This paper examines the evolution and spread of Agricultural Technology Management Agency (ATMA) over the last decade and considers some of the challenges of national implementation of a decentralized process in the public-sector extension system of India. Using primary and secondary sources, in addition to interviews and discussions gathered at a recent national workshop, this paper examines whether the inherent organizational capacity, culture, and management within the public-sector extension system has been addressed by ATMA during the pilot period, during the national scale-up, and now under the revision guidelines. Using an organizational capacity framework, the paper concludes that despite the ambitions of the program, the inherent capacity and culture of public-sector agricultural extension in India, where limited organizational learning from implementation process is taking place, limits the ability of ATMA to fulfill its original objectives.
Links:
[1] http://admin.indiaenvironmentportal.org.in/reports-documents/decentralization-public-sector-agricultural-extension-india
[2] http://admin.indiaenvironmentportal.org.in/category/author/claire-j-glendenning
[3] http://admin.indiaenvironmentportal.org.in/category/author/suresh-c-babu
[4] http://admin.indiaenvironmentportal.org.in/category/publisher/international-food-policy-research-institute
[5] http://admin.indiaenvironmentportal.org.in/category/thesaurus/agriculture
[6] http://admin.indiaenvironmentportal.org.in/category/thesaurus/india
[7] http://admin.indiaenvironmentportal.org.in/category/thesaurus/public-sector
[8] http://admin.indiaenvironmentportal.org.in/category/thesaurus/technology
[9] http://admin.indiaenvironmentportal.org.in/category/thesaurus/farmers