical situations; and (d) Field tests of research in 2-3 villages to allow the scientists themselves to work with farmers in different resource situations in the improvement of farming systems It is proposed that a seasonal zonal workshop between the university and DOA SMS (active in the zone in question) would be a major forum for a permanent mechanism for review and improvement of research programs and of recommendations to farmers. Apart from generating research ideas, the seasonal zonal workshop would review the objectives of all research and extension proposals and recommend priorities in relation to the needs of the region as a whole. The workshop would be under the chairmanship of the Associate Director of Research or the Zonal Director of Agriculture and would include regional research staff, selected university crop coordinators and Heads of Departments, Zonal Directors of Extension and DOA SMS in the zone. Proposals developed in the district and reviewed at state level seasonal workshops would be refined and adopted to zonal needs by the zonal workshop (see para 4.08). Linkages between Extension and Research 1.31 A clear definition of responsibilities between DOA and the SAU is now emerging in most states. GOI is promoting a policy whereby the university is made fully responsible for the development of new technology, while state DOA assume responsibility for the transfer of technology to farmers, including widespread testing of research recommendations on farmers' fields. The cooperatively developed zonal commodity research program of SAU would continue to identify and select improved varieties of the most important crops obtained from national and international research institutions, and also identify economically appropriate practices directed to substantially increasing crop production and, at the same time, lowering farmers' risk. Selected varieties and production practices would then be tested at research stations, seed farms, and on farmers' fields located in various agro-ecological zones. SAU staff would work closely with district and subdivisional extension staff, particularly SMS, as much of the work at zonal stations would be in response to the needs of local extension staff and farmers. The extension staff would work with the research workers in carrying out a program of field trials and analyzing and interpreting the results. These adaptive trials would thus be the focal point for testing and introduction of new practices and would also be used for training extension staff. NARP (paras ) would provide assistance to SAU to develop their research capability.

19 II. THE PROJECT A. General Description 2.01 The project seeks to achieve early and sustained improvement in agricultural production throughout the states of Gujarat, Karnataka and Haryana. This would be accomplished by reorganizing and strengthening state agricultural extension services. In addition, it would strengthen the Directorate of Agricultural Extension (DAE) of the GOI Ministry of Agriculture. The five-year project would comprise: (a) reorganization and strengthening of agricultural extension services in these states by providing additional staff, housing, equipment, vehicles and staff training; and (b) strengthening of DAE to improve its ability to assist all state extension efforts by providing DAE with additional staff, equipment, vehicles and funds for consultant services, and training While the basic approach to reform of agricultural extension services is common to all participating states, necessary adjustments have been made in each state to take account of differing administrative arrangements, levels of agricultural development, agro-ecological conditions, population densities and communications. Detailed proposals, outlining the particular features of each state component, are given in Annexes 1-3 and those of DAE in Annexes 4 and 5. B. Detailed Features - State Components The Extension Methodology 2.03 Under the project, agricultural extension services would be reorganized and intensified throughout the three states (see Map 13649R1), following the pattern successfully employed in other Indian states over the past 2-3 years. The project would provide farmers, on a regular and systematic basis, with up-to-date advice on farming practices best suited to their specific conditions and emphasizing proven practices having immediate impact on income. This would be brought about by a regular system of training and visits by field staff, supported by professional advice from within the DOA and from research institutions. To this end, two major organizational changes would be made: (1) the establishment of a single line of command from the Director of Agriculture (DA) to the village level worker (VLW) and (2) the merging of the transferred VLW and all agricultural field staff into a unified extension service, employed exclusively on agricultural extension. VLW would be redesignated as village extension workers (VEW) to reflect their new exclusively agricultural role. Concerned states issued an administrative order prior

20 to negotiations transferring sufficient VLW to DOA and agreed to retain them with DOA during the project period. The VLW remaining with the Community Development Department will handle the existing non-agricultural activities The number of farm families covered by each VEW would vary depending on population density and accessibility but would be normally between 700 and 800. The families assigned to each VEW would be subdivided into 8 small groups, usually of about 100 farmers. Each group would be visited regularly on a given day during a two-week cycle. VEW would work primarily through 8 to 10 contact farmers selected within each group. The extension message to be communicated to farmers at the initial stage would be simple, concentrating on the most important crops in the locality and the most important aspects of crop cultivation at the time in question. Initially, emphasis would be placed on improved cultural practices. At a later stage, use of inputs and more sophisticated cropping systems would be recommended. VEW would be supervised in the field by AEO (each AEO would supervise about 8 VEW) who would work with them during field visits to convince farmers to adopt recommendations. VEW would receive the extension message at training sessions held on a regular day in each fortnight by SMS. Training and visits would take 9 days per fortnight and the three working days remaining in the two-week work period would be devoted to field trials, making up missed visits and performing occasional office work. Technical Support and Supervision 2.05 To ensure satisfactory levels of supervision, training and guidance, staff at the subdivisional and district levels would have to be strengthened. Additional staff requirements would be met by upgrading AEO, by transfer of other staff with required qualifications, or by hiring new staff. Staff at subdivisional level would include a Subdivisional Agricultural Officer (SDAO), with Assistant SDAO (ASDAO) in large subdivisions so as to retain a ratio of about 6-8 AEO per supervisor. To strengthen technical support and training, the project would provide a team of SMS at subdivisional level (usually one each in agronomy, plant protection and training). At district level, a District Agricultural Officer (DAO) would supervise the work of subdivisional staff, while a number of specialists would provide additional technical support in such specialties as water management, farm implements, entomology or horticulture. SMS would divide their time about equally between field visits (including guiding and supporting lower level staff), research (including field trials) and training. Provision has also been made for support staff. Minor variations on this general pattern are described in the individual state annexes. Incremental Staff Requirements 2.06 Following the transfer of a number of multi-purpose extension workers to full-time work in agriculture and their merger with extension staff from special schemes, each state would still require additional staff to meet desired staffing levels. Numbers required would vary between individual states and assurances were obtained that staff appointments would be made in accordance with respective state annexes. It was agreed that VEW posts transferred to DOA, and incremental posts established, would be retained for the project period and that emoluments, benefits and promotional prospects would not be adversely affected as a result of joining the extension services.

21 Housing, Offices and Other Buildings 2.07 The proposed extension methodology is based on regular and frequent farm visits by field staff. Therefore, it is essential, for field level staff and their supervisors to live near their areas of work. Assurances were obtained that states would ensure that VEW and AEO would live in or near areas assigned for their operations and for this purpose states would provide such low cost housing or rent allowances as necessary. All states would continue to encourage the use of rented accommodation wherever possible. However, in some rural areas, housing, either institutionally owned or for rent, is limited and the project would provide for the construction of low cost housing in these areas. In general, the project would provide housing for 23% of VEW and AEO. With increased staffing levels, certain states would need to construct new field offices or to expand existing ones. The states agreed to furnish IDA, at regular intervals (through DAE), information on the progress in locating sites for housing and offices to be financed through the Credit. In Haryana, an office allowance would be paid for office space in or adjacent to VEW house. In addition, some states would need to develop their training facilities to meet increased needs. The project would provide for these requirements. Details are given in individual state annexes. Transport 2.08 Adequate transport is essential to enable field extension staff to maintain fixed schedules of visits and for supervisory staff to reach the field easily and frequently. The project would provide for additional motor vehicles at Headquarters, Zonal, District, and Subdivisional levels; motorcycles for AEO, SMS and other supervisory staff; and bicycles for VEW. Staff would be provided loans by the state governments to purchase motorcycles and bicycles. Credit terms and travelling allowances were reviewed at negotiations and assurances were obtained that they would be improved, if necessary, to ensure sufficient incentive for purchase and utilization of these vehicles by field staff. Funds would also be provided for the operation and maintenance of vehicles and for staff travel and subsistence allowances. Provisions for each state are detailed in the respective annexes. Equipment and Incremental Operating Costs 2.09 To meet increased needs for training and office equipment, the project would provide for simple audio-visual aids to support field operations and for necessary office equipment and furniture. The project would also provide incremental operating costs such as vehicle operation, materials, housing and travelling allowances. In addition, the project would provide funds for printing various materials (field notebooks, charts, etc.) for VEW, for the purchase of small samples of seeds and other inputs for farmer training and establishment of field trials, and for simple visual aids. Training 2.10 The project would support a variety of training activities, depending on the requirements of each state. These would include the key training

22 program--the fortnightly training of VEW by SMS (para 2.04), preservice training, additional seasonal training programs and special short courses for VEW. For more senior staff, in-state training programs would be organized by DOA and SAU. In the case of the training institute to be provided in Haryana, Haryana and IDA would agree by June 30, 1979 on the location, training objectives, course outlines and syllabus. DAE would organize specialized courses for SMS (para 2.14) and short duration international training for a few selected staff at or by international institutions such as IRRI, ICRISAT and CIMMYT. Each state will identify an officer to coordinate training activities with the SAU and DAE. Monitoring and Evaluation 2.11 Monitoring (and reporting) of physical and financial inputs would be the responsibility of the principal officer responsible for project implementation in each state. To provide systematic evaluation of the performance of the project, a small unit with staff responsible for carrying out regular sample surveys would be set up at each state headquarters under the control of the Secretary of Agriculture. The ongoing analysis of the surveys would be supplemented by ad hoc studies, focussed on specific topics. Detailed guidelines for monitoring and evaluation procedures have been drawn up and agreed with DAE. These procedures are described in World Bank Staff Working Paper No. 272, "A System for Monitoring and Evaluating Agricultural Extension Projects," which was prepared to provide a uniform system of evaluating and reporting for states undertaking extension reorganization with IDA assistance; it may be modified as experience is gained with the system. Assurances were obtained at negotiations that all states would undertake monitoring and evaluation and that results would be forwarded (through DAE) to the Association at least once a year. C. Detailed Features - Strengthening of Directorate of Agricultural Extension 2.12 The project would strengthen DAE through: (a) the appointment of a Joint Commissioner (as deputy to Joint Secretary responsible for DAE), who would assume full-time responsibility for supervision of DAE activities which support all IDA-assisted state level agricultural extension programs; (b) the establishment of a new Field Extension Unit capable of providing assistance to the states in project implementation, monitoring and evaluation and in solving specialized technical problems; (c) the strengthening of the Training Unit to raise the quality of training in the states through a larger number of carefully developed practical inservice training courses, particularly for SMS, at leading Indian institutions; and

23 (d) the strengthening of the Farm Information Unit in order to improve its capability to train state extension staff in the preparation and use of communication aids and to provide states with audio-visual training materials. Program Supervision 2.13 To enable the Joint Commissioner to carry out routine supervision of the six states in the ongoing IDA-financed extension projects and the three additional states to be covered under this project, funds would be provided for support staff, their operating costs, and for short-term consultancies to provide technical support for project supervision. Assurances were obtained at negotiations that GOI would undertake project supervision of state extension projects, provide technical assistance as required, and submit periodic progress reports, the content of which was agreed at negotiations. GOI sanctioned the post of Joint Commissioner and will appoint the Joint Commissioner and a Director of the FEU prior to credit effectiveness. The Field Extension Unit (FEU) 2.14 The Field Extension Unit would be headed by a Director and would consist of two sections, each headed by a Joint Director who will be appointed by May 1, The first would assist states in project implementation and provide advice on the solution of specialized technical problems. To carry out this role, the project would provide suitably qualified staff, supplemented by funds to recruit consultants who are directly engaged in ongoing extension projects in their own state, to visit other states and assist in developing more effective project organizations. DAE staff and consultants would undertake intensive field visits, and discuss methods of improving implementation. On completion of the visit they would submit a detailed report identifying areas requiring further action. Copies of reports would be made available to IDA. Where necessary, DAE would also arrange for the services of technical experts in selected areas of specialization to visit states. The second section of FEU would be a monitoring and evaluation unit which would collect, summarize, and assist the states in the utilization of monitoring and evaluation reports. The FEU would also check on the execution of dated covenants by the states participating in IDA-funded extension projects. Administrative Unit (AU) 2.15 The existing Administrative Unit would continue to perform its present duties in support of DAE activities in personnel, accounts, and internal administration. It would coordinate all central plan schemes, centrally sponsored projects and development projects under bilateral agreements with foreign governments. AU would collect, verify and pass on to the Department of Economic Affairs and/or IDA, progress reports and administrative and financial data pertaining to state procurement, civil works, expenditures, audits and requests for disbursements. Assurances have been obtained from the states that the progress reports required would be presented to DAE for the periods ending March 31 and September 30 in the form agreed at negotiations.

24 Training Unit (TU) 2.16 Although training of extension personnel is a state responsibility, the Training Unit (TU) would continue to be responsible for providing leadership and guidance to states in planning, implementing, coordinating and evaluating training programs for extension workers. To this end, GOI agreed to provide necessary staff and equipment. Further, GOI agreed that a Joint Director would be assigned exclusively to coordinate DAE support of training programs to be carried out under these projects. In addition to assisting states, TU organizes All-India and regional training programs, particularly for SMS and senior officers, at agricultural universities and central research and training institutes. Under the project, funds would be provided to enable TU to organize about 40 training courses yearly for SMS at selected institutions throughout India in selected topics such as improved crop husbandry practices, water management, crop protection, etc. In order to plan and organize this training, TU staff would be strengthened through secondment of technical specialists from ICAR, SAU, other departments within the central Ministry of Agriculture or from state governments. Funds (US$625,000) would also be provided to enable TU to arrange training by such organizations as IRRI, ICRISAT and CIMMYT and for TU personnel to visit states and help in the design of appropriate training courses. TU would continue to evaluate centrally sponsored training programs. See Annex 4 for further details. Farm Information Unit (FIU) 2.17 At present, FIU produces audio-visual training materials (flip charts, posters, slides, films, etc.) and publications, organizes training in effective use of audio-visual aids in extension work, and assists states in the identification of appropriate equipment and materials for various types of extension activities. Under the project, FIU would be strengthened to help it meet the specific needs of states by assigning a full-time Joint Director with a small support staff to assist in the production of training materials which would be difficult to produce at state level or would have general application in a number of states. FIU would arrange training programs in communication techniques in conjunction with TU. The project would provide for the additional staff, operating expenses and equipment required. The details and costs are specified in Annex 5, Table 3. III. COST ESTIMATES AND FINANCING A. Cost Estimates 3.01 Detailed cost estimates for each state, based on the incremental costs of carrying out the project over a five-year period, are given in Annexes 1 to 3, Tables 1 to 7, and for DAE in Annex 5, Tables 1 to 4.

25 Dir. of Gujarat Haryana Karnataka Ag. Extn. Total US$M Rs ' Incremental Staff 36,914 37,720 60,421 1, , Civil Works 18,249 18,272 38,562-75, Equipment 2,972 2,010 5, , Vehicles 10,000 7,025 13, , Training 4,347 3,983 19,364-27, Incremental Operating Costs 31,011 22,424 26,205 8,554 /a 88, Monitoring and Evaluation 2,260 3,487 4,636-10, Total Before Contingencies 105,753 94, ,843 11, , Contingencies Physical 2,718 2,403 5, , Price 18,035 16,205 32,743 2,087 69, Subtotal 20,753 18,608 37,959 2,596 79, Total ProJect Costs (Rs) 126, , ,802 14, ,889 US$M /a Foreign and local consultant services (US$100,000) and training (US$625,000) are included in operating costs for DAE. The above costs, based on findings during appraisal and updated to October 1978, include about US$3.2 M in duties and taxes and an estimated US$4.0 M in foreign costs. Physical contingencies of 5% have been applied to civil works, equipment and training, and office and vehicle operating costs. Price contingencies have been applied cumulatively as follows: (a) local equipment and operating costs, 7% per annum for 1978, 6.5% for 1979 and 6% thereafter; (b) civil works, 8% for 1978, 7.5% for 1979 and 7% thereafter; and (c) incremental salaries and training costs, 4% for 1978 and 6% per annum thereafter.

26 B. Proposed Financing 3.02 Finance to cover total project costs of Rs M (US$53.4 M) including contingencies, would be provided as follows: Local Support Component Source Amount IDA Total US$ million Gujarat GOG/GOI Haryana GOH/GOI Karnataka GOK/GOI DAE GOI Grand Total Percentage (53%) (47%) (100%) The proposed IDA Credit of US$25.0 M would be to GOI on standard terms and conditions and would finance about 50% of project costs, net of taxes and duties, but including estimated foreign exchange costs of US$4.0 M. IDA funds for state components would be channeled through GOI to GOG, GOH and GOK in accordance with GOI standard arrangement for the financing of state development projects. The balance of project financing, beyond IDA financing, would come from state government sources and GOI. C. Procurement 3.03 The main items to be financed are: incremental staff salaries; vehicles, including bicycles and motorcycles; equipment; houses for VEW and AEO; offices; consultant costs, and training. Civil works contracts (US$8.7 M), primarily for 2,400 houses, would be small and dispersed, both geographically and over time; therefore, they would not be satisfactory for international competitive bidding. Contracts would be awarded on the basis of competitive bidding following local advertisement. There are numerous qualified local contractors to carry out such work. Arrangements for preparing tenders and overseeing construction were discussed during negotiations. All contracts for civil works, vehicles, equipment and furniture estimated to cost $100,000 or more shall be reviewed by IDA before bids are invited About 370 motor vehicles (US$2.0 M) of various types would be required under the project. They would be purchased in small quantities over five years and would be widely dispersed in rural areas. As adequate maintenance and availability of spare parts would be of paramount importance, this would necessitate purchase of locally made vehicles of types already used by government departments. Thus, procurement would be by local competitive bidding under existing government procedures. Motorcycles and bicycles (US$1.5 M) would be purchased by individual staff from loan funds provided by state governments; they would be expected to repay the purchase price.

27 Orders for purchase of minor equipment and furniture (US$1.3 M) would be bulked wherever possible and purchased according to established local bidding procedures, except where valued at less than US$50,000 when they would be purchased by prudent shopping through normal trade channels. Assurances on procurement procedures mentioned in paras were obtained during negotiations The balance of project costs (US$30.6 M) would consist of local training and fellowships (US$3.2 M), incremental salaries and allowances (US$15.9 M), monitoring and evaluation (US$1.2 M), and incremental operating expenditures for offices and vehicles (US$10.3 M) which would not involve procurement. All of the above figures exclude contingencies which amount to US$9.3 M. D. Disbursement and Audit 3.07 Disbursements under the Credit would extend over five years for: (a) 100% of the cost of consultants services and foreign training; (b) 100% of the foreign expenditures for directly imported vehicles and equipment, or 80% of locally procured vehicles and equipment; (c) 80% of expenditures for civil works; and (d) Gujarat 15%, Haryana 20%, Karnataka 15%, and DAE 5% of total eligible staff costs 1/. The percentages are calculated to bring total IDA disbursements to about 50% of the cost of each state component Disbursements against expenditures for locally procured vehicles and equipment costing Rs 50,000 or less, and payments under civil works contracts for one or more progress payment(s) not exceeding Rs 100,000 and item (d) above would be against a certified statement of expenditures, the documentation for which would not be submitted to IDA for review but would be retained by the states involved and DAE. These documents would be available for inspection by IDA during the course of project review missions. Disbursement against all other items would be fully documented. Certificates of expenditures would be audited at least once every six months and a report submitted to IDA promptly thereafter. All disbursement applications would be forwarded and projected through the Department of Economic Affairs. Schedules of implementation and projected disbursements are presented in Annex 6, Tables 2 and 3. 1/ Total extension staff salaries eligible for partial reimbursement would be the following: VEW, AEO, ASDAO, SDAO, DAO, ZAO, ADA and SMS at subdivision, district and state levels, or their equivalents.

28 Assurances were obtained that separate accounts would be kept of expenditures made under the project. These would be audited annually for each fiscal year, in accordance with sound auditing principles consistently applied. Accounts would be submitted for audit within six months of the end of the financial year, audited not later than 9 months after the end of each such year, and the audited reports submitted to IDA promptly. Certificates of expenditures would be audited at least once each six months and the reports furnished to IDA. Such reports would show, inter-alia, that the funds withdrawn were used for the purpose intended, that goods have been received or work performed, and that payments have been made. All reports would be submitted by states to DAE for onward transmission (through the Department of Economic Affairs) to IDA. IV. ORGANIZATION AND MANAGEMENT A. State Components 4.01 Project Implementation. Overall responsibility for implementation of the statewide extension programs would lie with the Director of Agriculture Supervision. Within each state, an Additional Director of Agriculture (ADA) (Extension) would be responsible for day-to-day administration and control of the extension program, supported by the existing administrative machinery of the Department. ADA (Extension) would be responsible for recruitment and training of staff, budgeting, procurement, disbursement of funds and submission of periodic progress reports to IDA. The reorganized extension program would involve a single line of command from the Director of Agriculture, through ADA (Extension), zonal, district, subdivisional agricultural officers to AEO and VEW at field level. See Organization Chart at each State Annex Coordination between Agencies. As neither extension nor research can function without close cooperation, these relationships would be formalized through regular meetings at state level and through close working relationships at zonial and district level. Close coordination between extension, input supply, credit, adaptive research and SAU would be sought. Seasonal workshops and a series of committees at state, zonal and district levels would provide the mechanism To ensure adequate linkages between SAU and DOA, it was agreed at negotiations that individual states would, by November 30, 1979, review and. where appropriate, strengthen arrangements for close cooperation between SAU and DOA. This would be promoted through state-, zonal- and district-level technical committees (paras 4.05 and 4.06), informal contacts, exchange of staff, workshops, courses and collaboration in field testing programs. Also, under the T & V system of extension, SMS, employed by DOA, are expected to spend one third of their time in liaison with research. In addition, some SAU research staff at zonal stations are expected to allocate a certain proportion of their time for participation in DOA extension work. To further

29 increase the exchange, it is suggested that the university and DOA should reach agreement on the exchange of a certain number of staff for periods ranging from 6 to 24 months. To bring together SMS in the two services, the university would be expected to arrange workshops at the zonal stations (as discussed above) and statewide workshops for staff working on a particular crop and/or in a particular discipline. Under the recently approved NARP, zonal stations would be equipped to arrange courses for DOA extension personnel in the zone The State Technical Committee (STC). Chaired by Director of Agriculture or Agricultural Production Commissioner and comprising senior officers of both the university and DOA, this committee would meet twice a year. It would provide a formal mechanism for review of university research and field trials, and for review of proposed future research programs and extension recommendations from District Technical Committees District Technical Committees (DTC). Chaired by the District Agricultural Officer (DAO), these committees would be established in each district and comprise district level field staff, SMS, regional agronomists of SAU (if practical, or their nominees in special subjects) and farmer representatives. DTC would meet at least twice yearly to review and formulate recommended agricultural practices, including the identification of research priorities and adaptive research and field demonstration programs, for onward transmission to the State Technical Committee Seasonal Zonal Workshops, chaired by the Zonal Director of Agriculture or Associate Director of Research (SAU), would meet twice yearly, before the kharif and rabi cropping seasons. These workshops would discuss all implications of extension recommendations, ensure cooperation among various input supply agencies and give due attention to problems of credit, marketing and supply. The workshop would include representatives from SAU, DOA, credit, marketing, agro-industries and other concerned agencies.

30 The evolution of extension recommendations is shown below: Function District Technical Committee (DAO/SMS/staff/farmers) Local representatives of SAU and other organizations Reviews adaptive research and trials to generate proposed recommendations and suggests field trials. Zonal Seasonal Workshop Zonal Directors and extension staff Associate Director of Research SAU and staff Assembles proposed recommendations from DTC in zone. Frames recommendations after consideration of research data, environmental and economic constraints State Technical Committee Director of Agriculture (Chairman) ADA (Extension) (Secretary) Director of Research (SAU) Director of Extension Education (SAU) Director, ICAR, Research Complex (if any) Joint Director of Agriculture (Field Trials) (if any) Reviews proposed recommendations passed from zonal workshops. Approves or suggests modification before returning to DTC for implementation District Technical Committee DAO-SMS-SDAO Adopts or rejects modifications suggested by STC. Formulates specific fortnightly recommendations B. Directorate of Agricultural Extension 4.09 Responsibility for the operation of DAE lies with the Joint Secretary (Extension), reporting to the Secretary of Agriculture through the Additional Secretary. He would be assisted by a Joint Commissioner (Extension) who would work full time on the supervision of all IDA-assisted state level agricultural extension programs. A Director would head each of the four units making up the Directorate (See Organization Chart, Annex 5).

31 The establishment of FEU would enable DAE to carry out adequate project supervision and provide implementation and management assistance to states. This would include, inter alia, the following activities. (a) Substantive Supervision. This is the central supervision activity. FEU would arrange for experienced advisors engaged in extension programs in their own state to visit another state to review all major aspects of field activities (particularly the regularity and quality of visits, the relevance and quality of training, and the relevance of the recommendations). Their terms of reference would be along the lines of those used for such advisors when hired by the Association for supervision. Each state would be visited by such an advisor once each crop season (once every six months) for about 15 days. The Joint Secretary or some other senior officer from DAE would join each of these visits for at least the last two days for round up discussions with state authorities. The advisor's report would be available to the Association. Additional details, terms of reference and schedules are available (see item B-5, Annex 7). (b) Routine Supervision of Physical Progress. The Administrative Unit of DAE and the FEU would receive semi-annual progress reports from each state. DAE is issuing instructions to the states to insure the reports are submitted within two weeks of the end of the reporting period. To assist the states in preparing the reports correctly, DAE staff would visit each state shortly before each substantive supervision described above to review the state's most recent progress report and resolve any questions arising. They would also review the action taken on any dated covenants and assist in preparation of withdrawal applications, including required documentation. As the states gain expertise in this area, it may be possible to reduce the frequency of this routine supervision. DAE will process the progress report for each state every six months and forward it to the Association. (c) Monitoring and Evaluation. The DAE specialist to be appointed in this area will visit each state at least once a year to review and assist the state efforts to develop and utilize systems of monitoring and evaluation. Normally this visit would take place after the substantive supervision so that evaluation efforts can be focussed on any issues raised in that supervision. The frequency of visits may be changed as experience warrants. A report on progress in establishing the monitoring and evaluation procedures would be included in the semi-annual report. A summary report on the evaluation results from each state would be submitted to IDA each year. (d) Training Unit and Farm Information Unit specialists would make frequent visits to the states, as required.

32 (e) DAE would, by January 1, 1979, provide IDA with a detailed schedule of these activities, broken down by state, for the subsequent 12 months and thereafter update this schedule every six months so that IDA and DAE supervision activities can be appropriately coordinated A breakdown of supervision responsibility among the administrative units of DAE is given below: Primary Implementing Responsibility Activity or Report Agency for Spn. & Review /a Administrative Data of the States Physical progress States FEU Staff recruitment States FEU Vehicles and equipment procurement States AU/FEU Civil works States AU/FEU Financial expenditure States AU/FEU Audit States AU/FEU Requests for disbursement States AU to DEA/IDA Dated Covenants States FEU to IDA Administrative Data for DAE Periodic Reports DAE IDA Monitoring and Evaluation Reports States FEU to IDA Technical Activities Supervision of program operation States FEU Training VEW and SMS States TU All-India and regional training TU TU Applied Research in existing projects SAU/States FEU-ICAR-IDA Extension recommendations District States Farm information States FIU /a FEU - Field Extension Unit; AU - Administrative Unit; TU - Training Unit; FIU - Farm Information Unit; DEA - Department of Economic Affairs. V. BENEFITS, JUSTIFICATION AND RISKS 5.01 Financial Benefits. Total project costs over the five-year project development period, excluding price contingencies, amount to about US$44 M

33 which is US$1.50/ha of cropped land or US$6.50 per farm family, assuming 6.8 M benefitting farm families of which 46% have farms of less than 2 ha. The poverty level income of US$70 per year corresponds to a farm of 2 to 4 ha depending on the availability of irrigation or dependable rainfall; 60% of farms would meet the poverty criteria. Incremental costs after the project development period, to be met from state/goi budget sources, would be about US$6.6 M per annum or US$1.00 per farm family. Incremental costs would be partly recovered by states through market levies on agricultural produce entering commercial markets. Stimulation of demand for agricultural inputs would also increase state revenues from sales taxes on these items Economic Benefits. Attributing a precise level of benefits to this type of project is difficult since it is impossible to determine what proportion of the benefits expected from improved agricultural practices are due to extension alone and what are due to past research efforts, additional purchased inputs, or more work by the farmer. In practice, it is often the combination of all these, with extension playing a catalytic role, that brings the desired benefits. It is also difficult to estimate acceptance rates of recommended practices. However, since the project relies primarily on reorganization and strengthening of an existing extension structure, the incremental cost of the project is very low per ha and per farm family. Hence, even very small and slow production increases generate a high rate of return. For example, this project would generate a 50% rate of return if by 1985 foodgrain yields on half of the cropped land were 12 kgs per ha (about 1%) higher than they would have been without the project. Where the extension system has been applied for a few years, yield increases have far exceeded these levels. Moreover, the practices initially stressed by the extension service usually focus on improved cultural practices (timely operations, good land preparation, proper seed rates, weeding, line sowing) which usually involve more work but little cash outlay. They are thus often particularly well suited to the needs of the small cultivator Project Risks. The transfer of multipurpose field workers and the establishment of a single, unified, professional extension service marks a major departure from past practice in India. The fact that such a significant reform is underway in large parts of the country reflects a strong commitment to developing an extension system capable of serving all farmers well. Nevertheless, it is difficult for governments to make and maintain such decisions. The main risk, therefore, is that the various state governments will find it difficult to maintain a single line of command from extension headquarters to full time VEW who work exclusively on agriculture, following a systematic program of training and farm visits. To reduce these risks, substantial efforts were made during project preparation and appraisal to ensure full understanding of the importance of this by the state governments. During negotiations, assurances were obtained that VEW would remain as full time agricultural extension workers under DOA throughout project execution Experience in other states has shown other risks to be minimal. Farmer responsiveness to recommendations has been generally excellent wherever visits are made systematically. The ability of the service to develop and disseminate recommendations leading to yield increases well above the 12

34 kg/ha needed for a 50% rate of return has also been demonstrated. Initially, at least in most situations, technology has not been a major constraint as there is a backlog of research findings as yet not widely adopted. Just bringing the production of the average farmer up to that of the best brings major yield increases. To reduce the risk of technological constraints lowering anticipated project benefits, the project supports programs of field testing and the development of good working relationships with SAU. A separate project, NARP, is directed at strengthening research facilities of the SAU to ensure a continuous stream of recommendations adapted to specific zonal problems. VI. AGREEMENTS REACHED AND RECOMMENDATIONS 6.01 During negotiations, assurances were obtained from GOI and the involved states on the following matters: (a) The states and DAE assured that they would fill incremental staff positions in accordance with the schedules in the respective annexes (para 2.06). (b) The states assured that all extension positions assigned to the administrative control of the DOA under this project shall be used exclusively for agricultural extension and retained under administrative control of DOA during project execution (para 2.06). (c) The states assured that staff assigned to carry out extension work under the project shall not be adversely affected, in respect of their entitlement to emoluments, benefits and promotional prospects, by reason alone of such assignment (para 2.06). (d) The states assured that they would ensure that village extension workers and agricultural extension officers will live in or near the areas assigned for their operations and, to this end, shall provide said workers and officers with such low cost housing or rental allowances as may be necessary for such purpose (para.2.07). (e) The states assured that they would furnish to the Association, through DAE, at regular intervals, all such information as the Association shall reasonably request concerning the progress in locating sites for the houses and offices to be financed out of the proceeds of the credit (para 2.07). (f) The states assured that credit and travelling allowances would be made available to staff on such terms and conditions as to create incentive for the purchase and use of motorcycles or bicycles (para 2.08).

35 (g) The states assured that they would undertake monitoring and evaluation of the project in the form already agreed with DAE. Further, the states would forward to IDA (via Department of Economic Affairs) a yearly summary of results (para 2.11). (h) GOI assured that, through DAE, it would undertake project supervision in all states participating in IDA-supported projects, would provide technical assistance as the states may require, and would submit periodic progress reports in a form acceptable to IDA (para 2.13). (i) GOI assured that by May 1, 1979 it would establish, in a manner satisfactory to the Association, a separate Field Extension Unit in DAE with the appointment of, inter alia, two Joint Directors (para 2.14). (j) Each state assured that it would prepare, and present to DAE for transmission to IDA, administrative and financial data pertaining to state procurement, civil works, expenditures, audits and requests for disbursements in accordance with the time schedules agreed at negotiations (para 2.15). (k) GOI assured that DAE would provide the Training Unit and the Farm Information Unit, existing within DAE, with the necessary staff and equipment, in a manner satisfactory to the Association (paras ). (1) The states assured that, by November 30, 1979, they would review and, where appropriate, strengthen arrangements for close cooperation between DOA and SAU and thereafter, from time to time as the Association shall reasonably request, discuss with the Association the adequacy of said arrangements (para 4.04). (m) Haryana assured that, by June 30, 1979, it would agree with IDA on the location, training objectives, course outlines and syllabus of the Extension Training Institute (para 2.10). (n) Haryana assured that it would pay office allowances to AEO and VEW only when office space is in or adjacent to their house (para 2.07) A condition of Credit effectiveness would be that GOI would appoint a Joint Commissioner (Extension) and a Director of the Field Extension Unit in DAE (para 2.13) To encourage the prompt implementation of the project and to recognize the early initiatives taken by Gujarat to implement the project, it is recommended that retroactive financing up to a total of US$325,000 be made available to Gujarat for expenditures after April 1, 1978; US$368,000 to Karnataka, and US$245,000 to Haryana for expenditures after October 3, 1978.

36 With these conditions and assurances the project would be suitable for a Credit of US$25.0 M to GOI on standard IDA terms. November 30, 1978

37 ANNEX 1 Page 1 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT GUJARAT COMPONENT I. General Description 1. The State of Gujarat, located along the northwestern coast of India, is characterized by low and highly variable rainfall and an extreme susceptibility to droughts and famine. The state, covers an area of 19.6 M ha, and has a population of about 30.7 M (1977). It is relatively urbanized and has a large modern manufacturing sector; but agriculture, which in a normal year contributes about 40% of the state income, has a predominant influence on the state's economy. Continuous economic progress is largely dependent on the removal of constraints to agricultural production, particularly through the expansion of irrigation and farmer use of improved technology. 2. Agriculture employs about 65% of the labor force. Farmers (2.4 M farm families) are progressive and oriented towards cash crop production. Due to low rainfall and limited irrigation facilities, yields are relatively low, but as a result of improved farming practices, they have increased faster in Gujarat than in most other parts of India. Cultivation of high value crops and relatively advanced farming practices make the productivity per agricultural worker the fourth highest in India. 3. Gujarat has a tropical monsoon climate with temperatures that are suitable for year-round cropping. Daily minimum and maximum temperatures range from C in January to C in May. Annual rainfall ranges from less than 300 mm in the northwest to over 2,000 mm in a small area in the southeast. Most parts of the state receive between 500 and 800 mm. About 95% of the rainfall occurs during the June-September monsoon. However, variations in timeliness and amounts are great and rainfall is highly unreliable over more than 60% of the state. 4. The state divides naturally into three geographical units: the Gujarat mainland, the Saurashtra Peninsula, and Kutch. Mainland Gujarat comprises extensive alluvial plains flanked by hills in the east. Most of the southern mainland has deep black soils. The central mainland has sandy loam soils in the western part and medium deep black soils in the eastern part. The soils of the northern mainland range from sandy alluvium in the hilly areas along the Rajasthan border to sandy loam at lower elevations. 5. The central portion of the Saurashtra Peninsula is characterized by low hills with coarse and shallow residual soils, underlain by porous weathered rock, alternatively with deep clay loam or alluvial basins.

38 ANNEX 1 Page 2 The Kutch land mass soils are generally derived from sandstones and limestones and are coarse in texture with satisfactory internal drainage. Large areas are affected by salinity and the Ranns of Kutch are unsuitable for agriculture. 6. About 9.8 M ha (52%) of the land is under cultivation. Cropping intensity (107%) is one of the lowest in India. However, this figure gives a somewhat misleading picture of the intensity of land use since almost onefifth of the area is cultivated with either two seasonal or perennial crops. Given the low rainfall, the intensity of cultivation cannot be significantly increased without irrigation. Further increases in agricultural income are primarily dependent on continued yield increases in rainfed areas, expansion of irrigation and shifts in cropping patterns to higher value crops. 7. There are three cropping seasons in Gujarat: kharif (June-October), rabi (November-February), and hot weather (March-May). Most of the cropping is done during kharif, utilizing the monsoon rainfall. Rabi crops are grown on residual soil moisture or with irrigation. Except in limited areas with perennial irrigation, there is no cultivation during the hot weather season. 8. The climate and soils are suitable for many crops including cotton, groundnuts and tobacco. Gujarat produces about one-quarter of India's cotton and groundnuts and one-third of its tobacco. Cereals--primarily pearl millet and sorghum--and pulses account for less than half the cropped area. As a result, Gujarat is seriously deficient in foodgrains; in a normal year production is about 4.5 M tons compared to estimated requirements of 5.5 M tons. 9. Dairy and livestock provide important income to many farmers in Gujarat. "Amul" (Karra District Cooperative Milk Producers' Union) is a model for dairy development. Its 235,000 members process 600,000 liters per day, largely for the Bombay market. The success of "Amul" is being replicated throughout the state and now there is a well-established network of about 2,000 dairy cooperatives. Although Animal Husbandry is a separate department of government, there is scope for cooperation with DOA in providing extension advice in production of feed crops. II. Agricultural Services Extension Service 10. At present, field level extension work is the responsibility of the local government authorities. These locally elected bodies are at three levels: the district, the taluka (or block) and the village. Extension work is carried out by the Village Extension Worker (VEW) who is also responsible for all community development services. VEW are responsible to the Taluka Development Officer (TDO) (See Chart 19153). For technical (as opposed

39 -31 - ANNEX I Page 3 to administrative) control, the VEW is supervised by the AEO who is also administratively responsible to TDO, but technically responsible to the District Agricultural Officer (DAO). DAO are under the technical control of the Director of Agriculture, but under the administrative control of the District Development Officer (DDO). In addition to these staff, there are a number of special crop development schemes and intensive development projects under the control of DOA that have special staff directly employed by the Department and supervised by the DAO. Education and Training 11. The Gujarat Agricultural University has three agricultural colleges situated in different agro-ecological zones of the state. These are located at Anand, Navsari and Junagadh. Each has a capacity for training about 100 students a year in degree and postgraduate courses. In addition, a new campus is being built at Dantiwada, chiefly for postgraduate training and research. There are four gramsevak (i.e. VEW) training centers which give two year preservice training courses and one year refresher courses for VEW. These centers are run by the university which also offers inservice training courses at agricultural colleges. There are also a number of farmers' training centers in Gujarat offering one or two week courses in special topics. Research 12. Research is carried out at the campuses of the Gujarat Agricultural University and at the university's zonal stations located in other parts of the state. There are five zonal stations, each working on the research requirements of its particular zone, and a number of main research stations working on particular crops or topics (such as cotton or rural engineering). Coordination between research workers and DOA is maintained through the presence of DOA staff on the Research Council and research subcommittees (See Chart 19154). In addition, the university and DOA each hold periodic seminars, training programs and workshops which are attended by representatives of the other organizations. Agricultural Credit 13. Both commercial banks and cooperative credit banks offer facilities to farmers. Since commercial bank terms are less favorable than those of the cooperative banks, the former tend to be used primarily in areas where no cooperative banks have been developed. Commercial banks only account for about 20% of institutional credit and their share of lending is declining. Banks have their own Development Officers assessing and supervising the loans. The two main cooperative banks are the Gujarat State Cooperative Apex Bank (short- and medium-term credit) and the Gujarat Land Development Bank (longterm credit). Input Supply and Transportation 14. Cooperatives play a major role in a well developed system for distribution and sale of seeds, fertilizers and pesticides throughout the state.

40 ANNEX 1 Page 4 Gujarat is more than self-sufficient in the production of nitrogenous and phosphatic fertilizers. The road system is relatively well-developed and 90 percent of the villages are located within 3 km of a regular bus route. Marketing and Processing 15. With about half the area under cash crops, Gujarat has a well developed system for marketing and processing agricultural produce. It has the capacity to absorb all production increases expected from the project. Present and future storage requirements could be met by the Warehousing Corporation presently working in the state. III. The Project A. General Description 16. The project would reorganize and strengthen the extension services in 18 of the 19 districts of Gujarat 1/. It would improve the efficiency of the service by: (i) intensifying contacts between extension workers and farmers; (ii) upgrading the standards of training of extension workers; and (iii) improving the quality of technical packages through better adaptive research. Specifically, the five-year project would comprise the reorganization and strengthening of the agricultural extension service by provision of additional staff, housing, offices, equipment, vehicles and staff training. 17. All special schemes would be integrated into a single extension program. In the major thrust would be the implementation of integrated pest control for cotton, the most important crop in Gujarat. This program would require the VEW to maintain an intensive training and visit schedule and should serve as a pilot for other extension programs. Groundnuts, pearl millet, sorghum, paddy and wheat are other important crops for which the extension service would regularly and systematically provide farmers with up-to-date advice, and demonstration of farming practices best suited to their specific conditions which are capable of having an immediate impact on production and income. Since the overwhelming proportion of farmers are wholly dependent on rainfall, emphasis would be placed on raising yields by better cultural practices (such as seed treatment, timely sowing of groundnuts and pearl millet, weed control), introduction of new varieties and new crops (such as cumin) and, where appropriate, more efficient use of irrigation water. For more details, see Appraisal of the Gujarat Agricultural Development Project (March 1978), available in the project file. 1/ Kutch District is proposed for intensive animal husbandry development.

41 ANNEX 1 Page 5 B. Detailed Features Agricultural Extension 18. The project would introduce the T & V extension system in ten districts in the first year and eight in the second. Full-time village level agricultural extension workers (VEW) would be appointed, each would cover about farmers in groups of VEW would attend training seminars held once a fortnight by SMS (para 21) who would use technical material prepared by District Technical Committees. In alternate weeks, VEW would meet in the field with their immediate supervisors, AEO, to discuss farmers' problems. Two days each fortnight would be spent by VEW attending demonstrations and field trials, making up visits missed during the fortnight, or performing occasional administrative work. 19. To carry out this system, 840 additional VEW would be required, 24 additional SMS, and a total of 47 supervisory staff at subdivisional, district, zonal and headquarters levels, plus support staff for all these incremental officers (see Table 8). The organizational structure is explained more fully in paragraphs 24 and 25. Additional staff would be appointed by the end of the second year of the project. Housing, Offices and Transportation 20. The proposed methodology is based on regular and frequent farm visits by extension staff. At present, housing available for rent in rural areas is limited and extension workers rely on public transportation. GOG would encourage field level staff to live in or near their assigned area by either providing low-cost housing or paying staff housing allowances. The project provides for renovation of existing housing that is suitably located and for the construction of low-cost housing. Hence, at full development, housing would be provided for about 60% of VEW and 50% of AEO and subdivisional staff. The project would finance construction of subdivisional offices in the 37 subdivisions created under the project and provide equipment and furniture. The project also provides for additional equipment and vehicles at headquarters, subdivisional and district levels, including loans for motorcycles to AEO and bicycles for VEW. Loan provision is made for 75% of the staff. It is believed that not more than this proportion would wish to buy them as a good state bus service is available and in some areas sandy soils are unsuitable for cycles. Provision has been made in project costs for operating costs of incremental departmental vehicles and incremental staff travelling allowances. Training 21. At the start of the project, training would be provided for both new and existing staff. The project provides for training fellowships for SMS, inservice and short-term training, and scholarships for advanced training for a few staff to improve their promotion prospects. A limited amount of equipment and instructional aids required for staff training would be included in the project.

42 -34 - ANNEX 1 Page 6 Monitoring and Evaluation 22. The project would fund the staff and equipment to carry out monitoring and evaluation of the project in order to provide management with the information needed for day-to-day management and longer term policy planning. The monitoring and evaluation unit, which would report directly to the Secretary of Agriculture, would consist of a Joint Director of Agriculture, two Deputy Directors (one to head the Sample Survey Section and the other the ad hoc studies section), an agricultural economist, a social scientist and four agricultural officers. These would be supported in the field by 4 field supervisors and 24 data collectors, plus office support staff. The methodology to be used would be similar to that described in the World Bank Staff Working Paper No. 272, "A System of Monitoring and Evaluating Agricultural Extension Projects." Project Costs 23. Detailed costs, which include physical and price contingencies, duties and taxes, are estimated at US$14.7 M, and are shown in Tables 1-7. C. Operation Agricultural Extension 24. A principal objective of the reorganization is to establish a direct line of command from the Director of Agriculture to VEW. VEW and AEO, who are at present under the administrative control of the Taluka Development Officer, would come under the administrative control of the DAO through the SDAO (para 10); they would be exclusively concerned with agricultural extension. Pay and allowances would, however, continue to be paid by the Taluka Panchayat; disciplinary control over AEO would be exercised by the DDO since he is the chief executive officer of the district, but he would exercise his control on the advice of the DAO. While the DAO would have the ultimate authority over VEW, DDO, on the advice of the DAO, would be the ultimate authority over AEO. 25. To make the span of control of the DAO more manageable, two or three subdivisions would be created in each district, totaling 37 statewide. Each subdivision would be headed by a Subdivisional Agricultural Officer (SDAO), assisted by an Assistant SDAO in those subdivisions that have more than eight AEO. Subdivisional offices would provide technical support to AEO and VEW by the presence of two SMS, one specializing in crop production and the other in plant protection. At the district level, each of the 18 districts would have between two and four SMS with greater specialization depending on the particular needs of the district. Districts would be grouped into four zones, each under the control of a Joint Director of Agriculture who would report to the Additional Director of Agriculture (ADA) (Extension) at headquarters.

43 ANNEX 1 Page The Secretary for Agriculture would have overall responsibility for the program which would be carried out by the Director of Agriculture, assisted by one ADA (Extension). The ADA would be responsible to the Director of Agriculture for day-to-day administration and control of the entire extension program. He would be assisted by a team of three SMS who would be responsible for developing extension training programs, arranging for staff to be sent to training institutions both within and outside Gujarat, and reviewing extension recommendations. This directorate would be responsible inter alia for recruitment and training of staff, budgeting and procurement, and progress reports. Linkages between Extension and Research 27. As neither extension nor research can function effectively without close coordination, regular meetings at state, zonal and district levels and working relationships at all levels would be necessary. Extension-research linkages are discussed in para Technical Committees at the district level would review and formulate field trial work programs and extension recommendations. When formulated, these would be submitted first to a zonal committee where they would be reviewed and checked for appropriateness in the agro-ecological zone, then passed to a state level technical committee, chaired by the Director of Agriculture. It would comprise the Additional Director of Agriculture (as Secretary), Director of Research, Director of Extension Education, headquarters SMS, and district level representatives. This committee would review seasonal extension and adaptive trial results, modify and approve programs and recommendations submitted by the district technical committees and review overall progress. It would also assess input and credit supply requirements associated with extension recommendations. These would then be passed to the appropriate supply agency. The ADA (Extension), who is also Secretary of the State Level Council, would maintain contact with research work being carried out at Gujarat Agricultural University, would be responsible for getting recommendations finalized by this Council, and verifying them in farmers' fields. Field trials that demand costly expenditure or involve a greater risk and require closer supervision would be carried out on the State trial-cum-demonstration farms. 28. A Project Coordination Committee, chaired by the Secretary of Agriculture, would be set up to ensure cooperation among various government organizations, Gujarat Agricultural University and credit institutions. It would meet at least twice a year. It would also ensure that problems of credit, marketing and input supplies were given due attention, and would include senior officials of organizations concerned with research, marketing, input supply and credit.

44 INDIA ANNEX 1 COMPOSITE AGRICULTURAL EXTENSION PROJECT Table 1 Gujarat Component Sumnary of Prolect Costs (Rs.'000) Foreign Year Exchange TOTAL % Cost Civil Works (Table 2) New construction Rehabilitation Sub total Vehicles_gEuipment (Table 3) Departmental vehicles Staff owned vehicles Equipment Sub total Trainine Costs (Table 4) Inservice training Special short courses Orientation training Refresher training Scholarships Sub total Incremental Staff Salaries (Table 5) Headquarters Zonal District Subdivision Field level Support staff Sub total Incremental Operating Costs (Table 6) Operating expenses Housing allowances Travel allowances Vehicle Operating Costs Sub total Monitoring and Evaluation (Table 7) Staff Equipment Operating Costs Sub total TOTAL BASE COSTS 25,390 25,405 21,778 16,731 16, , ,861 Physical Contingencies , Price contingencies 1,285 3,018 4,140 4,206 5,386 18, ,443 Total contingencies 1,931 3,724 4,767 4,576 5,755 20, ,660 TOTAL PROJECT COST 27,321 29,129 26,545 21,307 22, ,

45 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Gujarat Component Civil (RR. Works '000) Unit Year I Year 2 Year 3 Year 4 Year 5 Particulars Quantity Cost No. Cost No. Cost No. Cost No. Cost No. Cost Total New Constructions: VEW quarters AEO quarters SMS quarters SDAO quarters S.D.Office 37 _ 1 0A Sub total Rehabilitation: b VEW quarter AEO quarter Sub total TOTAL - Civil Works Physical Contingencies (5%) GRAND TOTAL ^/ Housina Provision as followas Total Staff _ itinrqtrs. Rehabilitation New Total 7 of housing provision VLWs % AEOs % SMS, SDAO & ASDAO % b/ Average rehabilitation cost at 50% cost of new quarters. '. l

46 INDIA COMP0SITE AGRICULTURAL EXTENSION PROJECT Guiarat Component Vebieles dad t (Rs. '000) Quanti Unit Year I Year 2 Year 3 Year 4 Year 5 Total Vehicles Type tv Cost No, Cost No. Cost No. Cost o. Cost No. Cost Cost D.Partmental: Headquarters a/ Sedan Zonal b/ ( Sedan Jeep(Diesel) District c/ Jeep(Diesel) Sub-division d/ Jeep(Diesel) _ 4750 Sub total _ Staff-owned AEO e/ Motor cycle X VEW e/ Bicycle Sub total Equioments: Headquarters f/ District &/ Sub-division h/ Other extension aids i/ Sub total 1848 _ 907 _ Total Vehicles and E'uipment Physical contingencies 5X J/ GRAND TOTAL _ Note: a/ At HQs two sedans for one ADA and three SMS. b/ At Zonal level, one sedan and one jeep. c/ At District level, two jeeps have been provided for 3 SMS. No jeep is provided for DAO, as they already have one. Similarly no van is provided as they exist at present. d/ At sub-division level, two jeeps we provided for sub-division plus one for each ASDAO. e/ Provision for motor cycle and bicycle loan have been provided for 75% of the AEOs and VLEWs respectively. f/ Photographic equipment, slide duplicator, photocopying machine, calculator. S/ One set audio-visual equipment (everhead projector, slide projector, screen, cassette recorder, megaphone, blackboard, flanniel board and chart board), Stencil duplicator, office equlpment and h/ accessories, One set audio-visual equipment, duplicator, typewriters. i/ Includes folding blackboard for VEW and small library, etc, at subdivislona (Rs, 100 per VEW and RP, 300 per subdivision). J/ Physical contingencies are not calculated on vehicles.

47 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Guj arat Component Training Costs (Rs.'000) Quan- Unit Year I Year 2 Year 3 Year 4 Year 5 Total Type of training titv Cost No, Cost No. Cost No. Cost No, Cost No. Cost Cost In-service traini_g Pre-season_training E/ VEW Other staff _ sub total _ 115 _ Special Short Courses VEW/AEO b/ Other staff c/ _ Sub total 206 _L Orientation traininr a VEW Refresher Training 20Z Scholarship TOTAL: Training Physical contingencies (5%) _/_ GRAND TOTAL 650 _ Note: a/ Twice a year for a total of about six days. Other staff includes AEO, SMS, SDAO, DAO. b/ Once a year for about one week at district level. c/ Specialised training primarily for SMS at all levels. d/ Physical contingencies only calculated in training above sub-division level.

48 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Gutarat Ioqponent Incremental StaE Salaries (Rs. '000) Annual unit 1st Year 2nd Year 3rd Year 4th Year 5th Year Total Incremental cost a/ No. Cost No. Cost No. Cost No. Cost No. Cost Cost Extension Staff Headquarters: Addl. Dir. of Agr.(Extn.) Subject Matter Specialist Sub total Zonal: Joint Director Dy. Director (Inputs) Sub total District: Additional D.A Subject Matter Specialist _ 2_ Sub total _ Sub-Division: S.D.A.O A.S.D.A S.M.S Sub total Field Level: VEW _504,0 8, _840 _ 5,040 _840 _ Support Staff: Headquarters b/ Zones c Districts d/ Sub-divisions e/ _ 811 _ Sub total GRAND TOTAL Note: a/ Includes basic pay plus regular allowances. h/ 2 technical officers, 2 statistical officers, clerks, typists, drivers. c/ I technical officer, I assistant technical officer, clerks, typists, drivers. 4/ Driver. _e Clerks, drivers.

49 INDIA COIWOSITE AGRICULTURAL EXTENSION PROJECT Gujarat Component Iincretental Operatitng Costs (Ra.'000) Unit cost Year 1 Year 2 Year 3 Year 4 Year 5 Total Per man/year No. Cost No. Cost No. Cost No, Cost No. Cost Cost 0perational Expenses & Extension Materials yew 0.4 a/ AEO 0.7 a/ Sub-division and above 1.8 a/ Sub total Incremental Housina Allowance: New staff b/ Existing staff c/ _ Sub total -_ _ Incremental Travel Allowances and Expenses: VEW New 0.56 d/ : VEW Existing 0.20 d/ AEO 3.30 e/ Sub-Division District and above _78 _ Sub total _1 I f _213 11R Vehicle Operaing_ Costs: Headquarter petrol 17.5 f/ Zonal petrol and diesel 14,4 / lls District diesel i/ Sub-division diesel h/_ 67 _754_ TOTAL: Operating Costs All Physical contingencies at _ f -- _ GRAND TOTAL - Vehicle operating Costs _ _ _ _ Note: a/ Includes printing of diaries, charts and instructional materials, samples of small implements, seeds and pesticides for demonstration/ training purposes, materials (poster, paper, paints) for simple visual slides. Taken at 50% of cost in year 1, 757 of cost in year 2). b/ Calculated at 10% of the incremental staff salaries (Table 5) for the 157 of the staff who rent quarters. c/ Incremental of Rs. 10 p.m. for the 157 of the staff who rent quarters. d/ Assumes existing fixed T.A. raised from Rs. 30 to Rs. 40 p.m. plus Rs. 7 p.m. for maintaining bicycle. e/ AEOs mileage allowance Rs per year (8000 kan x 0.3 per km) plus assumed T.A. adjusted to approximately Rs per year (Rs. 100 p.m.) from present average of about Rs. 300 per year. IL f/ 25,000 kms/year at Rs per km, includes 3 existing vehicles with HQ. (4 petrol plus 4 diesel) x / 25,000 kms/yesr at Rs per km, for 4 petrol vehicles at Rs for 4 diesel vehicles. oj- E/I 25,000 kms/year at Rs per km. includes one existing vehicle with each DAO,

50 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Gujarat Component Monitoring and Evaluation (Rs. '000) Unit Year 1 Year 2 Year 3 Year 4 Year 5 TOTAL Cost (Rs.) No. Cost No. Cost No. Cost No. Cost No. Cost STAFF (Salaries & allowances) Joint Director (Evaluation) 24, Deputy Director (Evaluation) 14, Deputy Director (Sociology) 14, Tech.Officer (Ag.Economist) 12, Tech.Officer (Social Scientist) 12, Agr. Officer (Research) 9, Agr. Supervisor (Field) 7, Agr. Supervisor (Data) 7, Support Staff a/ Sub-total ,970 BQUIPMENT Car 35, Jeep 55, Calculating machines 1, Furniture _ 10 Sub-total _ 110 OPERATING COSTS Car 16, Jeep 10, Office stationary, etc. 10, Sub-total TOTAL MONITORING AND EVALUATION ,260 Physical Contingencies (5%) GRAND TOTAL ,274 a/ Driver, clerks, typists, messenger.

51 ANNEX 1 Table 8 INDIA ComPosITF. AGRICULTURAL EXTENSION PROJECT Gujarat Component Extension Staff Requirements Incremental Designation Total needed Existinr staff* Requirements VEW AEO SMS (Sub Division) ASDAO SDAO SMS (District) _ Addl. DAO DAO Zonal JDA 4 _ 4 Zonal DDA 4 4 SKS (Hq.) 3 3 ADA Extn. 1 _ 1 TOTAL *Includes staff in other posts who will be redesignated; 82 surplus AEO will be posted in incremental posts. For implementation, see Table 5.

52 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT GUJARAT COMPONENT EXTENSION ORGANIZATION D irector l of Agriculture r 1 3 Senior SMS ZONES 4 Zonal (JDA) DISTRICTS 18 District Agricultural Officer linformation (Water (Crop Training) Management) Protection) SUBDIVISIONS 37 Subdivisional * Agiutral Officer (Agronomy) (Plant VEW i3440) 8 FARMER UNITS/VEW 10 CONTACT FARMERS/UNIT 200,000 CONTACT FARMERSA 100 FARM FAMILIES/UNIT 2.4 MILLION FARM FAMILIES $ And 21 Additional Subdivisional Agricultural Officers. A FOR INTENSIVE IRRIGATED AREA, RATIO OF 1 VEW/500 FARMERS. World Bank

53 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT GUJARAT COMPONENT LINKAGES BETWEEN EXTENSION & RESEARCH State Level Technical Committee Statutory Research Council Directorate I GUJARAT of s ^ Agricultural Agricullture ( s University. District Level ~~~~Tchia Zoa Workshop District DAO m (SMS) (Se rm) Subdivision I # S SDAO W B 1 (SMIS) AEO World Bank

54 - 46- ANNEX 2 Page 1 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT HARYANA COMPONENT I. General Description 1. Haryana, located in north-central India, was formed in 1966 when the state of Punjab was divided. The state is divided into 11 districts which are further divided into 30 subdivisions. The total population is about 11 M (1974) and the total geographical area about 44,000 sq km. Per capita income was about US$140 (23% above the all-india average) in 1974/75. Agriculture is the predominant industry. There are just over 1 M farm families cultivating nearly 4 M ha, with an average farm size of about 3.8 ha. About 46% of the farms are less than 2 ha and cover 11% of the land. Tenancy arrangements are infrequent since over 90% of the land is cultivated by the owners. Cropping intensity varies between 140% and 150%; 50% of the cropped area is irrigated. 2. Haryana's climate is subtropical and semimonsoonal. Mean monthly temperatures vary from less than 15 0C in January to over 34 0C in June, with a risk of frost between December and February. Rainfall, more than 80% of which is concentrated in the June to August period, varies from less than 300 mm per year in the southwest to over 1,200 mm in the northeast. Most of the state's cropped area can be divided very broadly into two zones: (a) the hot, semi-arid southwest which covers about 40% of the state. It consists of the districts of Sirsa, Hissar, Bhiwani, Mahendragarh, Gurgaon, most of Rohtak and parts of Jind. Less than 500 mm of rain falls annually and sandy soils prevail. Pearl millet and gram are major crops in rainfed areas and cotton and wheat are important crops where irrigation is available. (b) the sub-humid zone, covering most of the rest of the state, has mainly loam or silty loam soils, higher rainfall, and more assured irrigation. In this area, wheat, paddy and sugarcane are the major crops. 3. The following table indicates the cropping pattern in the state: Crop % of Cropped Area Crop % of Cropped Area Rice 6.1 Oilseeds 2.2 Wheat 24.8 Cotton 4.5 Sorghum 3.4 Sugarcane 3.1 Pearl Millet 17.6 Other 17.9 Pulses 20.4 Total 100.0

55 47 - ANNEX 2 Page 2 Haryana is correctly regarded as an agriculturally advanced state. It has a high percentage of area irrigated, high cropping intensity, high levels of fertilizer use, and widespread use of high-yielding varieties. Yet, yields of most major crops have been stagnant since the late 1960s, at levels well below achievable potential. Haryana's average foodgrain yields are only about 25-30% higher than the all-india average--a level hardly commensurate with the above average use of irrigation and inputs. The Government is convinced that an improved agricultural extension service is a key element in bringing yields and farm incomes to higher levels and requested IDA assistance in designing and financing a project to develop a more effective state extension agency. II. Agricultural Services Extension Services 4. At present, field level extension work is the responsibility of some 493 Agricultural Inspectors (AI), who usually have B.Sc. degrees in Agriculture, and 193 Agricultural Sub-Inspectors (ASI) with lower educational qualifications. There are also some 450 Village Level Workers (VLW) who undertook some agricultural extension work before they were merged with panchayat (local government) secretarial staff. VLW now do no extension work. The total number of AI and ASI is 686, resulting in a ratio of one extension worker to nearly 1,500 farm families--far too many to be reached frequently and regularly. Until recently, most of these extension workers worked at the block level under the control of the Community Development Department and were frequently diverted to other tasks. Recent administrative orders have placed them under the direct control of the Subdivisional Agricultural Officer (SDAO). However, since each SDAO is responsible for some 23 field staff (hereinafter referred to as Village Extension Workers or VEW) and has no technical support, supervision and technical guidance of VEW is inadequate. Recently, VEW (AI and ASI) began to work toward establishing a more regular pattern of visits to farmers; however, their numbers have been too small and supervision too diluted to make a widespread impact. Training and Education 5. The Haryana Agricultural University (HAU), established in 1970 and located in Hissar, is the main agricultural training institution in the state. In 1975/76, it produced 258 B.Scs., 63 M.Scs. and 22 Ph.Ds. in agriculture and allied fields. The degree programs primarily follow traditional academic lines and consequently, most students graduate with insufficient knowledge of practical agriculture. In addition to its activities at the main campus, HAU has established a team of 8 District Extension Specialists (DES) in each district, each with expertise in a particular discipline. These specialists carry out training programs of various sorts on an ad hoc basis. There is no other preservice or inservice training facility for DOA staff, though a training effort is being made in temporary facilities at Rohtak. With the recent introduction of a fixed schedule of farm visits for VEW, one day of VEW inservice training each fortnight has been started at the district level.

56 ANNEX 2 Page 3 Research 6. Agricultural research is the responsibility of HAU and is carried out at the Hissar campus, one other main station (Karnal) and at four substations. DES (mentioned above) carry out a limited program of trials in farmers' fields in selected villages. DOA carries out a limited number of trials on departmental seed farms and the demonstrations on farmers' fields. There is no systematic program of trials on farmers' fields. At present, coordination between DOA and HAU on research is achieved by the Secretaries of Agriculture and allied departments serving as members of the university's Board of Management and by the Directors of the Agriculture and Animal Husbandry Departments serving as members of the Research Program Committee. In addition, HAU and DOA organize seasonal workshops to evolve extension recommendations and participate in a variety of other seminars, training sessions and workshops (see Chart 19262). Proposals for the strengthening of the research activities of HAU and its links with DOA can be considered for financing under the recently approved National Agricultural Research Project. Agricultural Credit 7. Agricultural credit in Haryana is provided from a variety of sources including 12 Cooperative Banks serving 2,171 primary outlets, 25 Land Development Banks and 27 Commercial Banks with 279 rural branches. At present, most credit comes from institutional sources with nearly 75% provided by the cooperative movement. The present banking system in Haryana is well operated and managed. It is sufficient for project needs and can cope with an expanding demand for seasonal credit. IDA, both directly through the Haryana Agricultural Credit Project (Cr. No. 249-IN), and indirectly through lending to ARDC (Agricultural Refinance and Development Corporation) (Cr. Nos. 740-IN and 715-IN) has played a major role in financing long term agricultural credit in Haryana. Input Supply 8. Mechanisms for the supply and distribution of agricultural inputs are relatively well-developed in Haryana with a network of both private dealers and some 2,200 cooperative mini-banks meeting the bulk of the requirements. Use of fertilizer has grown rapidly and Haryana ranks among the top four states in terms of fertilizer use per ha. Some 55% of the total cereals area is under high yielding varieties and the IDA-financed National Seeds Project (Ln IN) will assist in further strengthening of the State Seeds Corporation. Marketing, Processing and Storage 9. Marketing. The Haryana State Marketing Board has established a well-developed network of 87 regulated markets and 68 submarkets covering all parts of the state. Purchasing operations by both state and central procurement agencies have been effective in maintaining remunerative prices to cultivators even in years of substantial surpluses. Processing facilities

57 ANNEX 2 Page 4 are provided by the private and cooperative sectors and are adequate for current and future needs. Storage requirements vary greatly depending on annual foodgrain production. However, with an accelerating surplus foodgrain position, there is an increasing shortage of storage, particularly of covered storage for foodgrains. Existing storage capacity in the state has risen from 0.24 M tons in 1972 to 0.83 M tons in The public sector organizations are expanding their facilities. Transportation 10. Four main railway lines and four national highways, all radiating out from Delhi, provide Haryana with good access to the rest of India. Since 1970, 8,650 km of village roads have been constructed to service 5,306 villages. About 1,400 villages are still to be connected by all weather roads. III. The Project A. General Description 11. The project would support, for a five year period, the reorganization and strengthening of agricultural extension throughout Haryana's 11 districts by: establishing a single line of command between full-time village extension workers (VEW) and extension headquarters; - incorporating regular inservice training as an integral part of extension operations; - introducing a fixed schedule for regular and frequent visits by VEW to farmers' fields; - improving working linkages between extension operations and agricultural research activities; - establishing regular monitoring and evaluation procedures; and - providing the additional staff, operating funds, equipment, vehicles, training facilities and rural housing required to implement these reforms. The main principles underlying the extension reorganization are the same as applied in six previous IDA-assisted projects in India and are described in Agricultural Extension: The Training and Visit System by D. Benor and J. Harrison (World Bank, 1977).

58 ANNEX 2 Page The extension service would be instrumental in farm testing, demonstration and assisting farmers to adopt improved agricultural practices. These would include HYV, seed treatment, timely sowing, proper use of fertilizers, measures for plant protection, and efficient use of irrigation water. In the past, State Headquarters organized goals for the sale of seeds or fertilizers, the number of demonstrations, plant protection campaigns, etc. The campaigns were designed for different crops or practices each season and were not integrated with overall management. Thus, they were generally of limited impact. Because farmers vary greatly in their ability to integrate and apply new practices, the extension program would assist farmers to identify crop production constraints and to better manage available inputs. To help farmers, the extension agents must be trained in field skills and make regular farm visits. For further details, see Haryana Agricultural Extension Project (January 1978) available in the project file. B. Detailed Features Incremental Staff Requirements 13. The Government of Haryana intends to cover the entire state with the reorganized extension service in one year. After reviewing various factors, including the road transport system, diversity and intensity of cropping, farmer responsiveness, and extent of irrigation, it was determined that on average one VEW 1/ can deal effectively with about 700 farm families each fortnight. VEW would be supervised and guided in the field by a more experienced AEO. The SDAO would supervise the work of AEO and a team of 3 SMS headquartered in each subdivision. DAO would be responsible for ensuring effective operations in all subdivisions in their districts. There would be one crop production SMS at district level who would work with the existing 8 DES 2/ of HAU, thus coordinating their support to the extension service. Two Zonal Agricultural Officers (ZAO) would supervise the work of the districts. A full-time Additional Director of Agriculture (ADA) for extension would be in charge of extension operations for the entire state. He would be supported by a team of 4 senior SMS (See Chart 19151). 1/ In Haryana, the following designations are given to extension personnel at various levels: VEW = Agricultural Development Officer (ADO); AEO = Circle Agricultural Officer (CAO). Otherwise, the nomenclature is the same as used in other portions of this report. 2/ One each in the fields of agronomy, horticulture, vegetables, soil science, agricultural engineering, plant protection, farm management, and animal husbandry. HAU has agreed that each of their DES would devote at least 8 days a month to working with extension under the direction of the Department of Agriculture.

59 ANNEX 2 Page To implement this reorganization, Haryana would require about 1,490 VEW. At present, DOA has 686 staff (see para 4) and on June 9, 1978 sanctioned the transfer of 450 Village Level Workers from the Department of Community Development. This leaves a net requirement of 354 VEW to be recruited. The new recruits would be B.Sc. (Ag.). In addition, 186 AEO, 103 subdivisional SMS, 11 district SMS, 4 senior SMS and one ADA (Extension) plus adequate administrative support staff at all levels would be required. Tables 5 and 8, Annex 2, indicate the detailed incremental staff requirements. Housing and Other Civil Works 15. The reorganized extension service requires regular and frequent farm visits by extension staff. Since housing in many rural areas in Haryana is limited, the project would provide low-cost housing to about one-third of the VEW and AEO, or a total of about 557 houses. The Haryana Cooperative Marketing Federation (HAFED), which has extensive experience with rural construction and administrative links with DOA, would be responsible for construction and maintenance of the houses. The project would also support the construction of a small staff training facility for the DOA. Thirty subdivision offices would be constructed. Table 2, Annex 2 provides details of the costs and phasing of the civil works component of the project. Vehicles 16. For the field extension staff to meet their fixed schedules and for supervisory staff to reach the field easily and frequently, adequate vehicles are essential. The project would provide funds to the state for motorcycle loans to all AEO, subdivisional SMS and a portion of the VEW. Vehicles would also be available to field investigators of the monitoring and evaluation unit. The project would also provide about 72 sedans, 4-wheel drive vehicles, and vans at the subdivision, district, zone and headquarters levels. Table 3, Annex 2 provides details on the numbers and costing. Equipment and Furniture 17. The project provides funds for audio-visual aids to support extension operations and for office furniture and equipment required for expanded extension activities. Table 3, Annex 2 provides costing details. Training 18. The project would support a variety of inservice and preservice training activities. The most important of these are described in para 32, Annex 4. The fortnightly training session is central to the entire extension approach and an integral part of it. Newly recruited VEW would be given an intensive practical course on crop production technology during which they would learn how to grow one of the major crops. Gradually, over the project period, all VEW would take such a course. The course would be held at a DOA Training Institute to be developed under the project.

60 ANNEX 2 Page The project provides for a training institute for DOA staff to provide inservice training, including crop growing experience. DOA would attempt to locate the institute close to a HAU research facility to enable close contact and exchange between the training institute and research. The principle would be of the rank of IDA. GOH would, by June 30, 1979, reach agreement with IDA on the location, training objectives, course content and syllabus for the training institute. Operating Expenses 20. DOA's operating expenses would increase with the implementation of this project. Of particular importance would be the availability of funds and materials for printing diaries, field notebooks and charts, purchase of small implements, seeds and pesticides for training sessions and field trials. Adequate funds would also be provided for incremental vehicle operating costs and travel allowances. VEW and AEO who are not provided government housing would be given an allowance to enable them to rent a house with an extra room to serve as an office. Table 6, Annex 2 provides details on the incremental operating expenditures included under the project. Salaries and Incentives 21. Extension work is carried out under difficult conditions and the pay is poor. Haryana's salaries, however, are higher than those of many states and it would not be possible to increase them further without disrupting all civil service pay scales. While greater job satisfaction is expected with the increased professionalization of the extension service, more tangible rewards may be necessary. Many of the items provided in the project--housing, motorcycle loans, allowances for those renting housing to rent extra space for an office, scholarships for higher study--would provide considerable incentives to field staff. Moreover, two categories of staff (VLW and ASI), which would be merged as VEW would have expanded opportunities for promotion. About 20% of these VEW would receive a selection grade each year so that by the end of the project period all such staff would have been promoted to that grade. Monitoring and Evaluation 22. The project would provide for the establishment and operation of a monitoring and evaluation system specifically designed to provide project management with up-to-date information on the effectiveness of the extension system. The head of the monitoring and evaluation unit would report to the Secretary of Agriculture. The methodology used would be similar to that described in World Bank Staff Working Paper No. 272, "A System of Monitoring and Evaluating Agricultural Extension Projects." This system would complement direct personal supervision by each level of project management. The cost estimates are summarized in Annex 2, Table 7.

61 53 ANNEX 2 Page 8 Project Costs 23. Costs for the five-year period are detailed in Tables 1 to 7 of Annex 2. Total component cost is US$13.2 M, including contingencies, duties and taxes. C. Operation Extension Service 24. A main feature of the reorganization of the extension service would be the establishment of a single line of command from the DOA to the VEW. The field extension staff would be under the direct administrative and technical control of DOA. Extension staff from all special DOA crop-oriented schemes would be merged to form a single extension service. They would work exclusively on agricultural extension. The single line of command, the fixed schedule of visits and the single purpose of work make supervision relatively easy. One AEO would supervise about 8 VEW, spending at least four days a week in the field with them. 25. The Subdivisional Agricultural Officers (SDAO) would each supervise the activities of about 6 to 8 AEO and some 50 VEW. SDAO would spend the bulk of their time in the field. A team of SMS in each subdivision (one each for crop production, crop protection and training, plus a horticultural specialist in selected areas) would train VEW, provide them technical support and organize field trials. The SDAO's activities would be supervised by the District Agricultural Officer. Each of the 8 district-level DES of HAU would devote eight days a month to providing technical support to the extension service by participating in training, making field visits to back up VEW and organizing cooperative field trials. Their work would be directed and coordinated by a DOA SMS in crop production at the district level. 26. Two Zonal Agricultural Officers (ZAO) would supervise the work of DAO in their zones. At headquarters, an ADA (Extension) would be appointed to be fully and exclusively responsible, under the Director of Agriculture, for supervising the extension service and ensuring its smooth operation. Linkages between Research and Extension 27. The project would seek to develop close working relationships between extension and research personnel. The direct involvement of DES of HAU in extension work (for a fixed part of their time) would facilitate a link between field workers and the main departments of HAU. DOA SMS would visit research stations servicing their areas frequently as a routine part of their duties. Extension personnel and research workers would jointly develop extension recommendations, and plan, execute and analyze field trials. Before each crop season, a District Level Technical Committee, chaired by the DAO and consisting of SMS, selected extension staff, and research workers from the

62 ANNEX 2 Page 9 zonal HAU research station, would review field trial results and develop a preliminary proposal for the subsequent season's field trial program and extension recommendations. A workshop at the zonal research station would then be held which would include DAO and selected SMS, ADA (Extension) and his senior SMS. At this workshop, district proposals would be reviewed and refined. The results would be reviewed by the State Technological Committee and referred back to the District Technical Committee for final modification and implementation. State Level Coordination 28. A Project Coordination Committee would be established under the chairmanship of the Secretary of Agriculture and would include representatives of HAU and concerned government departments (Finance, Cooperation, HAFED, Irrigation, and others as necessary). The committee would meet at least once every season to review progress of the project and ensure cooperation among the various governmental agencies.

63 ANNEX 2 Table 1 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Haryana Component Summar of Project Costs (Rs. 000) Foreign Year Exchange Civil Works (Table 2) TOTAL x Cost Offices 1, , , , Housing 1, , , , Training Institute , , Subtotal 2, , , , Vehicles Equipment (Table 3) Departmental vehicles 3, , Staff owned vehicles 1, , , , Equipment 1, _ - 2, Subtotal 6, , , , ,560 Training Costs (Table 4) ,983.0 Incremental Staff Salaries (Table 5) Extension staff. 5, , , , , Incentive payment , Administrative/support staff 1, , , , , ,267.0 _ Subtotal 7, , , , , , Incremental Operating Costs (Table 6) Operating expenses , , , , ,560 Accommodation expenses , Travel allowances 2, , , , , ,159.0 Vehicle operating costs , ,180 Subtotal 4, , , , , , ,740 Monitoring and Evaluation (Table 7) Staff , Equipment/Vehicles / Operating costs Subtotal 1, , TOTAL BASE COSTS 22, , , , , , ,697 Physical Contingencies , Price Contingencies 1, , , , , , Total Contingencies 1, , , , , , ,116 TOTAL PROJECT COST 24, , , , , , ,813

64 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Haryana Component Civil Works (Rs.'000) Y E A R Area Rs./ Unit Quantity (M ) M Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost Total Cost Housing a! VEW (496) (50) 1,190 (320) 7,616 (126) 2, ,805 AEO (61) (30) 714 (31) ,452 Sub-total 1,190 8,330 3,737 13,257 Office's Subdivision (30) (10) 1,100 (10) 1,100 (10) 1, ,300 Training Institute Teaching complex Ln Hostel complex ' Dining Staff residences 1, Sub-total 500 1,215 1,715 Total (excluding contingencies) 2,790 10,645 4,837 18,272 Physical contingencies (5%) Grand Total 2,930 11,177 5,079 19,186 a/ Housing provided to one-third of the field-level (VEW and AEO) staff. There is no government housing provided at present for staff at this level. Standard of housing proposed is within norms prescribed ~M by State Government for staff of this level. It is somewhat higher than that provided in other states due to higher educational qualifications of field-level staff in Haryana.

65 INDIA ANNEX 2 COMPOSITE AGRICULTURAL EXTENSIoN PROJECT Table 3 Haryana Component Vehicles ndeui nt Unit Total TY2j QuantitY Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost cost Vehicles Departmental Headquarters Sedan (1) 35.0 (1) WD (1) 53.0 (1) Van (1) 62.0 (1) Zone Sedan (2) 35.0 (2) District 4-WD (11) 53.0 (11) Van (11) 62.0 (11) Subdivision 4-WD (37) 53.0 (37) 1,961 1,961 Training Institute Sedan (1) 35.0 (1) Van (2) 62.0 (2) 124 _ Subtotal 3,605-3,605 Staff-owned Motorcycles (570) 6.0 (190) 1,140 (190) 1, ,140 3,420 Furniture/Office Equipment Headquarters e/ Zone (2) 4.0 _W 8 a District (11) 9.5 / Subdivision (30) 11.0 i/ Base Level (1675) 0.4 e/ Training Institute f/ Subtotal 1,265 1,265 Audio Visual Equipment Headquarters g/ District h/ (11) Training Institute i/ Other extension aids i/ Subtotal Total 6,715 1,180 1,140 9,035 Phviy a Contingencies (5% on Equipment) Grand Total 6,814 1,182 1,140 9,136 a,/ Includes furniture, typewriters, duplicator. b/ Rs.4,000 for furniture + office equipment for each zone. c/ Includes Rs.6,000 for furniture + 3,500 for typewriter for each District. I/ Includes Rs.7,500 for furniture + 3,500 for typewriter for each Subdivision. e/ Desk, chair and &ocker for office. F/ Includes Rs.88,000 for furniture and Rs for office equipment. / Includes basic visual aids (movie, slide and overhead projectors, blackboards, screens, flannel board), facilities for silk screen printing of poaters and charts, h/ Basic visual aids. if Basic visual aids (Rs. 40,000) plus books (Rs. 50,000). f Includes folding blackboard for VEW (Rs. 100) and small library and insect preservation box at subdivision (Rs. 300).

66 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Haryana Component Training Costs (Rs. '000) Y E A R Unit Type of Training a! Cost Quantity (No.) Cost (No.) Cost (NQ.) Cost (No.) Cost (No.) Cost Total Cost A. In-Service Training pre-season(vew) b/ 0.07 (7450) (1490) (1490) (1490) (1490) (1490) pre-season (others)b/ 0.10 (341) (341) 34.1 (341) 34.1 (341) 34.1 (341) 34.1 (341) 34.1 short courses (VEW) 0.07 (7450) (1490) (1490) (1490) (1490) (1490) short courses (others) 1.00 (341) (341) (341) (341) (341) (341) ,705.0 Foundation Course U (VEW) 0.40 (1490) (280) (280) (310) (310) (310) OD Zonal Workshop 0.10 (1000) (200) 20.0 (200) 20.0 (200) 20.0 (200) 20.0 (200) I Subtotal ,614.5 B. Orientation Training Subtotal. All Staff 0.10 (1825) (1825) C. Scholarships VEW c/ 1.8 (65) - - (11) 19.8 (16) 28.8 (22) 39.6 (16) Others d/ 3.0 (23) - - (3) 9.0 (6) 18.0 (7) 21.0 (7) Subtotal Total ,983.0 Physical Contingencies (5%) GRAND TOTAL ,182.1 aj See Annex 5 for description of courses. b/ Total for both seasons 5I One from each district in second year. One from every two districts thereafter. l d/ Two AEOs for M.Sc. per year after second year. One SMS for Ph.D. per year after second year.

67 ANNEX 2 Table 5 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT haryana Component Incremental Staff Salaries and Incentives (Rse. '000) Annual Unit ---- Y E A R Cost b 5 Total (Rs.'000) (No.) Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost Cost Incremental Extension Staff ADA 20.0 (1) 20.0 (1) 20.0 (1) 20.0 (1) 20.0 (1) Headquarters - SUPT 26.4 (1) 26.4 (1) 26.4 (1) 26.4 (1) 26.4 (1) SMS 13.2 (4) 52.8 (4) 52.8 (4) 52.8 (4) 52.8 (4) JDA 24.0 (2) 48.0 (2) 48.0 (2) 48.0 (2) 48.0 (2) zone - TA 7.3 (2) 14.6 (2) 14.6 (2) 14.6 (2) 14.6 (2) District - SMS 13.0 (11) (11) (11) (11) (11) Subdivision - SMS 12.1 (103) 1,236.0 (103) 1,236.0 (103) 1,236.0 (103) 1,236.0 (103) 1, ,180.0 Field Level - ABO a/ 8.8 (191) 1,680.8 (193) 1,698.3 (193) 1,698.3 (193) 1,698.3 (193) 1,698.3 Field -Level VEW 8,474.0 _ 7.1 (365) 2,591.4 (365) 2,591.4 (365) 2,591.4 (365) 2,591.4 (365) 2, ,957.0 Sub-total 5, , , , , ,135.0 Incentive Payment b/ 1.2 (129) (258) (387) (515) (643) ,318.4 Incremental Admin/Supyort Staff Headquarters - Eat.Off (1) 13.2 (1) 13.2 (1) 13.2 (1) 13.2 (1) AAO 13.2 (1) 13.2 (1) 13.2 (1) 13.2 (1) 13.2 (1) Superintendent 11.9 (3) 35.7 (3) 35.7 (3) 35.7 (3) 35.7 (3) Assistants 6.2 (6) 37.2 (6) 37.2 (6) 37.2 (6) 37.2 (6) Stenographers 622 (5) 31.0 (5) 31.0 (5) 31.0 (5) 31.0 (5) Clerk/typist 4.8 (10) 48.0 (10) 48.0 (10) 48.0 (10) 48.0 (10) Driver 4.8 (6) 28.8 (6) 28.8 (6) 28.8 (6) 28.8 (6) Other 3.6 (5) 18.0 (5) 18.0 (5) 18.0 (5) 18.0 (5) Zone - Account Clerk 4.5 (2) 9.0 (2) 9.0 (2) 9.0 (2) 9.0 (2) Driver 4.5 (2) 9.0 (2) 9.0 (2) 9.0 (2) 9.0 (2) Other 3.4 (2) 6.8 (2) 6.8 (2) 6.8 (2) 6.8 (2) District - Superintendent 10.0 (11) (11) (11) (11) (11) Head Clerk 7.5 (4) 30.0 (4) 30.0 (4) 30.0 (4) 30.0 (4) Clerk 4.5 (22) 99.0 (22) 99.0 (22) 99.0 (22) 99.0 (22) Stenographer 5.7 (11) 62.7 (11) 62.7 (11) 62.7 (11) 62.7 (11) Other 3.1 (11) 34.1 (11) 34.1 (11) 34.1 (11) 34.1 (11) Subdivision - Stenographer 5.7 (30) (30) (30) (30) (30) Clerk 4.5 (30) (30) (30) (30) (30) Driver 4.5 (37) (37) (37) (37) (37) Typist 4.5 (12) 54.0 (12) 54.0 (12) 54.0 (12) 54.0 (12) Messenger 3.1 (30) 93.0 (30) 93.0 (30) 93.0 (30) 93.0 (30) Training Institute - Artist 7.1 (1) 7.1 (1) 7.1 (1) 7.1 (1) 7.1 (1) Stenographer 5.8 (1) 5.8 (1) 5.8 (1) 5.8 (1) 5.8 (1) Driver 4.5 (3) 13.5 (3) 13.5 (3) 13.5 (3) 13.5 (3) Clerk/Cook 4.5 (2) 9.0 (2) 9.0 (2) 9.0 (2) 9.0 (2) other 3.2 (4) 12.8 (4) 12.8 (4) 12.8 (4) 12.8 (4) Subtotal 1, , , , , ,267.0 GRANT) TOTAL 7, , , , , ,720.4 a/ Allow a training reserve of 33 AEO and 55 VE1. b/ Each year 20% of the VLWs and ASIs merged as VEWa will receive a aelection grade, By the end of 5 years all such sta.ff will be at that level. This implies an increase in pay of about As, 100 p,um,

68 ANNEX 2 Table 6 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Haryana Component Incremental Operating Costs (Rs. '000) Unit Cost (per Y E A R Operating Expenses and man Extension Materials year) (Number) (No.) Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost Total Cost VEW a/ 0.4a/ (7450) (1490) (1490) (1490) (1490) (1490) ,533.0 AEO 0.6 (930) (186) 55.8 (186) 83.7 (186) (186) (186) Other Staff b/ 1.8.V (805) (161) (161) (161) (161) (161) ,231.7 Other Expenses c/ Subtotal ,199.0 Accominoda- Incremental tion Expenses House allowance d/ ,215.0 Office allowance e/ 0.60 (540) (510) (479) (479) (479) ,492.2 Maintenance fi 0.12 (706) 84.7 (706) 84.7 (706) 84.7 (706) 84.7 (706) Subtotal ,130.7 Incremental Travel Aliowances /Eipnses VEW a/ - New 1.2 (354) 424,8 (354) 424,8 (354) 424,8 (354) 424,8 (354) 424,8 2, Existing 0.7 (1136) (1136) (1136) (1136) (1136) ,976.0 AEO h/ (186) (186) (186) (186) (186) ,232.0 Subdivision i/ New 2.4 (103) (103) (103) (103) (103) ,236.0 Existing 1.4 (30) 42.0 (30) 42.0 (30) 42.0 (30) 42.0 (30) District i/ New 3.0 (11) 33.0 (11) 33.0 (11) 33.0 (11) 33.0 (11) Existing 1.6 (11) 17.6 (11) 17.6 (11) 17.6 (11) 17.6 (11) Zone k/ - Existing 1.7 (2) 3.4 (2) 3.4 (2) 3.4 (2) 3.4 (2) Headquarters 3.0 (5) 15.0 (5) 15.0 (5) 15.0 (5) 15.0 (5) Training Institute 1.2 (6) 7.2 (6) 7.2 (6) 7.2 (6) 7.2 (6) Subtotal ,159.0 Vehicle Operating (Per vehicle Costs per year) Subdivision (diesel) 11 0-' 37 (37) (37) (37) (37) (37) ,035.0 District (diesel) (22) (22) (22) (22) (22) ,210.0 Zone (petrol) 21:0-! 2 (2) 42.0 (2) 42.0 (2) 42.0 (2) 42.0 (2) Headquarters n/ (petrol) m/ 21.0-' 2 (2) 42.0 (2) 42.0 (2) 42.0 (2) 42.0 (2) (diesel) o/ 13.5 l 4 (4) 54.0 (4) 54.0 (4) 54.0 (4) 54.0 (4) Subtotal ,935.0 Total ,423.7 Pbysical contingencies (5X) 208,1 219,6 231,1 231, ,121,0 GRAND TOTAL ,544.7 a/ Includes printing of diaries, charts, and instructional materials, samples of small implements, seeds, pesticides for field trials and training. poster Paper and Daints for simple visual Aids. Taker At 502 of unit cost in year 1, 75% in year 2, 100% thereafter. b/ Includes SMS (103+11), SDAO (30), DAO (1) and Training Institute Staff (6). cl At Rs 4,000 per subdivision, district and zonal office per year plus 20,000 per year for Training Institutes = 192,000 per year. dl Calculated at 12k1% of salary of those posted in Chandigarh, 7½1 for others posted at subdivision and above (See Table 8). Rs Rs per year. e/ Rs 50 p.m. per new VEW/AEO without government housing to rent room adjacent to house for office. ft Hot and cold weather charges for incremental staff. New Rs 100 p.m.; existing 9 Rs 70 p.m. h/ All AEOs Rs 200 p.m. i/ New subdivisional Rs 200 p.m.; Rs 120 p.m. i/ Rs 250 p.m.; Rs 130 p.m. ( ) k/ Calculated as Rs 140 p.m. (290 p.m p.m.) 1/ km per Rs/km. ml 30,000 km per Rs/km. n/ Includes Training Institute. O/ 30,000 km per Rs/km.

69 -61 - ANNEX 2 Table 7 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Raryana Component Monitoring and Evaluation (Rs '000) Year Incremental Staff and Annual Total Salaries Unit Cost No. Cost No. Cost No. Cost No. Cost No. Cost Cost Hleadquarters - JDA (Stat.) 21.7 (1) 21.7 (1) 21.7 (1) 21.7 (1) 21.7 (1) Economist/Res. Officer a/ 13.1 (2) 26.2 (2) 26.2 (2) 26.2 (2) 26.2 (2) Statist. Assistant 7.3 (4) 29.2 (4) 29.2 (4) 29.2 (4) 29.2 (4) Computor 4.5 (4) 18.0 (4) 18.0 (4) 18.0 (4) 18.0 (4) Field Supervisor b/ 13.1 (4) 52.4 (4) 52.4 (4) 52.4 (4) 52.4 (4) Field Investigator c/ 7.3 (30) (30) (30) (30) (30) ,095.0 Subtotal ,832.5 Support Personnel - Accountant 6.2 (1) 6.2 (1) 6.2 (1) 6.2 (1) 6.2 (1) Stenographer 5.7 (3) 17.1 (3) 17.1 (3) 17.1 (3) 17.1 (3) Clerk-Typist 4.8 (3) 14.4 (3) 14.4 (3) 14.4 (3) 14.4 (3) Driver 4.5 (1) 4.5 (1) 4.5 (1) 4.5 (1) 4.5 (1) Other 3.7 (5) 18.5 (5) 18.5 (5) 18.5 (5) 18.5 (5) Subtotal Subtotal - All Personnel ,136.0 Equipment - Vehicles - Sedan 35.7 (5) Staff owned motorcycles 6.0 (30) Furniture - calculators, office equipment Subtotal Operating Costs - Operating Costs and Expenses 20,0 20,0 20,0 20,0 20,0 100,0 - Vehicles (5) (5) 105,0 (5) 105,0 (5) 105,0 (5) 105,0 525,0 - Travel Allowance 1.2 (45) 54.0 (45) 54.0 (45) 54,0 (45) 54,0 C45) Subtotal Total - Monitoring and Evaluation 1, ,487.0 Physical Contingencies at 5% GRAND TOTAL 1, ,555.0 a/ One can be a Sociologist. b/ One per 8 field investigators. c/ One per subdivision.

70 ANNEX 2 Table 8 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Haryana Component Requirement of Extension Staff by Year First Second Third Fourth Fifth ear year year year year ADO's Existing Staff 1,136 1,490 1,490 1,490 1,490 New Staff required _ Cumulative 1,490 1,490 1,490 1,490 1,490 CAO's Existing Staff New Staff required Cumulative SUB-DIVISIONS Existing SDAO New SDAO required - - _ Cumulative Existing SMS New SMS required Cumulative DISTRICT LEVEL Existing DDAs New DDAs required _ Cumulative Existing SMS/AIO Required Training Reserve VEW & AEO ZONAL LEVEL Existing JDAs Required JDAs Cumulative STATE LEVEL (Chandigarh) Existing SMS Required 4 Cumulative Existing ADA Required Cumulative

71 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT HARYANA COMPONENT EXTENSION ORGANIZATION DIRECTOR OF AGRICULTURE ADA (EXTN.) 4 Senior SMS F; Zones (2) ZONALJDA Districts 111 ) DISTRICT AGRICULTRUAL CROPDES OFFICER PRODUCTION OF HAU Subdivisions (30) SUBDIVISIONALAGRICULTURAL Subdivsions 30) lsofficer ~~~3T0 4 - _ I 8 Farmer Units/VEW about 10 contact farmers/unit ) about farm fami lies/unit I _=~ 110,000 contact farmers 1 million farm families World Bank

72 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT HARYANA COMPONENT LINKAGES BETWEEN EXTENSION & RESEARCH State Level Statutory Technical _---- Research Committee (Hcil s s ~~~~~~~~~Agricultural Agriculture A s Un iversity SbdviinExtension t l Headquarters st Tech nical Wokso Reeac District DAO _ ied Trial ISMS IDES I Progranns Subdivision SDAO ( SMS) - go < 0 so AEO VVorld Bank

73 ANNEX 3 Page 1 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT KARNATAKA COMPONENT I. General Description 1. Karnataka, located in southwestern India, is divided into 19 districts which are further subdivided into 175 taluks. The total popu;ation is about 30 M and the total geographic area approximately 192,000 km. Per capita income of Rs 785 in 1975/76 was below the All-India average. Agriculture accounts for some 60% of income in the state. There are about 3.56 M farm families cultivating 11.4 M ha with an average farm size of about 3.2 ha. Fifty-four percent of all farm families cultivate less than 2 ha and about 93% of the land is farmed by owners. About 14% of the area sown is irrigated and the statewide cropping intensity is between 105 and 110%. 2. Karnataka's cropped area can be divided into four distinct agroecological zones: (a) a long, narrow coastal belt lying between the Western Ghats and the Arabian Sea which receives a high (2,500 mm) and assured rainfall during the southwest monsoon season. Rice is the main crop; coconut, cashews and arecanut are also extensively grown. About 2% of the State's cultivated area falls in this zone; (b) the Western Ghats, a long narrow mountainous area to the east of and parallel to the coastal belt. Rainfall is heavy and reliable. The main crops grown are rice, coffee, coconut, arecanut and spices. About 5% of the cultivated area is in this zone; (c) the northern plateau, drained by the Krishna, Bhima and Tungabadhra rivers. Rainfall varies widely over this vast area, being somewhat higher along the western and northeastern parts, but the bulk of the zone receives less than 600 mm per year with large variations from year to year. The principle crops are sorghum, pearl millet, wheat, groundnuts and cotton; paddy is important in irrigated areas. The zone covers nearly 65% of the State's cultivated area; and (d) the southern plateau, drained by the Cauvery, Tungabadhra and Penner rivers. Rainfall ranges from 500 mm in the northwest to 760 mm in the west with wide year-to-year variations. Pearl and finger millets, sorghum, pulses and oilseeds are the dominant rainfed crops; paddy and sugarcane are important in irrigated areas. About 28% of the State's cultivated area lies in this zone. 3. Karnataka's variable agro-ecological conditions have produced a highly diverse series of farming systems. The cropping pattern is indicated in the following table:

74 ANNEX 3 Page 2 Percentage of Percentage of Crop Cropped Area Crop Cropped Area Sorghum 17.9 Pulses 11.5 Paddy 10.9 Oilseeds 11.4 Finger Millet 9.7 Cotton 9.5 Pearl/other Millets 8.2 Sugarcane 1.0 Wheat 3.4 Other 15.2 Maize 1.3 Total Karnataka has experienced a relatively rapid growth in agricultural production. Foodgrain yields rose substantially during the second half of the 1960s and yields of most major crops are now near or above the All-India average. This is a considerable achievement given the low level of irrigation. Fertilizer use, at 19 kg/ha is fairly high given the dominance of rainfed agriculture. However, since the early 1970s, yields of most major crops have stagnated and remain well below achievable potential. Karnataka's strategy for improving agricultural production has two major thrusts: (i) to increase the area under effective irrigation, thereby reducing dependence on highly variable rainfall; and (ii) to raise production in rainfed areas (some 85% of the cropped land) which will continue to dominate Karnataka's pattern of agricultural production even after all potential areas are irrigated. The Government of Karnataka is convinced that a strengthened extension service would be a critical element in achieving both these objectives: in irrigated areas by providing farmers with sound technical advice on how to use available water and inputs; and in rainfed areas by the rapid and thorough dissemination of new and simple technology. Consequently, GOK requested IDA assistance in designing and financing an improved State agricultural extension service. II. Agricultural Services 5. Extension Service. Although Karnataka has a relatively effective extension service, a number of weaknesses have emerged which the Government is determined to correct. At present, field level extension work is the responsibility of about 2,600 multipurpose village level workers (VLW), who operate under the control of the Community Development Department's Block Development Officer, and of about 1,930 agents working in special crop-oriented extension programs. Both groups of staff have similar educational qualifications (secondary school plus two years of specialized training). Combined, the two groups give a relatively low ratio of extension staff to farm families (1:785), but the following factors limit their effectiveness: (a) the 2,600 multipurpose workers are often diverted to nonagricultural work; (b) the workers on special schemes are often limited to single crops and are often fully occupied by paper work involving crop subsidies and inputs;

75 -67 - ANNEX 3 Page 3 (c) some 900 budgeted positions are now vacant which brings the ratio of extension staff to farm families up to about 1:1,000; (d) field work is not systematically scheduled; (e) AEO, immediate supervisors of these extension workers, spend more time in office work under the Block Development Officer than in guiding workers in the field; and (f) the 80 subject matter specialists (SMS) located at subdivisional level are usually engaged in the logistics of input supply and regulatory functions rather than in technical support and training of extension staff. 6. Training and Education. The University of Agricultural Sciences (UAS), established in 1965, is the leading agricultural training institution in the state. It has two main campuses, at Hebbal (near Bangalore) and at Dhawar, and other training facilities in the various agro-ecological zones of the state. In 1975/76, UAS graduated 350 B.Scs., 69 M.Scs. and 6 Ph.Ds. in agriculture and allied fields. UAS has about 80 Extension Guides involved in testing research findings on farmers' fields. This limited extension effort assists UAS in developing and testing both its research findings and extension methods. The campus at Hebbal also organizes short training programs in various fields for DOA staff. There are five VLW Training Centers 1/, each with a capacity of about trainees, giving two year preservice training courses to VLW. Three centers also train women workers in various fields. 7. Research. Agricultural research is the responsibility of the UAS and is carried out at the main campus at Hebbal and at five regional research stations representing the main agro-ecological zones in the state. A network of some 35 substations provides opportunities for location-specific testing of research results. Both the Extension Guides and DOA staff carry out field tests and demonstrations of research findings on farmers' fields. There is a formal memorandum of understanding between the UAS and the DOA defining areas of responsibility and mechanisms for cooperation. The Director of Agriculture sits on the UAS Research Committee. An Extension Coordination Committee and a Training Committee, consisting of UAS and DOA staff, jointly plan activities in these areas. Seasonal workshops provide an opportunity for DOA and UAS staff to review technical recommendations and discuss topics for research. Although exchange of staff between DOA and UAS does take place, there is scope for widening the opportunities for this. There is also scope for making contact between UAS and DOA more regular and systematic. 8. Agricultural Credit. The Karnataka State Cooperative Apex Bank is the primary institutional source for short- and medium-term credit for agriculture. It conducts business through a network of 19 District Cooperative 1/ Now designated Rural Development Training Centers (RDTC).

76 ANNEX 3 Page 4 Central Banks and 5,348 village-level credit cooperatives. Over the past three years, the volume of short- and medium-term lending by cooperatives has grown by nearly 20% p.a. Commercial banks, with about 1,760 branches, also provide agricultural credit. The Karnataka State Cooperative Land Development Bank, operating a network of 176 taluk-level Primary Land Development Banks, is the major source for longer term agricultural credit. IDA, both directly through the Karnataka Agricultural Credit Project (Cr. No. 278-IN), and indirectly through lending to ARDC (Cr. No. 715-IN), has assisted in the development of long-term agricultural lending in the state. 9. Agricultural Inputs. Karnataka's input supply system is fairly well developed. The Department of Agriculture, National Seeds Corporation, private firms and cooperative agencies produce and distribute certified seeds of high yielding varieties of various crops. These are tested and certified by the Seed Certification Agency. The state's seed production activities are to be strengthened under the IDA-assisted Second National Seeds Project. Fertilizer distribution takes place through a network of some 6,100 public and private fertilizer distribution points, including 140 agricultural stores established by the Karnataka Agro-Industries Corporation. 10. Marketing and Processing. The State Marketing Board controls about 108 regulated markets and 163 regulated submarkets where traders are licensed and produce is inspected, graded and weighed according to standards set forth in the Agricultural Produce Marketing (Regulation) Act of The State Food and Civil Supplies Corporation carries out procurement operations for paddy and sorghum. Over the past several years, market prices of these crops have not fallen below the procurement prices. An IDA project (Cr. No. 378-IN) is assisting in the development of marketing facilities. Processing facilities are provided by the private sector and are adequate for present needs. 11. Transportation from the farm to market is undertaken by bullock carts, while onward movement is predominantly by truck on good state and national highways. III. The Project A. General Description 12. The project would support, for a five year period, the reorganization and strengthening of agricultural extension throughout Karnataka's 19 districts by: (i) establishing a single line of command between full-time village extension workers (VEW) and extension headquarters; (ii) incorporating regular inservice training as an integral part of extension operations;

77 ANNEX 3 Page 5 (iii) introducing a fixed schedule for regular and frequent visits by VEW to farmers' fields; (iv) improving working linkages between extension operations and agricultural research activities; (v) establishing regular monitoring and evaluation procedures; and (vi) providing the additional staff, operating expenses, equipment, vehicles, training, office facilities and rural housing required to implement these reforms. The main principles underlying the extension reorganization are the same as applied in six previous IDA-assisted projects in India and are described in Agricultural Extension: The Training and Visit System (World Bank, May 1977). 13. Initially, the new extension service would concentrate on major crops and a few important aspects of production technology which can be easily adapted by small farmers. These include better land preparation, use of improved seeds, seed treatment, timely sowing, obtaining optimum plant population, weeding, etc. which require little increase in cash costs. These management practices provide opportunities to use labor more efficiently. In block demonstration studies conducted from 1975 to 1977 which involved 14,000 farmers and 13,400 ha, these practices resulted in yield increases of 25% to 90% over the benchmark control. Yield increases of at least 30% can be obtained with available technology There is a wide gap between research recommendations and farmer use. The first task of extension will be to close this gap before small farmers are asked to employ sophisticated techniques. Extension recommendations will be identified first by the District Technical Committees, later reviewed and approved by the Zonal Workshop and the State Technical Committee before being returned to the AEO and VEW for implementation. More details are contained in Project for Agricultural Extension and Research in Karnataka (December 1977), available in the project file. B. Detailed Features 14. Incremental Staff Requirements. The Government of Karnataka (GOK) intends to cover the entire state with the reorganized extension service within three years. Based on various factors including the road transport system, diversity and intensity of cropping, farmer responsiveness, and extent of irrigation, GOK has determined, in each area, the number of farm families that each VEW 1/ could effectively visit. This varies between 400 and 800, with a statewide average of just under 700 farm families. VEW would be supervised 1/ In Karnataka, VEW would be called Agricultural Assistants. Otherwise, the nomenclature is the same as used in this report.

78 ANNEX 3 Page 6 and guided in the field by a more experienced Agricultural Extension Officer (AEO). The 175 Assistant Directors of Agriculture (Asst. DA) would supervise AEO and VEW in their areas. Taluks would be clustered in groups of three (i.e. a subdivision) and the Asst. DA in one "central" taluk would be designated Asst. DA (Coordination). He would be responsible for both extension operations in his own taluk and for ensuring that the SMS team stationed in the central taluk serves all taluks in the cluster according to a fixed schedule (see Chart 19243, Annex 3). The SMS team would consist of crop production, crop protection and training specialists. 15. The 19 Principal Agricultural Officers (PAO), in charge of extension operations at the district level, would be responsible for ensuring effective taluk-level operations. They would have the technical support of a team of three or four district-level SMS (normally one each in agronomy and plant protection and other disciplines relevant to the needs of that district). A separate officer would be designated to handle input supply logistics. Statewide, five additional district-level SMS would be provided so that one would be assigned (on a rotational basis) to each Rural Development Training Center. In Dharwar district, because of its large size, there would be two district-level SMS teams. The 19 districts are now grouped into 6 agricultural divisions (zones). Two of the divisions are too large and would be divided to create two additional divisions. Divisional JDA would supervise the work of districts. A full-time Additional Director of Agriculture (ADA) at Headquarters would be appointed to deal with all DOA matters not specifically related to extension so that the Director of Agriculture could devote himself virtually full-time to extension operations throughout the state. A group of SMS already at headquarters would be reorganized to provide more effective technical support. A JDA (Field Trials) would be appointed to manage, supervise and analyze the program of field trials to be carried out in cooperation with UAS (see Chart 19549, Annex 3). 16. The following table summarizes the numbers of professional staff required to implement this reform, the present numbers of budgeted positions and the incremental number of staff to be financed under the project. Present Total Number Incremental Required of Staff Requirement VEW 5,200 3,877 1,323 AEO SMS (Central Taluk) Asst. DA SMS (District) Input Officer (Asst. DA) PAO Divisional JDA SMS (HQ) JDA (FT) ADA (other) 1 0 1

79 ANNEX 3 Page 7 The project would also provide limited administrative support staff at all levels. Table 5, Annex 3 provides details on the cost of this component. Tables 8 and 9, Annex 3 show the detailed staff requirements, phased over the project period. 17. Housing and Other Civil Works. The reorganized extension service requires extension staff to make regular and frequent farmit visits. Since housing in many rural areas in Karnataka is limited, the project would provide for the construction of about 1,100 low-cost houses for VEW and 300 houses for AEO. Combined with existing houses (1,855 VEW and 250 AEO), this would mean government housing would be provided to about 57% of all VEW and 73% of AEO. Construction of housing would start during the second year of the project. During the first year, sites would be located, cost estimates and design standards specified and detailed implementation plans prepared. New office facilities would be provided for the new divisions and 10 districts where present office facilities are inadequate. Existing offices would be augmented in selected districts and at central taluks. The Public Works Department would be responsible for construction, but maintenance would be the responsibility of a special maintenance cell located within the Department of Agriculture. Table 2, Annex 3 provides details of costs and phasing of civil works to be constructed under the project. 18. Vehicles. The project would provide bicycle loans for VEW and motorcycle loans for all AEO, SMS and Asst. DA. One 4-wheel drive vehicle would be provided for each central taluk in addition to the 58 to be transferred from districts. This would provide two vehicles for most central taluks. The project would also provide about 31 sedans, 28 four-wheel drive vehicles, and 10 vans at the district, divisional and headquarters levels and at Rural Development Training Centers (RDTC). Table 3, Annex 3 provides details. 19. Equipment and Furniture. The project provides funds for audiovisual aids to support extension operations as well as for office furniture and equipment required for expanded extension activities. Table 3, Annex 3 provides costing details. 20. Training. The project would support a variety of inservice and preservice training activities. The most important of these are described in para 32, Annex 4. During the fortnightly training session, about one hour of each session would be devoted to matters requiring coordination with other taluk-level agencies (e.g. input and credit suppliers). Newly recruited VEW candidates would be given a 12-month practically oriented course on crop production and extension methods during which VEW would learn how to grow at least one of the major crops. Courses would be held at the five existing RDTC to be strengthened under the project. 21. Before introducing the T & V system in a given area, an orientation course of about 3 or 4 days duration should be arranged in each district. During this program, senior DOA staff would explain the new extension system and its procedures in detail, assist district staff in assigning geographic areas of responsibility of VEW, provide criteria for selection of contact farmers, and outline major impact points to be covered initially. Cost estimates of various training programs are shown in Table 4, Annex 3.

80 ANNEX 3 Page Salaries and Incentives. Karnataka's salaries for extension personnel are higher than those of many states, so it would not be possible to increase pay without disrupting existing civil service pay scales. While greater job satisfaction is expected with the increased professionalization of the extension service, more tangible rewards may be necessary. Many of the items provided under the project--housing, bicycle and motorcycle loans, advanced increments for 25% of the staff, scholarships for higher study--would give considerable incentive to field staff (see Table 5, Annex 3). 23. Monitoring and Evaluation. The project would provide for the establishment and operation of a monitoring and evaluation system specifically designed to provide project management with up-to-date information on the effectiveness of the extension system. The head of the monitoring and evaluation unit would report to the Secretary of Agriculture. The methodology used would be similar to that described in World Bank Staff Working Paper No. 272, "A System of Monitoring and Evaluating Agricultural Extension Projects." This system would supplement direct personal supervision by each level of project management (see paras 26 and 28). Cost estimates are shown in Table 7, Annex Operating Expenses. In addition to costs already specified, DOA's operating expenses would increase with the implementation of the project. Of particular importance would be the availability of funds for purchase of instructional materials, small samples of implements, seeds and pesticides for training sessions and field trials. Adequate funds would also be provided for incremental vehicle operating costs and travel allowances. Table 6, Annex 3 provides details of incremental operating expenditures. Project Costs 25. Costs for the five-year period are detailed in Tables 1-7 of Annex 3. The total cost of the component is US$23.9 M, including contingencies, duties and taxes. C. Operation 26. Extension Service. Organization and operation of project management would follow the guidelines set out in Agricultural Extension: The Training and Visit System (World Bank, May 1977). The main feature in the reorganization of the extension service is the establishment of a single line of command from the Director of Agriculture to VEW. All field extension staff would be under the direct administrative and technical control of DOA personnel. Extension staff from all DOA special crop-oriented schemes would be merged to form a single effective extension service and would work exclusively on agricultural extension activities (Chart 19243, Annex 3 shows the organizational pattern).

81 ANNEX 3 Page Linkages between Research and Extension. The project would seek to develop close and continuous working relationships between extension and research personnel. SMS, as a routine part of their work, would be required to make frequent visits to research stations serving their areas of work. UAS Extension Guides would continue to operate as at present. Exchange of staff between UAS and DOA would be expanded and made a regular part of career progression in both institutions. The existing mechanisms by which extension personnel and research workers jointly participate in developing extension recommendations and planning, executing and analyzing field trials, would be strengthened and made more regular. 28. State Level Coordination. Overall responsibility for implementation of the project would rest with the Secretary of Agriculture with responsibility for day-to-day administration and control resting with the Director of Agriculture. Construction of buildings would be carried out by the State Public Works Department (PWD), using acceptable competitive bidding procedures. A Project Coordination Committee would be established under the chairmanship of the Secretary of Agriculture and would include representatives of UAS and concerned government departments (Finance, Cooperation, Seeds, PWD, Irrigation and others as necessary). The committee would meet at least once every season to review progress of the project and ensure cooperation among the various governmental agencies.

82 ~ 74 - ANNEX 3 Table 1 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Karnataka Component Summary of Ptojeot (Rs. '000) Costs Foreign Year Exchange TOTAL % Cost Civil Works (Table 2) Houses - 5, , , , , Offices 3, , , , Subtotal 3, , , , , , Vehicles Equipment (Table 3) Departmental vehicles 2, , , , ,626.2 Staff owned vehicles 2,050 1, , , ,638.1 Equipment 2, , , , ,239.2 Subtotal 7, , , , ,503.5 Training Costs (Table 4) 3, , , , , , Incremental Staff Salaries (Table 5) Extension staff 2, , , , , , Incentive payment , Support staff 1, , , , , , Subtotal 4, , , , , , Incremental Operating Costs (Table 6) Operating expenses , , , , , ,462.4 Travel allowance , , , , , Vehicle operating costs , , , ,597.8 Subtotal 1, , , , , , ,060.2 Monitoring and Evaluation (Table 7) Staff , Equipment/Vehicles 285, / Operating costs , Subtotal , , TOTAL BASE COSTS 22, , , , , , ,007.2 Physical Contingencies , , , Price Contingencies 1, , , , , ,743,2 6 2,144.7 Total Contingencies 1, , , ,267,4 10, , ,486,7 TOTAL PROJECT COST 24, , , , , , ,493.7

83 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Karnataka Component Civil Works (Rs.'000) Y E A R Area Rs./ Unit Quantity M M2 Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost Total Cost Housing a/ VEW (220) (330) (330) (220) ,800.0 AEO (60) (90) (90) (60) ,740.0 Subtotal ,540.0 Office Space New Division (1) (1) New District b/ (3) (4) (3) ,640.0 Expand District (3) (4) (3) Expand Central Taluk (20) (20) (20) ,632.0 Subtotal ,022.0 Total (excluding contingencies) ,562.0 Physical contingencies (5%) ,928.1 GRAND TOTAL ,490.1 x a/ Housing provided as follows: Total staff Existing Quarters New Construction 7. staff provided quarters VEW b/ AEO Dharwar District to be divided in two, hence total 737. District offices become 20.

84 ANNEX 3 INDIA Table 3 COMPOSITE AGRICULTURAL EXTENSION PROJECT Karnataka Component Vehicles and Equipment (Rs. '000) Y E A R Unit Total Type Quantity Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost Cost Vehicles Departmental - Heandrtm Sedan (6) 35.0 (6) ,0 - Division_!/ Sedan (5) 35.0 (5) DistrictE/ Sedan (20) 35.0 (6) (6) (8) WD (28) 55.0 (9) (7) (12) Central Taluk 4-WD (60) 55.0 (21) (19) (20) Training Institute Van (10) 58.0 (10) _ Subtotal Staff-owned - VEW Bi- (4425) 0.3 (1000) (1100) (2325) cycle - AEO motor- (750) 5.0 (250) (235) (265) cycle - SMS & TAO " (295) 5.0 (100) (89) (106) Subtotal office Equipment/ Furniture - Taluk (115) 'regular) 4.0 (37) (32) (46) S40 (Central) (60) 7.5 (21) (19) (20) District (20) 4.0 (6) 24.0 (6) 24.0 (8) Division (new) (2) 20.0 (2) (existing) (6) 10.0 (6) _ Headquarters (1) Training Center (5) Subtotal Audio visual Iauimmtt - Cenflal Taluk- (60) 22.0 (21) (19) (20) _ District. e (20) 68.0 (6) (6) (8) Division_/ (8) 60.0 (8) Headquarters-/ h (1) 15.0 (1) Training Center-/ (5) 65.0 (5) Other Extension aids i/ - _ Subtotal Total (excl. Contingencies) Physical Contingencies (5%) on equipment GRAND TOTAL _ a/ Vehicles for ADA, JDA and Headquarters SMS. b/ One per division less existing vehicles. c/ One sedan per PAO, one 4-WD vehicle per SMS team and per addl. DDA. d/ Includes flannel boards and blackboards, megaphones, stencil duplicator, slide viewers and projectors, overhead projector. e/ Includes flannel boards, cassette tape recorder, megaphone, silk screen unit, stencil duplicator with electronic scanner, cameras with flash, slide viewers and projectors, overhead projector. f/ Letter press and accessories, B/W photo processing lab. g/ Flannel boards and blackboards, tape recorders, megaphone, silk screen unit, composing typewriter, still cameras and flash, super 8 mm camera, black and white laboratory, slide duplicator, movie projectors, slide projectors, overhead projector, screens, rear projection screen. h/ Flannel boards, blackboards, tape recorder, megaphone, stencil duplicator with electronic scanner, super 8 mm projector, slide viewers and projectors, overhead projector, screen, rear projection screen. i/ Includes plastic binders for YEW materials, folding blackboard, small slide viewer and small library and insect preservation box at central taluk (Ra.150 per VEW and 300 per central taluk).

85 _ 77 - ANNEX 3 Table 4 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Karnataka Component Training Costs (Rs. '000) Y E A R Unit Total Type of Training a/ Cost Quantity (No.) Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost Cost A. In-Service Training b pre-season (VEW).07-/ (1780) (3400) (5200) (5200) (5200) ,454.6 pre-season (Others).lob/ (337) 33.7 (653) 65.3 (1010) (1010) (1010) short courses (VEW/AEO).07 (1850) (3439) (5253) (5950) (5950) ,570.9 short courses (Others) 1.2 (87) (168) (260) (260) (260) ,242.0 zonal workshop.1 (130) 13.0 (260) 26.0 (400) 40.0 (400) 40.0 (400) refresher training../.35 - _ (1250) Subtotal ,266.0 B. Pre-Service TrainiLng RDTC training-i (550) (550) (550) (575) ,320.0 C. Orientation Training Subtotal, All Staff.1 (2194) (1993) (2231) b D. Scholarships VEw e/ 8.0 (10) 80.0 (20) (30) (40) AEOs7SMS f/ (4) 48.0 (8) 96.0 (8) 96.0 (8) Subtotal ,136.0 Total , ,363.8 Physical Contingencies (57.) GRAND TOTAL ,332.1 at See oara 32, Annex 5 for description of courses. b/ Total for both seasons. c/ At RDTC after training of new staff complete. d/ Based on budget of RDTCSwhose facilities (with the exception of the home science wing) will be used exclusively for training new VEWs required by the project. e/ One VEW per two Districts per year. f/ 2 AEOs and 2 SMS.

86 INDIA ANNEX 3 Table 5 COMPOSITE AGRICULTURAL EXTENSION PROJECT Karnataka Component Incremental Staff Salaries and Incentives (Re. '000) Annual Unit Y E A R Cost Total (Ra.'000) (No.) Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost Cost Incremental Extension Staff Headquarters - ADA 28.0 (1) 28.0 (1) 28.0 (1) 28.0 (1) 28.0 (1) JDA 22.0 (1) 22.0 (1) 22.0 (1) 22.0 (1) 22.0 (1) Division - JDA 22.0 (2) 44.0 (2) 44.0 (2) 44.0 (2) 44.0 (2) TA 12.4 (8) 99.2 (8) 99.2 (8) 99.2 (8) 99.2 (8) District - Addl.PAO 21.0 (1) 21.0 (1) 21.0 (1) 21.0 (1) 21.0 (1) Asst (2) 33.4 (8) (15) (15) (15) SMS a/ 16.7 (29) (53) (85) (85) (85) , TA 12.4 (5) 62.0 (11) (19) (19) (19) Taluk - AsUt DA 16,7 (34) (62) (115) (115) (115) , SMS 14.4 (39) (66) (100) (100) (100) , TA 12.4 (13) (25) (52) (52) (52) ,405.6 Field Level - VEW 4.2 (180) (626) (1323) (1323) (1323) Subtotal ,179.9 Incentives b/_ VEW 0.24 (445) (850) (1300) (1300) (1300) , AEO 0.60 (62) 37.2 (121) 72.6 (187) (187) (187) Others 0.90 (42) 37.8 (76) 68.4 (116) (116) (116) Subtotal ,112.6 Incremental Support Staff Headquarter - Admin Officer 17.1 (3) 51.3 (3) 51.3 (3) 51.3 (3) 51.3 (3) Manager 11.8 (2) 23.6_ (2) 23.6 (2) 23.6 (2) 23.6 (2) Superintendent 10.2 (5) 51.0 (5) 51.0 (5) 51.0 (5) 51.0 (5) First Div. Clerk 8.1 (5) 40.5 (5) 40.5 (5) 40.5 (5) 40.5 (5) Typist 6.2 (4) 24.8 (4) 24.8 (4) 24.8 (4) 24.8 (4) Driver 5.2 (6) 31.2 (6) 31.2 (6) 31.2 (6) 31.2 (6) Other 4.0 (6) 24.0 (6) 24.0 (6) 24.0 (6) 24.0 (6) Division - Admin Officer 17.4 (8) (8) (8) (8) (8) Superintendent 10.2 (8) 81.6 (8) 81.6 (8) 81.6 (8) 81.6 (8) FDC 8.1 (8) 64.8 (8) 64.8 (8) 64.8 (8) 64.8 (8) Typist 6.2 (14) 86.8 (14) 86.8 (14) 86.8 (14) 86.8 (14) Photo/Artist 10.2 (10) (10) (10) (10) (10) print. staff c/ 5.8 (24) (24) (24) (24) (24) Other 4.0 (7) 28.0 (7) 28.0 (7) 28.0 (7) 28.0 (7) District - Admin Asst (5) 63.5 (11) (19) (19) (19) Typist 6.2 (6) 37.2 (12) 74.4 (20) (20) (20) Taluk - FDC 8.1 (24) (33) (87) (87) (87) , sdc d/ 5.8 (21) (40) (60) (60) (60) , Typist 6.2 (43) (67) (128) (128) (128) , Driver 5.2 (21) (40) (60) (60) (60) ,253.2 Subtotal ,128.3 GRAND TOTAL ,420.8 a, Includes 5 extra SMS positions so that one SMS can be assigned to each Rural Development Training Center on a rotational basis. b/ Advanced Increment to be awarded to 25Z of the staff for good performance. c/ One compositor, printer and binder per division. U/ For Central Taluk only.

87 INDIA ANNEX 3 Table 6 COMPOSITE AGRICULTURAL EXTENSION PROJECT Karnataka Component Incremental Operating Costs (Rs.'OOO) Annual Y E A R unit Total cost (Numbers) (No.) Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost Cost Operating Expenses & Extension Materials VEW/AEO 0.4a/ (2030) (3885) (5950) (5950) (5950) ,711.5 Other staff b I1a_/ (108) 54.0 (208) (320) (320) (320) ,170.0 Other expenses C/ (35) (68) (104) (104) (104) ,660.0 Subtotal ,541.5 Incremental Travel Allowances & Expenses 0.44' (180) 72.0 (626) (1323) (1323) (1323) ,910.0 AEO/Asst, DA/SMS (T) 1.8e/ (308) (594) (925) (925) (925) ,618.6 District SMS 2.4 (24) 57.6 (48) (80) (80) (80) Division 3.6 (2) 7.2 (2) 7.2 (2) 7.2 (2) 7.2 (2) Headquarters 4.8 (1) 4.8 (1) 4.8 (1) 4.8 (1) 4.8 (1) Subtotal ,337.4 Vehicle Operating Costs Central Taluk (diesel) 6.0/ (21) (40) (60) (60) (60) ,446.0 District (diesel) 10.I / (9) 90.0 (16) (28) (28) (28) ,090.0 (petrol) (6) (12) (20) (20) (20) ,365.0 Division (petrol) 21.02_/ (5) (5) (5) (5) (5) Headquarters (petrol) 30.Oj. (6) (6) (6) (6) (6) Subtotal ,326.0 Total (excl. contingencies) ,204.9 Physical contingencies (5%/) ,310.4 GRAND TOTAL ,515.3 ' Includes printing of diaries, charts and instructional materials, samples of small implements, seeds, pesticides for demonstrations during training and field trials, poster paper and paints for simple visual aids. Taken at 50% of unit cost in year 1, 577 in year 2, 100% thereafter. b/ Includes SMS, Central TAO, PAO. c/ Rs.4,000 per Central Taluk, District and Divisional Office. d/ Fixed TA at Rs.32.5 p.m. e/ Mileage allowance at Rs.150 per month. f/ 15,000 Rs.0.4/km. g/ 25,000 Rs.0.4/km. h/ 25,000 Rs.0.7/km. i/ 30,000 Rs.0.7/km. i1 42,500 Rs.0.7/km.

88 ANNEX 3 INDIA Table 7 COMPOSITE AGRICULTURAL EXTENSION PROJECT Karnataka Component Monitoring and Evaluation (Rs. '000) -YEAR Y E A R Annual Unit Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost (No.) Cost Total Cost Staff Salaries Head, Evaluation Unit a/ 22.0 (1) 22.0 (1) 22.0 (1) 22.0 (1) 22.0 (1) Head, Sample Survey 20.2 (1) 20.2 (1) 20.2 (1) 20.2 (1) 20.2 (1) Agric. Econ (1) 16.7 (1) 16.7 (1) 16.7 (1) 16.7 (1) Field Supervisors 14.4 (8) (1) (1) (1) (1) Field Investigators 10.2 (12) (24) (40) (40) (40) ,591.2 Statistical Clerks 8.1 (5) 40.5 (5) 40.5 (5) 40.5 (5) 40.5 (5) Typists 6.2 (2) 12.4 (2) 12.4 (2) 12.4 (2) 12.4 (2) Head, Ad Hoc Studies-b/ 20.2 (1) 20.2 (1) 20.2 (1) 20.2 (1) 20.2 (1) Social Scientist 16.7 (1) 16.7 (1) 16.7 (1) 16.7 (1) 16.7 (1) Research Officers 12.4 (2) 24.8 (2) 24.8 (2) 24.8 (2) 24.8 (2) Statistical Clerk 8.1 (1) 8.1 (1) 8.1 (1) 8.1 (1) 8.1 (1) Typist 6.2 (1) 6.2 (1) 6.2 (1) 6.2 (1) 6.2 (1) Subtotal ,106.2 Vehicles & Equipment Department Vehicles - Sedan 35.0 (1) WD 55.0 (2) Staff owned - motorcycles 5.0 (20) (12) 60.0 (16) Furniture & equipment.c/ 40.0 _ Subtotal Operating ExPenses Travel allowance-/ 2.4 (27) 64.8 Vehicle operating cost (39) 93.6 (55) (55) (55) (1) 20.0 (1) 20.0 (1) 20.0 (1) diesel 15.0 (2) 30.0 (2) 30.0 (2) 30.0 (2) 30.0 (2) Office expenses Consultants Fees b/ petrol 20.0 (1) 20.0 Subtotal ,104.4 Total (less Contingencies) ,635.6 Physical Contingencies e/ GRAND TOTAL ,712.1 a/ Head of unit will draw on support from UAS social science faculty equivalent to one man year in sample survey section and one man year in ad hoc studies. b/ Selected studies to be contracted out to UAS. C/ Includes desk and pocket calculators. d/ Assumed at Rs.200 p.m. for all professional staff. e/ 5% on equipment and operating expenses only.

89 ANNEX 3 Table 8 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Karnataka Component Requirement and Availability of Extension Staff by District AEOs -/ Required Aest, DA Farm/ b VEWs.C/ New and SMS New - Families VEWs-/ Avai- VEWs Avai- SMS Avai- SMS Avai- New DISTRICT ('000) Required lable Required lable Required lable Required Required lable Recruits YEAR - I 1. Mysore Dharwar Bijapur Raichur S. Gulbarga Subtotal - YEAR I t YEAR - II 1. Shimoga Hassan Mandya Belgaum Bellary Chitradurga Subtotal - YEAR II YEAR - III 1. Bangalore Kolar Tunikur Dakshina Kan Chickmagalore Kodagu Uttara Kan Bidar Subtotal - YEAR III GRAND TOTAL a/ Source: 1971 Agricultural Census. b One per 400 to 800 farm families. c/ Includes 1855 VEWs to be transferred from the Community Development Department plus 2022 in the DOA. d/ Sufficient staff available.

90 -82 - ANNEX 3 Table 9 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Karnataka Component Requirement of Extension Staff by Year Y E A R VEW Existing Staff Yearly Cumulative New staff required Yearly Cumulative Training output Yearly Cumulative AEO Existing staff Yearly Cumulative TALUKA Existing Subdivision Yearly SMS a/ Cumulative New Subdivision SMS a/ Yearly Cumulative Existing Asst, DA Yearly Cumulative New Asst. DA Yearly Cumulative DISTRICT LEVEL New District SMS b/ Yearly Cumulative Existing District c/ Yearly H.Q.A. (Input Officer)- Cumulative New Dist. H.O.A. Yearly (Input Officer) c/ Cumulative Existing Addl. DDA Yearly Cumulative Existing PAO Yearly Cumulative New PAO Cumulative I DIVISIONAL LEVEL Existing JDA Yearly Cumulative New JDA Yearly Cumulative STATE HEADQUARTERS Existing DDA Yearly (SMS) Cumulative New JDA (Adaptive Yearly Research) Cumulative New Addl. DA Yearly (Routine work) Cumulative a/ Subdivision SMS - Agricultural Officer (AO) b/ District SMS - Assistant Director of Agriculture (Asst, DA) c/ District HQA - Assistant Director of Agriculture (Asst, DA)

91 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Karnataka Component Extension Organization IDIRECTOR OF AGRICULTURE SENIORJD SMS TEAM (Field Trials) DIVISIONS (6/8) DL JDA DISTRICTS (19120) PRINCIPAL AGRICULTURAL ST OF FICER (4 I TALUKS Central (60) TALUK Other (115) ASSISTANT DIRECTOR Total (1175) OF AGRICULTURE (Coordination) TALUK TALUK ASSISTANT DIRECTOR / ASSISTANT DIRECTOR OF AGRICULTURE 0 OF AGRICULTURE AEOEO AE50O AEO VEW (5200) VEW VEW 8 Farmer Units/VEW about 10 contact farmers/unit - 416,000 contact farmers about 80/90 farm families/unit million farm families World Bank

92 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT KARNATAKA COMPONENT LINKAGES BETWEEN EXTENSION & RESEARCH Directorate State Level University of of - Technical m Agricultural Agriculture Committee Sciences I ' Director I tatutzory of Research Agriculture I Council Division L onajd Zo a fsmspcogrttemr District [~~~~~ J l - District = -2 Leveo B PAO Technical _Feld ra Tal uka oo TAO (SMS) AEO World Bank

93 ANNEX 4 Page 1 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT TRAINING I. Introduction 1. An objective of an agricultural extension service is to increase agricultural productivity and thus farmer incomes. To do this, farmers need the knowledge and skills for efficient management of their crops, livestock, physical resources and the farm business as a whole. Essentials of success include incentives for production, practical and evolving technology, and availability of markets, inputs, credit and transportation. 2. The responsibility of extension agents is to provide the farmer with the knowledge to optimize agricultural potential, and to verify new technology as it develops. A training program is thus essential both for farmers and extension workers. In addition, practical training is essential for extension workers since they must be able to demonstrate to farmers the actual techniques of improved husbandry. II. Present Situation 3. Training for Indian field level extension workers engaged in agricultural and community development was initiated in when 100 extension (gramsevak) training centers were established throughout the country by GOI. These centers were transferred to state governments in To date, 110,000 village level workers have received preservice training and a further 53,000 have obtained refresher training at 83 gramsevak and 25 gramsevika (female extension workers) centers. 4. Extension (graduate) officers from state Departments of Agriculture and Animal Husbandry attend refresher courses at selected agricultural/veterinary colleges located countrywide. Training for 2,900 senior officers in specialized fields and extension administration has been provided at various research centers and at SAU since In addition, short term training opportunities are offered at seminars and workshops organized by SAU and GOI. 5. To provide quality instruction in extension methods, GOI established three Extension Education Institutes (EEI) at Nilokheri (Haryana), Anand (Gujarat) and Hyderabad (Andhra Pradesh). These are supervised by the Training Unit of the Directorate of Agricultural Extension (DAE) of GOI.

94 ANNEX 4 Page 2 6. The DAE Training Unit (TU) provides leadership, guidance and financial assistance to state governments in planning, implementing, supervising, coordinating and evaluating training programs designed for all levels of extension workers. Other functions of the TU include the development of farmer training centers, home science extension education, support for farmer voluntary organizations, youth clubs and farmer exchanges with other countries. III. The New Programs 7. Training programs for extension workers and agricultural administrators must be strengthened to provide better dissemination of advice as a means of overcoming production constraints and to assist farmers in the adoption of improved husbandry practices. The Training and Visit system is the basis for an improved extension service. This system depends on sustained and regular training of extension workers and the transfer of appropriate messages to farmers through regular visits by VEW. The keystone is the continuous practical training of VEW and AEO by SMS who are conversant with the latest research results, active in the identification of local problems and participants in local verification trials. Training in administration and management is required for the higher levels of supervisory staff. Training Strategy 8. Since the extension service is to change farming practices, 1/ training of research-extension-farmer teams must be such that it imparts the specific information needed. There is little merit in merely telling the farmer "use fertilizer." The farmer needs to know how to carry out each task in the fertilization process: (1) identification of crop nutrient needs, (2) selection of the correct fertilizer, (3) calculation of the amount of fertilizer needed based upon field size and recommended rate of application, and (4) application so as to ensure an even spread of fertilizer at the correct time and depth. It is best if VEW actually work with the farmer in performing these tasks. This implies that VEW must be able to perform all tasks and, likewise, AEO and SMS who train VEW must also be able to perform all tasks. 9. Furthermore, trainers of SMS (generally research workers and college professors) need to be acquainted with farming operations and how they are best performed. This requires a change in present training methods from a reliance on lectures to "learning by doing." 10. The first step in the design of appropriate training programs is an identification of the skills and knowledge required by the farmer to 1/ i.e. planting new varieties, improved crop stands, more efficient use of fertilizer or irrigation water, to produce higher yields and greater disposable income.

95 ANNEX 4 Page 3 improve his production. The second step is to identify which of these will be taught by VEW to the farmer. The order of operations and their seasonal priority is then determined so that VEW can receive appropriate training at the proper time. AEO, as supervisor of VEW, will also need training in what is to be passed on to the farmer. The training AEO receive should be at a higher level than that given to VEW so that AEO can help VEW in adaption of this knowledge to meet local needs of farmers. AEO should also be able to answer more advanced technical questions, and to identify practical problems. For subdivisional and district SMS, even greater depth of knowledge is required so as to be able to instruct both AEO and VEW. 11. Research workers will need to develop an ability in field identification of factors limiting farm production and in targeting research programs to the practical resolution of these problems. This implies joint farm visits between SMS and research workers; cooperation in the design, execution and analysis of trials on farmers' fields; and the continuous exchange of information and ideas between research, extension and farmers. Both this project and NARP support these activities. Tests and Demonstrations 12. To provide a measure of the effectiveness of training programs and to permit trainees to assess progress, short tests of knowledge and demonstration of skills would be integrated into the training programs. Precourse testing would assist instructors in emphasizing those areas in which trainees need the most assistance and would eliminate instruction in areas in which trainees already possess adequate skill or knowledge. Pretesting helps the trainee identify areas in which he needs assistance and thus provides some motivation to learn. Testing may include identification of limiting factors such as diseases, insects, nutritional deficiencies, or demonstrations by the trainee of crop production techniques. Emphasis should be placed on the practical rather than extensive testing of written knowledge. Comparison of pre- and post-course tests will permit the trainee to identify what he has learned and the instructor to evaluate the effectiveness and adequacy of his instruction. Training for Extension Workers 13. Fortnightly training of VEW and AEO by SMS would be a major feature of the project. Additional and more specialized training would be provided for each category of extension worker (VEW, AEO, SMS, subdivisional and district officers and administrators). These are described below. Village Extension Workers (VEW) 14. Preservice Training. VEW have generally completed secondary school and are then usually given a two-year diploma course in agriculture at a training center. The content, practical training, and length of the diploma course is somewhat variable, but in the past has generally included subjects related to community development in addition to agriculture. These courses need more

96 ANNEX 4 Page 4 emphasis on practical training in crop and livestock production. Several states have already adopted shorter courses concentrating on agriculture. 15. Orientation Training. VEW, upon recruitment, may receive additional training in extension methodology and crop production. 16. Inservice Training: Regular. A major feature of the T & V system is training of VEW once a fortnight. This training is carried out by SMS and, reviewed by AEO with his VEW on the alternate week. For sessions given by SMS, the basic training unit would be a group of VEW and AEO. They would meet on a regular day, once in two weeks, to receive instruction from subdivisional staff (SDAO and SMS), supported as necessary by district staff and research workers. Most sessions would be held where there are means for practical application of lessons taught--at a seed farm, an experimental station, or at a training center. Training would cover actual farm situations most likely to arise over the next two-week period. Time would be allowed for VEW to carry out field operations and practice presentations to peer groups playing the role of farmers. During training, VEW would have a chance to raise and discuss problems which they had encountered. Block Development Officers (BDO), representatives of cooperatives, banks and agro-service centers, irrigation engineers and all other staff participating in agricultural activities would be invited to attend the summary portion of these sessions to ensure coordination of related activities. On the alternate training day in each two week period, the VEW would meet with his AEO to review current problems and practice skills. Preseason training. Prior to each of the two main agricultural seasons (rabi and kharif) VEW would receive a 2-3 day course covering the main seasonal crops and practices recommended for them. These courses would be held at subdivisional or district level. Representatives from headquarters, zonal and district levels, as well as research workers would attend. These courses would initiate the extension campaign for the coming season. Refresher courses, of about six weeks duration, would be given each year to some VEW when facilities are available. Courses would be held at Extension Training Centers or SAU. 17. Specialized training. Some VEW would be given specialized training in particular crops/disciplines which are of special importance in their areas. For this purpose, specialized courses would be organized by the extension service and/or state agricultural universities. 18. Promotional training. Training grants would be available to selected individuals to enable them to obtain a degree and thus qualify for promotion to AEO. Agricultural Extension Officers (AEO) 19. Preservice training. AEO will generally be university graduates, although a number may be recruited directly from experienced VEW. Degree training is available at SAU to make AEO more useful to field service and universities would be encouraged to include more practical field training in their teaching program.

97 -89 - ANNEX 4 Page Orientation training. Suitable instruction would be given in extension methods, the T & V system, and in appropriate specialized subjects such as crop production, crop protection, etc. Some states would appoint new staff members to work for several months with a more experienced AEO in order to gain experience. 21. Inservice training. AEO would attend all training sessions of VEW given at block and subdivisional/district level. At the fortnightly subdivision sessions they would be expected to help SMS in the training. In addition to visiting each VEW in the field, AEO would conduct a review training meeting for their VEW each fortnight. AEO would also be given extra help and training by SMS to develop greater subject matter competency so they can assist VEW in the identification of field problems. Regular training. AEO would, in addition to the fortnightly sessions with SMS and VEW, attend the 2-3 day preseason training sessions twice a year and special meetings and training courses arranged at district level. Refresher training. A number of existing AEO have had inadequate training. While the fortnightly training sessions would help overcome these deficiencies, a somewhat longer refresher training course would be helpful. In the initial years of the project, however, the other preservice and inservice training programs described above will necessarily have priority and efforts should be concentrated on these programs. Once these programs are going well, those AEO most in need of further training would be identified and refresher training would begin. 22. Promotional training for AEO. A small number of scholarships to SAU would be provided each year for extension staff who show exceptional talent and for whom such higher training would be necessary for further promotion. A few AEO will be deputed every year for a two year M.Sc. course at SAU. Subject Matter Specialists (SMS) 23. SMS play an important role in providing technical support and training to AEO and VEW. Few SMS are now equal to the assigned tasks. There would be several levels of SMS: subdivisional; district; and state, each with increasing levels of experience. 24. Selection of SMS has been considered at the national level and the following qualifications have been proposed for guidance of the state governments in recruitment of subdivisional specialists. (i) Fresh Recruits. M.Sc. (Agri.) with specialization in agronomy or other disciplines and preferably at least two years of field experience in agriculture. (ii) Deputations. Specialists with M.Sc. (Agri.) qualifications with appropriate specialization may be taken on deputation from the agricultural universities. Seconding of experts from the universities would be useful also for exposing the campus and research officers to field programs.

98 ANNEX 4 Page 6 (iii) Promotion. Eligible for promotion to SMS would be persons having basic qualification of B.Sc. (Agri.) with at least five years experience in the Department of Agriculture. District and state SMS would need more experience to provide leadership for subdivisional SMS. Subject Matter Specialists - Training 25. Orientation. Newly recruited SMS, particularly those belonging to the promotion category, may require 2 to 3 months training in their specialization. This training would be arranged at the agricultural university or a suitable research institute within the state. 26. Inservice training: Regular. Each SMS would be responsible for keeping up-to-date in his subject matter field. One-third of his time would be spent with research workers and participating in applied research and verification trials supplemented by reading and discussions with co-workers. Preseason activities would take place in the workshop sessions where SMS and research workers develop local recommendations for the next crops. These aspects of SMS work and training would be coordinated at district and headquarters levels. Specialists working at various levels would also require some specialized refresher training to keep them up-to-date with the latest technological developments in the major crops of the area or in their field of specialization. These are described below: (a) Monthly Training. To provide effective training to VEW, it is necessary that SMS keep up-to-date with the latest recommendations. For this purpose, SMS will have 1-2 days training every month at the agricultural university/ research station located in their zone. The Director General, ICAR, is being requested to issue necessary instructions to SAU for assisting the DOA in organizing these courses. (b) Two-Week Regional Courses. SMS posted at subdivisional, district and state level will be provided two week training in production technology of specific crops to improve their professional competence. The courses will be conducted at selected institutes. A copy of the schedule of courses is available from DAE. (c) Six-Month Training in Important Crops. In order to build up the professional competence of SMS, it is considered important that they be given practical training in the cultivation of important food crops on the IRRI pattern. In view of the time constraint and the rapid demand for trained SMS, it has been decided that a composite course of 4-6 months, covering 2-3 important seasonal crops, would be arranged during rabi and kharif every year. To

99 -91 - ANNEX 4 Page 7 start with, this training will be arranged at IARI, New Delhi for the western, central and northern states and at AICRIP, Hyderabad for the eastern and southern states. In these courses, SMS will be deputed for training on the production technology of crops grown in the region. (d) International Training. Practical training in crop production is also available at IRRI (Philippines), CIMMYT (Mexico), ICRISAT (India) and other locations. The international institutes may also participate in training arranged in India. In the past, these training courses were not fully utilized. In consultation with the Director General, ICAR, it has now been decided that in the future DAE would arrange international training of SMS and training staff from the states which have adopted the T & V system. 27. Deputation. The exchange of DOA SMS with SAU is especially desirable. The Director of Agricultural Extension in each state would meet with the SAU to develop opportunities for exchange of personnel. During the exchange, salary, promotion and incidental expenses would generally be the responsibility of the parent organization. 28. Promotional training. A small number of training grants would be available in each state for SMS pursuing a M.Sc. or Ph.D in India or for short, practical training at international institutes. Young (below the age of 35) and especially promising SMS would be given preference for these grants. Administrative Personnel 29. In addition to subject matter training, training in extension methods, administration and management would be available to all supervisory personnel (SDAO, DAO, Joint Directors, etc.) as well as SMS. 30. Preservice and orientation training. Personnel appointed to supervisory positions would generally be experienced within the organization before appointment. At the time of appointment, orientation to exact duties and responsibilities would be provided by supervising officers. 31. Inservice training. Special training opportunities would be organized by the Director of Agriculture for staff at all supervisory levels. Promotional, graduate, and international training/visits in other states or countries may be provided to individuals undertaking additional program responsibilities. Summary of Training in State Programs 32. The ADA (Extension) would be responsible for organizing the training of all staff at zonal and district levels and, with the assistance of senior SMS, would also be responsible for organizing short courses for SMS and other senior staff. The DAO, in consultation with the SDAO, district and

100 ANNEX 4 Page 8 subdivisional SMS, would be responsible for arranging training at the subdivisional level. Thus, the following activities would be scheduled: Activity Where held Frequency Duration Participants Leader Monthly Preparation Subdivision 12 x year 2 days SDAO, SMS, AEO DAO Fortnightly Subdivision 24 x year 1 day VEW (AEO) SDAO, SMS, (about 30) AEO Preseason Zonal or Statewide 2 x year 3-5 days DAO, SMS ADA, SMS, SAU District 2 x year 2-3 days SDAO, AEO, SMS DAO, SMS, SAU Subdivision 2 x year 2-3 days VEW SDAO, SMS Special courses All India 40 x year 2-3 weeks SMS & above TU, ICAR, for SMS as needed to 6 SAU months Statewide As needed 1/2-3 SMS & above SAU months Special courses Statewide As needed 1/2-3 AEO & above SAU for DAO, SDAO, months AEO Special courses Statewide As needed 1/2-3 VEW SAU or Extenfor VEW months sion Training Centers Promotional for Statewide As needed AEO & VEW SAU AEO and VEW months Promotional Statewide As needed 6-48 SMS SAU for SMS months International All-India As needed 1/2-6 SMS & above TU training months Additional training courses may be arranged by the states to provide for orientation, instruction in extension methods and other courses to satisfy local needs.

101 ANNEX 4 Page 9 IV. Training Functions of Directorate of Agricultural Extension 33. The Training Unit (TU) of the Directorate of Agricultural Extension would continue to be responsible for providing leadership and guidance to states in planning, implementing, coordinating and evaluating training programs for extension workers. All state governments will identify an officer to coordinate training activities with SAU and DAE. In addition to assisting states, TU organizes All-India and regional training programs, particularly for SMS and senior officers, at agricultural universities and central research and training institutes. The duties and organization of TU are described in para 2.16 and below. 34. Training of extension personnel is a state responsibility, but at GOI level TU would be the focal point among the states for the collection and exchange of experiences on training. During the five years of the credit, TU would concentrate its efforts in the following areas: (a) Utilization of improved training strategy for extension training in regular inservice programs and in special training at agricultural universities, research institutes, and EEI. Workshops to assure understanding and utilization of training for behavioral objectives and testing of performance would be conducted by TU. These workshops would help local coordinators to prepare detailed course objectives and learning and skill goals. (b) TU would assist the states in developing state training plans for SMS which would: (i) identify the state extension program goals; (ii) set priorities; (iii) identify staffing needs and responsibilities; (iv) specify education-training-experience needed for staff; (v) provide a schedule to assist in orderly staff development, and (vi) identify the role of training and academic institutions in the development and presentation of courses. (c) Courses for SMS. In addition to training arranged within individual states, the TU would organize 200 courses in various crops/disciplines over the next five years for district and subdivisional SMS (see para 26). Year Number of courses to be organized at All-India/Regional level Total 200

102 ANNEX 4 Page 10 (d) TU would arrange for ICAR and other Indian institutions participating in various training programs to develop training materials and manuals. (e) Evaluating Training Programs. The TU would continue to evaluate centrally sponsored training programs, but more emphasis would be placed upon the measurement of skills and knowledge learned rather than the "development of awareness." (f) Visit to states by TU personnel would emphasize the design of appropriate practical training courses. For the first year, the emphasis should be on courses for SMS. GOI would also assist states in the design and coordination of training programs for subdivisional SMS, DAO, AEO and VEW. (g) The TU would arrange for international assistance from ICRISAT, IRRI, CIMMYT, and other organizations in the conduct of training programs for international training of extension workers. Training Unit - Staff Requirements 35. Incremental staff would be needed to strengthen the TU. Rather than appoint national SMS to aid the states, it is proposed that specialists be seconded from ICAR, SAU or other departments within the Ministry of Agriculture for three year assignments to help in planning and organizing the subject matter courses at premier institutions in India. (See Table 3, Annex 5). The following staff would be provided for strengthening the training unit: Joint Director (Training Unit - T & V) I Training Coordinator (Agronomy) 2 Training Coordinator (Water Management) I Training Coordinator (Plant Protection) 1 Senior Extension Officers 1 Assistant Extension Officers (Grade I) 4 In addition, services of experts in other crops/disciplines would be required from time to time to lend technical support to various training programs. These short-term consultants would be required for a duration of days and would be paid Rs 150 per day as honorarium for this assignment.

103 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Directorate of Agricultural Extension Component Summary of Costs (Rs. '000) Year Foreign Exchange Total % Cost Incremental Salaries , Vehicles Equipment C' Operating Costs 1, , , , , , ,566.0 Total 2, , , , , , ,925.5 Contingencies 5% Price , Grand Total 2, , , , , , ,678.5 (- dx

104 - 96- ANNEX 5 TABLE 2 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Directorate of Agricultural Extension Field Extension Unit (Rs. '000) Number Unit Cost Year 1 Year 2 Year 3 Year 4 Year 5 Total STAFF SALARIES Joint Extension Commissioner (1) Director-Field Extension (1) Joint Director (1) , Superintendent (1) Support Staff a! (12) Subtotal EQUIPMENT Cars (4) 35,0 140, Office Equipment Subtotal OPERATING COSTS Vehicles (4) Office Expenses Travel Budget b/ Consultants cf Subtotal ,320.0 Total (excluding contingencies) ,318.0 Plus physical contingencies (5% on equipment and operating costs) GRAND TOTAL - Field Extension Unit ,425.4 a/ stenographers, typists, assistants, etc. b/ 6 trips per staff member (to Asst. Director level) p.a. at Rs. 1,000/- each. After Year 2 includes travel for local consultants at 20 trips per year at Rs. 1,000/- per trip. c/ 6-8 local consultants at Rs. 150 per day; 1 foreign consultant p.a.

105 ANNEX 5 TABLE 3 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Directorate of Agricultural Extension Training Unit (Rs. '000) Number Unit Cost Year 1 Year 2 Year 3 Year 4 Year 5 Total STAFF SALARIES Joint Director - Training Unit Training Coordinators (1) Agronomy (2) Water Management (1) Plant Protection (1) Sr. Extension Officer (1) ,0 18,0 18, ,0 Asst. Extension Officer (Grade I) (4) Subtotal ,0 178,0 178, EQUIPMENT Training Equipment a/ (18) OPERATING COSTS Travel Budget b/ Consultant Services c/ Training Courses All-India/Reg. d/ ,200.0 Overseas Training e/ ,700.0 Subtotal , , , ,110.0 Total (excluding contingencies) 1, , ,0 1,440,0 1, ,450.0 Plus physical contingencies (5% on equipment and operating costs) GRAND TOTAL - Training Unit 1, , , , , ,728.0 a/ Cameras (2); projectors - slide, 8 mm movie, overhead; cassette recorder; magaphone for issue to premier training centers. b/ Six trips per year for Joint Director and other personnel at Rs. 1,000/- trip. c/ 200 man days per year for preparation training courses and technical assistance. d/ 200 All-India/Regional training courses for SMS at Rs. 16,000 each. e/ 200 man months of overseas training for TU and states.

106 -98- ANNEX 5 Table 4 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Directorate of Agricultural Extension Farm Information Unit (Rs. '000) Number Unit Cost Year 1 Year 2 Year 3 Year 4 Year 5 Total STAFF SALARIES Joint Director (T & V) (1) Deputy Director (T & V) (1) Subtotal EQUIPMENT Photographic Equipment a/ Photo Processing Equipment b/ Projectors c/ Audio Equipment d/ Printing Equipment e/ Diesel Van Subtotal OPERATING COSTS Vehicles Travel Budget f/ Consultants' Services g/ Films and Photographic Supplies Paper, Ink Other Materials Subtotal ,123.5 Total (excluding contingencies) ,687.5 Plus physical contingencies (5% on equipment and operating costs) GRAND TOTAL - Farm Information Unit ,811.5 a/ 35 mm cameras (2), 120 mm cameras (3), super 8 mm cameras (1), flash unit (1). b/ color and black and white processing laboratory, slide duplicators. c/ movie projectors (16 mm (4 nos.), super 8 mm (3 nos.), slide projectors of various types. d/ cassette recorders (4), tape duplicator (1), megaphone. e/ power driven letter press with accessories, composing typewriter (1), silk screen. f/ six trips per year for Joint Director and Deputy Director at Rs. 1,000 per trip. j/ both local and/or foreign consultant services.

107 ANNEX 5 Table 5 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT DAE Component Existing Staffing Pattern of Directorate of Extension Extension Administration Director 1 Deputy Director 4 Special Officer (Project) 1 Assistant Administrative Officer 1 Other Supporting Staff 82 Extension Training Director 1 Joint Director 4 Senior Extension Officer 2 Senior Home Economist 1 Extension Officers 4 Regional Home Economists 4 Other Supporting Staff 64 Information-communication Director 1 Joint Directors 1 Editors 4 Deputy Directors (F.I.A.) 1 Exhibition Officer 1 Horticulture Officer 1 Offset Production Officer 1 Chief Artist 1 Business Manager 1 Other Supporting Staff 188

108 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT DIRECTORATE OF AGRICULTURAL EXTENSION COMPONENT Organization Chart Minister of Agriculture I~z Secretary of Agriculture I Additional Secretary Jon eretary and EtninCommissioner Joint 7 Comissine Dep Dir. Dp. Dir. Dep. Dir. ctor Dire. tr DiF r Adm. Dir Adm. ~~~~~Ad m. Asst. Adm. Off. D.Di.J.Drt..DrFamW ens ICoor. (Per (Farm Off. (Proj.) vatl. 1g Frog Info.) Dt. (Fm If.) F.If. J.Dr. PIg Monitring il ~~~~~~~~~~~~~~dm.& Editing lides IEvaluation World Bank

109 INDIA COMPOSITE AGRICULTURAL EXTERSION PROJECT MAIN PER00RMANCE INDICATORS OP IDA- FINANCED AORICI7LTORLAL EXTENSION PROJECTS West Bengal Agrisrltoral Are oee B-nfitt Con-tot EnteRsion Staff Suober CCiil Works TCop0.or.ntio boolon...t TetRinigi 51 -rj&o-scs-e 4/ Crp an Ado..traiv Dots iro ilers faroor Bi Ir ub-div. AOl OC ffic- ho.e. Mtr.Bccl..rpndEr Co_reo Handays OSf CM) Blocs. Sob-dir. N (DOG) DOE SMS ODAO DMS Vehicles Motorycle 8. 8 Roo_e Coc_ onc roi ~~~~~~ha Eoteoion & Be...rcih (Ce 690R1M Effective.jp- Aupg. 30 ' SB idol Corren tlrgot Jove 3 ' DO ol3.3 Achie- -en es of Jane30 '78t ebbl 0 ovr_ts Oltra.eIed for 347 hnaoe. ho t noch.r.nonie ti-od Deolpeent (C, 682-CS) E io _ntne 3877 At full do-olop-te Dco 31' ' Cornttret ln ' h boo AohiCtevenetsa of J-n 30' BaR-ke Cebie tapprova for inproenat.ti obtained Feb. '78 abange SASS etto- Sept Madhyn pradesh Agrico1toraI fotnos Eon& B.sesr-h(Cr R P12-IS) Z/ ~~~~~Eff-obv Sept. 0 '77 As fobb d-rlopee.. Sept. 30 ' Ii bb Carn agt Sept. ' lb 1.3 Asicleeeee...ts asf Mas So Re-ak. tenle m1isso Ontob-r 1978 report -aisfat-oy prov-o.. RaJas.t.han Agrb-l-ual Eatn boo 6 Rees..rih icr P37- IS) ~~3~~1 ~EffectIve- Feb. 6 7 At Cr11 d-olopeet M-rh 31 ' ii i? Earrent targe Feb. 28 ' I1.7 Aohierenen as'. of o.. 30 ' 78 2B 50 i ib B tnr-ka Training Center being reovted. tona m-..isso ibri9p reon _alfcoyprgen CItnosio & Resarh (Co 728-1N3 iffeoltre Sspt. 38 '77 At fo11 develo1p-et Marc h 31 ' C-preo t_rge Jun Achiensont as or June 30 'PA If lb : Remrk SaactiE...d buildings under ray Bihar Agrioub-trrI Enieslo 4 Beeaph (Cr 761 IN) Efo-tive Mey 2 '78 At foil development AprIl 30 ' I Current target May ' Anhi--meta o.f Sept. 30 ' Renooks Projeot tvple...tatiu lus.. toaring. VFW trana.ferrd tn 6 dietrirte. Pull govrne- - notn gtveo. ADA feot-nso) appoioted. ifthe Stats-ride West fi-oga Agricultural oernb eraroh Project cs-er 17 districts, Including the 6 districts in ehich the T 4. V ny.ttnne firt.t introd-nd in 1975 asa-up.. e.t In tbs West Bongal Agi -1tra.Bnsapet Projeot (Credit 541-IS). 21Th Mdya Pradeeb.proe-taar-r 15 of 43 dlerrirte in the State, but the is coerd di striate cout fun nice not lop ort-t -blhi arasc Madhyr Pradeeh. 3i The Rajastha ProI i ovr l the d!tariott of rea-o le agrii-lturl potential. afprojm ceo oe t nnol he -te_ ta serolos, hot agrtui.toral r..erc. rhthh Is e-regth-ndu.denteeprjcs S-n th-r nooponots aecsof additinna.l staff, equip-so and horoing eqrir-d bh.a... uf the s-ga-ieattn ofetnsin Curren -r ti-tv targets and r-iu, d.bureo- o r a f irtohb- 31, Traiingdop -o ioolode sgul-r f o,ottghtly VEW6 traiin.l.

110 ANNEX 6 TABLE 2 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT All Components Implementation Schedule PRE PRE-BOARD EFFECTIVE Month after Effectiveness ITEM PRESENTATION NESS 1,2,3,4,5,6,7,8,9,10,11,12,13,14,15,16,17,18,19,20,21,22,23,24 Civil Site Works Selection Prepare Start Vehicles Tender Construction & Equipment Staff Prepare Tenders for: Purchase: Vehicles Equipment Appoint Appoint ADA (EXT) ZOA, SDAO Selection/Appointment of SMS Selection/Appointment of AEO Transfer of VEW Proj ect Monitoring Selection of Staff Appointment of Staff Data Collection and Eyaluation Training Orientation All Other DAE Appoint Joint Commissioner Selection of Staff and Appointment Implementation of FEU a/ Phased in Gujarat and Karnataka

111 ANNEX 6 Table 3 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Estimated IDA Disbursements Disbursements Semester Cumulative st a/ - - 2nd a st nd st nd st nd st nd st b/ nd st a/ Estimated effectiveness date April 1, bl Estimated closing date September 30, 1984.

112 ANNEX 7 INDIA COMPOSITE AGRICULTURAL EXTENSION PROJECT Reference Material Available in the Project File on file at South Asia Regional Information Center-Document No. 143,544 GUJARAT B-1 Appraisal of the Gujarat Agricultural Development Project, Agriculture, Forest and Cooperation Department, Government of Gujarat. Gandhinagar Mimeo. (Revised March 30, 1978). HARYANA B-2 Haryana Agricultural Extension Project, Department of Agriculture, Haryana, Chandigarh Mimeo (January 1978 with revisions). KARNATKA B-3 Project for Agricultural Extension and Research in Karnataka, Project Formulation Division, Planning Department, Karnataka Government Secretariat. Bangalore Mimeo (December 1977 with revisions). MAHARASHTRA B-4 Project for Strengthening of Agricultural Extension Organizaton, Maharashtra State Department of Agriculture Mimeo (January 6, 1978). GOI B-5 National Extension Projects: Central Directorate of Extension, Directorate of Agricultural Extension, Ministry of Agriculture and Irrigation, typewritten with revisions (April 6, 1978). WORLD BANK B-6 Agricultural Extension: The Training and Visit System, Daniel Benor and James Q. Harrison. Printed World Bank (May 1977). B-7 A System for Monitoring and Evaluating Agricultural Extension Projects, Michael M. Cernea and Benjamin J. Tepping. Printed World Bank Staff Working Paper 272 (December 1977).

113 J S \. S.R U _.J us S R I I.f. >xq IBRD 13649R1 OCTOBER 1978 INDIA AGRICULTURAL EXTENSION SERVICE PROJECT AFGHANISTAN i 6' {. ' -, /, I S,,a - *. # JAMMU cnd KASHMIRj 1j. "', '1 FIHVIMACHALI. o' C PRADESH o NEW PROJECTS EXISTING PROJECTS STATE CAPITALS NATIONAL CAPITAL DISTRICT AND/OR PROJECT BOOUNDARIES STATE BOUNDARIES -. INTERNATIONAL BOUNDARIES 4W) ?0 SOMy Obo PUNJAB \ ' 20n0 3T0 4y0 50 N P A K I S T A N t ilmes PAKISTAN~~~~~~~~~~~~~~~~~~~~~~~~~IKMBHTNC / DEL~~~~~~~EHI \ < tntr, g UTTAR PRADESH. > 5 (/1 B t.n~nno,.. R M A - tz - nmaharashtra.~~~~~~~~~~~~~~~~~~~~~~h... -Wd?.. \ TAMIL NADU. o ofb o/. T 0.., tala > / w f Bngo : B%~v/ '-'-' ----N4 ( of\' ' ' I ', 7QNS,.,+ i.b