National Agricultural Extension Strategy (NAES)

Foreword
Government, through the Ministry of Agriculture, Animal Industry and Fisheries has formulated the National
Agricultural Extension Strategy to guide, harmonize and implement agricultural extension services to farmers,
farmers’ groups, and other actors in agriculture value chains throughout the country.
This strategy is in response to government’s commitment to realize an agricultural revolution in the country
in line with the National Agriculture Policy (2013) and the National Agricultural Extension Policy (2016). It
is intended to effectively and efficiently provide agricultural extension services in order to support sustained
progression of smallholder farmers from subsistence agriculture to market oriented and commercial farming.
The strategy goal, objectives, and activities reflect consensus generated during highly interactive consultations
and dialogues with extension service personnel and other stakeholders including farmers and farmers’ groups,
local governments, related ministries, departments and agencies, subject matter specialists, private sector, civil
society, academia, policy makers and development partners.
Agricultural extension is and remains the “Heart and Soul” of the knowledge base of the Ministry of
Agriculture, Animal Industry and Fisheries and is one of the most important elements for agricultural sector
transformation. The reformed agricultural extension system is expected to significantly improve production
efficiency, competitiveness and foster commercialization of smallholder farmers still engulfed in a viscous
cycle of poverty.
Agricultural extension services, therefore, will be provided through a more pluralistic, inclusive, equitable,
decentralized, integrated and harmonious system that links all categories of extension users along the value
chain with appropriates services, innovative technologies and the market. The new extension system puts the
smallholder farmer at the Centre. It advocates for stronger linkages with research, educational and farmer
institutions for effective agricultural services delivery to farmers.
I thank everyone who has contributed to the formulation of the strategy and my Ministry is committed to
sustain the momentum and enthusiasm generated during its implementation. Particular thanks go to members
of the multi-sectoral and multi-institutional technical working group for steering the process; consultants
for technical assistance; and support received from our development partners; particularly the United States
Government through the Feed the Future Enabling Environment for Agriculture Activity, the Royal Netherlands
Embassy, and the World Bank.
For God and My Country
Hon. Vincent Bamulangaki Ssempijja (MP)

MINISTER
Ministry of Agriculture, Animal Industry and Fisheries
National Agricultural Extension Strategy 3

Table of Contents
Acronyms and Abbreviations 5
Glossary 6
Executive Summary 8
1. Introduction and Background 9

1.1 Introduction 9
1.2 Strategy Context 9
2. Situational Analysis 11
2.1 Previous Extension Approaches and Lessons Learnt. 11
2.2 Challenges and Constraints 13
2.3 Opportunities 13
3. Strategic Direction 16
3.1 Development Problem 16
3.2 New Strategic Direction 16
3.3 Vision, Mission, Goal and Guiding Principles 16
4. Objectives, Strategies, and Activities 18
5. Institutional Arrangements for Implementation 36

5.1 Mandates, roles and responsibilities 36
5.2 Managing coordination and collaboration linkages. 42
5.3 Roles of other stakeholders 42
5.4 Ensuring effective data and information management. 45
5.5. Creating an enabling legal framework 46
6. Planning and financing framework for the extension service 47

6.1 Objective and Strategies 47
6.2 Structure of publicly financed extension budget. 47
7. Monitoring, Evaluation and Learning Framework 49
Knowledge Driven Agricultural Revolution 4

Acronyms and Abbreviations
ASSP Agricultural Sector Strategy Plan
Bn Billion
CAO Chief Administrative Officer
CSO Civil Society Organization
DAES Directorate of Agricultural Extension Services
DAO District Agricultural Officer
DCDO District Community Development Officer
DCO District Commercial Officer
DLG District Local Government
DPMC District Production and Marketing Coordinator
DPMO District Production and Marketing Officer
DVO District Veterinary Officer
FY Financial Year
GoU Government of Uganda
ICT Information and Communication Technology
LG Local Government
MAAIF Ministry of Agriculture, Animal Industry and Fisheries
MDAs Ministries, Departments and Agencies
M&E Monitoring and Evaluation
MFPED Ministry of Finance, Planning and Economic Development
MTIC Ministry of Trade, Industry and Cooperatives
MT Metric Tons
NAADS National Agricultural Advisory Services
NAGRIC&DB National Animal Genetic Resources Center and Data Bank
NAEP National Agricultural Extension Policy
NAES National Agricultural Extension Strategy
NARO National Agricultural Research Organization
NDP National Development Plan
NGO Non-Governmental Organization
NSAs Non-State Actors
PMG Production and Marketing Grant
PMO Production and Marketing Office
S.C Sub County
UCDA Uganda Coffee Development Authority
UGSH Uganda Shillings
US$ United States Dollars
ZARDI Zonal Agricultural Research and Development Institute

Glossary
Agriculture (also called farming or husbandry): The art and science of growing crops, rearing of livestock,
fish, bees, and other productive insects.
Agricultural sector: Includes crops, livestock, agro-forestry, fishing, apiculture, sericulture and other related
activities.
Agricultural Extension Services: These include interventions/activities by government and NSAs that
facilitate the access of farmers, their organizations, and other value chain actors to knowledge, information,
and technologies; mediate their interaction with other relevant organizations; and assist them to develop
their technical and management capacity in agriculture and family life. Agricultural Extension System: The
agricultural extension system includes the entire set of organizations and institutions (public, private, civil
society), that are involved in providing agricultural extension services.
Beneficiaries: Individuals and organizations directly reached and benefiting from agricultural extension
services.
Client-led extension services: This is a type of service where extension service providers routinely adopt a
mindset of listening carefully to the demands/needs of beneficiaries as a basis for any interventions.
Commercial agriculture: Production of crops, livestock, fish, apiculture and sericulture products primarily for
sale.
Farmer Empowerment: Building the capacity of individual farmers and farmer institutions to have greater
access and control over structures and processes that transform their resources and assets into outcomes that
they desire to achieve their goals.
Extension Worker: Personnel employed by agricultural extension service provider organizations (Government
and NSAs) deployed to work directly with beneficiaries. Such personnel can be from a range of disciplines
including agriculture, agricultural engineering, nutrition, agribusiness and related areas.
Farmer: A person who grows crops, or rears livestock fish, bees, silkworms and other productive insects.
Formal linkages: This is where organizations sign binding written agreements to guide their joint activities
such as a memorandum of understanding. There are two types of formal linkages: 1) formal agreements to
cooperate with extension services and 2) formal agreements to collaborate on extension activities, where joint
collaboration on specific activities is defined and agreed upon.
Farmer organizations: Farmer organization is a generic word that includes farmer groups, farmer forum,
farmer cooperatives, and other types of formal and informal collective structures.
Gender: Expected behavior and social characteristics (roles, responsibilities, decision making powers, status,
access and control over resources) of men and women as determined by cultural norms in a particular
community.
Informal linkages: These are working relationships between organizations with no written binding agreement.
Multi - Stakeholder Platforms - This is a physical or virtual forum that brings together different stakeholders to
interact and work together towards mutually agreed goals and objectives.

Non-State Actors: These entities or individuals that deliver extension services but are not part of government.
Examples include; private extension providers, inputs dealers, traders, farmers’ organizations and NGOs.
Private sector: That part of the economy, which is run by private individuals or groups, usually as an enterprise
for profit, and is not controlled by the state.
Subsistence agriculture: A type of farming in which most of the produce is consumed by the farmer and his
or her household, rather than being produced for sale.
Technical content: All types of information, data, good practices, machinery, equipment, services, or other
types of technology to be extended to beneficiaries.
Youth: Persons between the ages of 18 and 30 years.

Executive Summary
The National Agricultural Extension Strategy (NAES) is derived from the National Agricultural Extension
Policy 2016 and was developed through a wide consultative process. The NAES is also aligned with the Five-
Year National Development Plan (NDP II) 2015-2020.
The Directorate of Extension Services (DAES) is mandated by the policy to work closely with existing MAAIF
Departments and Agencies; other sector Ministries and Non- State Actors on the provision of agricultural
extension services. The new strategic direction articulated in this strategy, is to transform extension from a
system of parallel institutionally fragmented public and non-state actors to a well-coordinated, harmonized,
regulated pluralistic service with multiple providers addressing diverse needs. The second dimension of the
new direction is to address the extension needs along the entire value chain (as opposed to the previous focus on
mainly primary production) and synergistic integration with other agricultural support services for optimum
return on investment.
The strategy has therefore been designed based on four strategic objectives: (i) To establish a well-coordinated,
harmonized pluralistic agricultural extension delivery system for increased efficiency and effectiveness. (ii)
To empower farmers and other value chain actors (youth, women and other vulnerable groups) to effectively
participate and benefit equitably from agricultural extension processes and demand for services (iii) To develop
a sustainable mechanism for packaging and disseminating appropriate technologies to all categories of farmers
and other beneficiaries in the agricultural sector (iv) To build institutional capacity for effective delivery of
agricultural extension services.
The Strategy elaborates the mandates, roles and responsibilities of MAAIF, the Directorate of Agricultural
Extension Services, techinical Directorate and Agencies, Production and Marketing Departments of Local
Governments, other relevant Ministries, Departments and Agencies as well as Non-State Actors. In particular,
DAES will be the key facilitator and coordinator of all actors in extension service delivery during the
implementation of this strategy.
These objectives will be vital in creating an efficient and effective agricultural extension service. The strategy
has been designed with innovative approaches to not only enhance stakeholders’ coverage, competencies and
skills, but also to generate relevant and adequate information and knowledge base from dissemination to
beneficiaries and to guide strategic interventions. The strategy also puts a premium on tracking and monitor
progress, account to those concerned as well as learning and adapting for continuous improvements.
The implementation of the Strategy will require Uganda Shillings 888 billion over five years, of which UGX 294
billion will be Wage and UGX 593 billion Non Wage.

1. Introduction
1.1 Introduction This transformation will be achieved, among others,
through a modern and indigenous knowledge-based
In 2014, Cabinet approved the reform of the agriculture as reflected in the National Agricultural
Agricultural Extension Services which resulted in the Policy (NAP) whose vision is “a competitive, profitable
transfer of the extension function from the National and sustainable agricultural sector” that will be realized
Agricultural Advisory Services (NAADS) to a newly by “transforming the sector from subsistence farming to
created Directorate of Agricultural Extension Services commercial agriculture”.
in the Ministry of Agriculture, Animal Industry
and Fisheries (MAAIF). Under the same reform The overall development and growth of the sector as
process, NAADS was reassigned the role of input stated in NAP is anchored on three strategic thrusts:
distribution and strategic interventions. To enable a) increasing production and productivity with a
the new Directorate to start with a clear direction and focus on selected strategic enterprises for each of
roadmap, in January 2016, the Ministry embarked the ten ecological zones in Uganda; b) strengthening
on the formulation of the National Agricultural capacity in technical areas of agriculture such as
Extension Policy (NAEP) which Cabinet approved on seeds, agrochemicals (including fertilizer), water for
25th October, 2016. production, mechanization, etc.; and c) strengthening
the capacity of government and non- governmental
To operationalize NAEP, the Ministry concurrently institutions in the sector to efficiently deliver
developed the National Agricultural Extension productivity enhancing and regulatory services
Strategy (NAES) which was approved by Top Policy necessary for the sector’s growth. Agricultural
Management in April 2016 and by Cabinet in extension is one of the services that will play a pivotal
October 2016. NAES is a detailed implementation role in realizing this transformation.
plan for delivering the policy objectives of the NAEP.
It elaborates the strategies and activities that will be This role of agricultural extension has also been
implemented and the outputs that will be generated recognized and emphasized in all periodic national
to achieve the objectives of the policy. It also defines and sector development plans over the last two
the mandates, roles and responsibilities of various decades including the current National Development
institutions and organizations that will be involved Plan (NDP II) (2015 /2016 - 2019/2020) and the
in the implementation of the Strategy. Furthermore, Agricultural Sector Strategic Plan (ASSP 2015-2020).
NAES presents the indicative budget required for The sector strategic plan has consistently given
implementing the Strategy as well as the results emphasis to strengthening research and extension
framework and the monitoring, evaluation and services, identifying and building key human resource
reporting arrangements. capacity; technology adaptation and adoption at farm
level including modern irrigation technologies; up
1.2 Strategy Context scaling the transfer and utilization of food-production
and labor-saving technologies for women farmers;
NAEP, which this Strategy will operationalize, is increasing access to and use of critical farm inputs;
designed to contribute to the achievement of high promoting sustainable land use and soil management;
level national and sector policy frameworks as nutrition and increasing access to agricultural finance
well as the continental Comprehensive African with specific attention to women. All these priorities
Agricultural Development Program (CAADP) and require effectively functioning extension services to
the United Nations’ Sustainable Development Goals. realize.
At national level, the Uganda Vision 2040 envisages
a transformed Ugandan society from a peasant to a The NAEP therefore, has been developed to provide
modern and prosperous country within 30 years. long-term strategic direction for agricultural extension

services in the country. The new strategic direction direction is to address the extension needs along the
is to transform extension from a system of parallel entire value chain (as opposed to the previous focus
institutionally fragmented public and non-state on mainly production) and synergistic integration
actors to a well-coordinated, harmonized, regulated with other agricultural support services for optimum
pluralistic service with multiple providers addressing return on investment. This Strategy is the vehicle for
diverse needs. The second dimension of the new translating these policy direction into reality.

2. Situational Analysis
NAES is premised on lessons learnt from previous selection of farmers were defective, some farmers
extension approaches as well as current challenges and mismanaged the inputs provided for demonstration
opportunities. This section highlights these issues. and others were reluctant to pass on the knowledge
to other farmers. The approach therefore produced
2.1 Previous Extension Approaches and mixed results. The key lesson here was that the
Lessons Learnt. demonstration effect approach alone is not enough, it
needed to be supplemented with other methods and
Uganda has implemented several extension better managed and supervised.
approaches from which valuable lessons have been
gleaned to inform the development of NAES. The 2.1.3 Educational and Methods approaches
approaches include:
These approaches focused on education of farmers
2.1.1 Coercive Approaches and use of various extension methods to teach
farmers such as training at District Farming Institutes,
The coercive approaches to extension were exposure visits, field days, radio and television
implemented during the pre-independence period. It programs, film shows (cinema), leaflets and posters.
was applied to introduce new crops, particularly cash The approaches also placed emphasis on regular
crops and to enforce some priorities of the colonial staff training. In general, these approaches resulted
administration such as adoption of soil conservation in improved farming practices, productivity and
practices and household food security. The key actors in production. However, it was disrupted due to political
delivering extension services were the administration turmoil which resulted unclear policy direction and
staff of the colonial government particularly chiefs, at operational level low staff morale, inadequate
many of whom did not have professional training tools and skills to undertake their duties. As a lesson,
in agriculture or agricultural extension. While the education and methods extension approach is still
practices and crops were beneficial to the farmers relevant but need to be part of a clear policy direction
and communities, the approach used alienated the and require adequate resourcing.
beneficiaries and created resentment. Consequently,
the adoption was short-lived and not sustainable 2.1.4 Training and Visit Extension and Unified
once the pressure was lifted. The lesson that emerges Extension Approaches
from approach is that it is important to bring the
beneficiaries of extension to a place of understanding Uganda piloted the Training and Visit (T&V) from
of why and how a practice or enterprise is good for the mid 1980’s. The approach involved a systematic
them. planning, training of extension workers and visiting
of farmers to deliver time-sensitive messages. To
2.1.2 Demonstration Effect Approach be effective, the approach required massive human,
financial and logistical resources. It was therefore not
The demonstration effect also known as the progressive sustainable and could not be scaled up to the rest of
farmer approach involved provision of technical the country. Instead, a unified extension approach
advice, inputs and credit to selected elite farmers. was adopted in an attempt to address the limited
The rationale was to supplement the inadequate human resource at delivery level (Sub-county) and
number of extension workers. In a few cases there was to enable diverse needs and challenges of the farmers
indeed a demonstration effect where other farmers to be addressed at once. In this approach, a technical
adopted the improved farmers’ practices which the officer at Sub-country level was expected to deliver
progressive farmers were applying. However, some extension messages on all subject matters including
progressive farmers did not live up to expectation, crops, livestock, fisheries, etc. Since the staff were not

prepared for this approach right from their training, Although high levels of investment were made in
it was a challenge to maintain the integrity of the NAADS implementation, the reform failed to deliver
technical content and methodology. The key lesson the expected transformation and was halted in 2014.
here is that extension workers need to be adequately The Inter-ministerial Technical Committee that was
equipped with content and methodolog to deliver formed to review and reform extension services in the
them to beneficiaires. Country identified a number of factors that were both
of design and implementation nature that negatively
2.1.5 National Agricultural Advisory Service affected the NAADS program. These included:
approach
1. The program was designed to be implemented
Backed by an Act of Parliament, the National alongside all seven pillars of PMA but it turned
Agricultural Advisory Services (NAADS) was out that five of the seven pillars of PMA were
implemented from 2001 to 2014. NAADS was one never operationalized. As a result NAADS was
of the seven pillars of the Plan for Modernization of progressively loaded with other responsibilities
Agriculture (PMA) - a multi-sectoral Strategy under other than extension.
Uganda’s strategic national planning and development 2. The NAADS design assumed that the public
framework at the time – the Poverty Eradication extension staff in local governments would be laid
Action Plan (PEAP). off and retooled to form a critical mass of service
providers in the private sector. This was never
The design of NAADS was an offshoot of the global realized as other broad agricultural functions such
movement in the 1990’s for reforming the national as regulations and inspection had to be attended
extension systems in developing countries and in to in local governments.
Uganda from the PEAP studies which found that 3. It was also assumed that the local government
low productivity of Ugandan farmers was attributed had sufficient technical capacity to implement
to poorly functioning farmer-extension-research the program. Decentralization however, had not
linkages and the consequent failure of the research and taken root and local governments were grappling
extension systems to respond to the real needs of the with capacity challenges.
farmers. Emphasis was placed not only on improving 4. The reform also assumed that the smallholder
extension and research efforts, but doing so under farmer had reached a level of development to
institutional arrangements that had been transformed demand, own and control the service which was
to ensure increased responsiveness to farmer’s needs. not the reality in practice.
5. During implementation, it was expected that all
Accordingly, the role of planning, implementation, institutions would play their complimentary role
monitoring and evaluation of advisory services would but there were no financial provisions made to
be shifted to farmers, with the local governments ensure institutional compliance.
playing a predominantly facilitating and supervisory 6. The implementation of the program was planned
roles. Thus, NAADS was designed on the principles to be phased to enable lessons learnt to be
of: farmer empowerment, poverty targeting, gender for adapting and improved but instead it was
mainstreaming, deepening decentralization, characterized by speed as the program rapidly
commercialization, fostering participation, managing rolled out, without learning and adapting for
natural resource productivity, increasing institutional improvements.
efficiency, privatization, and market access. 7. Expectation of stakeholders beyond the mandate
of the NAADS program partly due conflicting
The NAADS approach, marked a transition from messages about the program and external
a public sector supply-driven approach that influence, leading to the tendency by NAADS to
characterized previous models to a private sector play multiple roles beyond what would ordinarily
demand-driven and public funded extension service be expected of an extension program, notably
delivery system. the procurement and distribution of agricultural
inputs.

8. Failure of NAADS to integrate fully with the extension services has been mainly focused on the
existing decentralized extension services creating production segment of the value chain. As a result
a semblance of two parallel extension service farmers have benefited only marginally from later
delivery systems that were in conflict. segments of the value chain thus forfeiting and
transferring value to other actors higher up in the
As a result of the above challenges and in a bid to get a value chain. It is essential to empower farmers
fresh start, Government reformed the nation extension with knowledge, skills and information to tap into
service by transferring the responsibility and unction the value addition segment of the value chain.
of delivering agricultural extension back to MAAIF by Finally, the extension service has many players but
re-establishing a Directorate of Agricultural Extension they have been unrecognized, isolated from each
at national level. As part of revitalizing the extension other and uncoordinated.
system, Cabinet directed the merging the NAADS
structure and the District Production and Marketing 2.2 Challenges and Constraints
departments at local government level to eliminate
the parallel extension delivery systems thus creating A number of challenges and constraints have hindered
a “single spine” extension system. It also directed the the effectiveness and efficiency of the agricultural
separation of procurement and distribution of inputs extension service. These are described below and
from the extension service delivery. Finally, Cabinet these will be addressed by this strategy.
directed that the NAADS Secretariat be retained,
restructured and reconfigured into a lean secretariat 2.2.1 Barriers to adoption of technologies and
to focus on input chain management, strategic best practices.
interventions and promotion of agribusiness and
value addition technologies. Several factors significantly influence farmers’ demand
for extension services and the adoption of improved
In sum, the key lessons from NAADS are: technologies and practices; crop, livestock and fish
productivity, sale of output, and house income. The
1. There are different farmer types and categories main factors include gender and age of the household
with different extension service needs. Therefore head, education including access to information,
it is essential to tailor approach and methods to income sources, land and non-land productive assets,
various farmer categories. reliance on rain-fed agriculture, and access to all-
2. Attaining universal coverage of extension weather roads. As a result, sixty eight (68%) of the
beneficiaries is an immensely expensive venture. agricultural households are trapped in subsistence
Public-private partnership where private sector production and are outside the money economy.
actors deliver extension services is an option These factors will be considered for the inclusive
that can help with reducing the cost of extension targeting of beneficiaries to maximize impact from
services. the implementation of the interventions proposed in
3. Commercial farmers can be used to provide this strategy.
effective extension services and a pull to move
smallholder farmers to market orientation and 2.2.2 Lack of coordination and collaboration
commercialization.
4. There is need to have a clear separation of input The agricultural extension service in Uganda is
delivery from agricultural extension delivery. fragmented and uncoordinated. The diverse players
5. Overall, three broad lessons spring out from involved in the delivery of agricultural extension
the previous extension delivery approaches. operate largely independently of each other and
First, there has been inconsistent direction and is some cases their operations are unknown and
approaches to extension. The changes of direction unrecognized. The players include; in the public
have been numerous and rapid thus undermining sector - MAAIF Directorate of Agricultural Extension
consolidation of best practices. Second, the Services, Technical Directorates, Agencies (NARO,

Coffee Development Authority, Uganda Coffee 2.2.6 Inadequate budgetary allocation and
Development Authority, etc.) and Local Governments scheduling
and from the Non-State Actor; Non-Government The ability of extension staff to visit targeted
Organization; Donor Projects; Academia and Private communities on a regular basis is hampered severely
Sector Organizations and entities. The fragmentation by the limited availability of transportation, fuel, and
has created gaps in service delivery, duplication of maintenance of the transport vehicles. Frequency of
efforts and conflicting messages. It is essential for visits to demonstrate technologies and best practices
the agricultural extension services system to have requires visits pre-season, within the season, and post
formal and explicit mechanisms for coordination and season in order to provide comprehensive educational
collaboration established at every level of the extension services. Thus, it is essential to provide non-wage
system. This imperative is not only to create synergies resources for efficient implementation of agricultural
and avoid redundancy during implementation of extension demonstrations, conducting field days,
activities, but also to ensure a common message, working with enterprises on value addition, training
standardizing of successful practices, and leveraging local traders or input suppliers on extension messages
resources from the private sector, development should be tied to the agricultural calendar in each
partners, and other non-state actors. district. Non-wage resources must be allocated and
distributed according to a well-informed agricultural
2.2.3 Low coverage of extension beneficiaries: schedule or the potential impact of planned activities
will be diminished.
The coverage of the extension system is very limited,
estimated at 22% . This is partly a result of the 2.2.7 Limited capital and access to affordable
downsizing of technical manpower that occurred credit
during the restructuring of Government Ministries,
Department and Agencies in the 1990’s which by 2014 Increases in agricultural productivity, enterprise
had increased the ratio of extension staff to farmers performance, and input supply efficiency are directly
to over 1:5,000 compared to the recommended affected by the ability of value chain actors to access
ratio of 1:500. Addressing this challenge will involve finance. It will be very important for extension service
leveraging the capacities of all actors involved in the staff to explore various options to facilitate access to
provision of agricultural. finance where possible and with different actors in the
targeted value chains.
2.2.4 Narrowly focused extension content
2.3 Opportunities
The subject matter content of extension has been
limited to primary production which shrinks the Despite the many challenges and constraints
opportunities for farmers to earn more from their hampering agricultural extension in Uganda,
product. For example, a Robusta coffee farmer can several opportunities and advantages exist that can
earn as much as 30% more by selling FAQ instead of be exploited to established an effective and efficient
Kiboko after hulling and even higher when the coffee agricultural extension service.
beans are graded.
2.3.1 Availability of numerous Non State Actors
2.2.5 Ineffective extension approaches
Agricultural extension in no longer the preserve
Current extension delivery approaches based on face of government. Several non-state actors are now
to face contact is unsustainable in light of inadequate actively involved in agricultural extension provision.
human and financing resources. Leveraging new and These include private sector firms and umbrella
innovative approaches and technologies especially organizations, cooperatives, Non-Governmental
ICT is pivotal for greater coverage, effectiveness and organization, Development partner projects, training
efficiency. and research institutions. This presents opportunities
to expand coverage, share experiences and create
greater overall impact.

2.3.2 Technological Advancement 2.3.4 The need to operationalize other sub-sector
policies and strategies
Advancement in technology, especially information
communications technology (ICT) has created a huge The operationalization of a number of agriculture
opportunity in extension service delivery. Globally sub-sector policies and strategies are heavily reliant
and in Uganda, the application of ICT in agricultural on effective extension system. Examples include the
extension also known as e-extension is expanding National Fertilizer Policy and Strategy, the National
rapidly. This will be exploited to the greatest extent Seed Policy and Strategy, the National Coffee Policy
during the implementation of this strategy. and Strategy, the National Fisheries Plocy, the
National Animal Feeds Policy and Zoning Strategy.
2.3.3 Potential for improved food security, NAES therefore presents a golden opportunity to
productivity and incomes operationalize these sub-sector policies and strategies
to achieve higher level goals and objectives of the
One of the drivers of increased uptake of new sector.
technologies is the value that accrues to the
beneficiaries in terms of improved food security,
productivity and household incomes. Evidence from
various studies indicate that yield gaps in Uganda
between research and farm level for most enterprises
is well over 50% and in some cased up to 80%. With
increased productively, food security will improve and
higher level of surplus will remain for sale combined
with dedicated cash crops, household incomes will be
enhanced. This is an opportunity and rationale for
this Strategy, which provides the knowledge base for
those outcomes.

3. Strategic Direction
3.1 Development Problem
Ineffective agricultural extension service delivery Objective 1: To establish a well-coordinated,

limits the wide-scale adoption of appropriate and harmonized pluralistic agricultural extension
sustainable agricultural technologies that are essential delivery system for increased efficiency and
for increasing production, productivity, incomes, effectiveness.
exports, and food security.
• Specific objective 1.1: Establishment of an effective
3.2 New Strategic Direction organizational and institutional framework for
pluralistic agricultural extension services
The new strategic direction is to transform extension • Specific objective 1.2: Human Resource
from a system of parallel institutionally fragmented Management and Capacity Development
public and non-state actors to a well-coordinated, • Specific objective 1.3: Regulation and quality
harmonized, regulated pluralistic service with assurance of extension services
multiple providers addressing diverse needs. The
second dimension of the new direction is to address Objective 2: To empower farmers and other value
the extension needs along the entire value chain (as chain actors (youth, women and other vulnerable
opposed to the previous focus on mainly primary groups) to effectively participate and benefit
production) and synergistic integration with other equitably from agricultural extension processes
agricultural support services for optimum return on and demand for services
investment.
• Specific objective 2.1: Farmer organizations and
3.3 Vision, Mission, Goal and Guiding empowerment
Principles • Specific objective 2.2: Targeting youth, gender
and other vulnerable groups
Strategic Vision: Development of a competitive
commercial agriculture sector by transforming it Objective 3: To develop a sustainable mechanism
from a predominant subsistence base. for packaging and disseminating appropriate
technologies to all categories of farmers and other
Strategic Mission: Promote application of appropriate beneficiaries in the agricultural sector
information, knowledge, and technological
innovations for commercialization of agriculture. • Specific objective 3.1: Technology Development,
Packaging and Dissemination
Strategic Goal: To establish and strengthen a • Specific objective 3.2: Agribusiness Development
sustainable farmer-centred agricultural extension Services and Market Linkages
system for increased productivity, household incomes • Specific objective 3.3: Agricultural Knowledge
and exports. Management and Information System
It builds on lessons learned from previous extension Objective 4: To build institutional capacity for
approaches including NAADS and incorporates many effective delivery of agricultural extension services.
of the fundamental ideas and practices required by
the extension services to deliver quality and timely • Specific objective 4.1: Human resources
information, share knowledge and build linkages management and capacity development
across key-commodity value chains. • Specific objective 4.2: To strengthen agricultural
education and training

Guiding Principles the source. Agricultural extension service providers
shall be regulated to ensure that farmers are protected
To realize the foregoing objectives and specific from unqualified extension agents. Monitoring and
objectives, implementation of this strategy will be Evaluation of extension shall be a permanent feature
guided by the following principles: during Strategy implementation. Career growth and
in-service training for extension personnel shall be
Decentralization: Provision of agricultural extension an embedded value in the extension system. A code
shall continue to be a decentralized function with of practice with norms, standards, registration and
MAAIF providing technical support and backstopping accreditation shall be developed for agricultural
in line with the decentralization policy. However, the extension agents.
officer responsible for coordinating extension services
at district level shall report directly to the MAAIF Pluralistic: A multiple service provider system. Public
Directorate of Agricultural Extension Services for agricultural extension shall define the agricultural
technical guidance. extension policies at national level and provide overall
leadership in coordination of agricultural extension in
Supply of inputs: MAAIF through the respective general throughout the country including agricultural
regulatory departments crops, animal and fisheries extension services by the private sector, farmers and
sub-sectors shall play a regulatory function in the civil society organizations, and any other agencies.
distribution of farm inputs. Extension personnel shall
not be directly involved in distribution of farm inputs. Demand-led, market orientation: Understanding,
The supply of agro-inputs shall remain a function of identification and addressing farmers’ technological
the private sector including farmers’ groups. needs, especially in response to the domestic and
external market shall constitute a major driver of the
Empowerment and inclusive participation: The extension service. This will require the participation
concept of farmer empowerment shall be continued of both state and NSAs using a well-coordinated
and treated as one of the core pillars of agricultural multi-pronged approach. Strategic engagement with
extension services. Farmers’ organizations shall be NSAs especially the private sector and civil society
empowered to serve as active partners of the extension organizations to deliver harmonized extension service
service in planning, implementation and monitoring shall be prioritized. At farmers’ level interventions
and evaluation of activities. This principal also shall include mindset change to enhance productivity
includes mainstreaming of gender and youth issues and increase collective action for value addition,
into the policy framework and integration of gender manufacturing and marketing.
and youth concerns into implementation plans.
Resource mobilization: Provision of agricultural
Partnerships: Agricultural extension is part of a extension services to smallholder resource poor
broad agricultural system and shall not be treated farmers shall continue to be regarded as public
as an isolated component. Consequently, there good and appropriately resourced. Emphasis will
shall be enhancement of existing and creation of be on promotion of multi-institutional networking
new partnerships and linkages between the public and collaboration to leveraging existing technical
extension service and other agricultural service capacities and additional resources for deepening
providers as well as with others partners in the extension in scope and geographical coverage.
agricultural innovation system such as agricultural
research, entrepreneurs (farms & firms), financial and Farmer categorization: Interventions shall consider
infrastructure services and market actors, including the different categories of farmers in terms of degree
consumers. of commercialization and market orientation and
resource endowments.
Quality assurance: Farming is one and should
continue to receive the same message irrespective of

4. Objectives, Strategies, and Activities
This National Agricultural Extension Strategy is a Strategy 1.1.1. Develop and formalize functional
five year plan for extension service development linkages with key actorsin the agricultural extension
that began in FY 2016/2017 and continuing until FY system at national and local government levels to
2020/2021. facilitate coordination and collaboration.
This strategy details a set of 4 objectives, 10 specific Activities:

objectives and 50 explicit strategies to support
the objectives to make the National Agricultural 1. Map and profile all relevant state and non-
Extension System more effective and more efficient in state actors in the agricultural extension system
the delivery of information, best practices and other including existing multi-stakeholder platforms/
technologies to an array of beneficiaries. networks.
2. Identify partners and collaborators at national
The objectives and strategies developed in this and district levels; develop and sign specific work
document follow the policy areas and strategies agreements that specify roles and responsibilities,
included in NAEP document. operational plans, M&E and financing
arrangements.
Objective 1: To establish a well-coordinated, 3. Establish a zonal multi-sectoral forum comprised
harmonized pluralistic agricultural extension of representatives from Districts, NSA, Research
delivery system for increased efficiency and and other actors for joint planning, review and
effectiveness. harmonization of activities.
Agricultural extension service delivery system is Strategy 1.1.2. Review and update existing DAES,
fragmented, uncoordinated, lack functional linkages, District, Sub-county and Agencies organizational
have no clear guidelines, is unregulated and not gender structures and implement recommended changes to
responsive; making it ineffective and inefficient. To ensure adequate coverage at oversight, technical and
address these challenges, Government established implementation levels country-wide.
the Directorate of agricultural extension service to
coordinate extension services countrywide including Activities:
public and Non-State providers. In line with the
principle of pluralism, Not-State extension providers 1. Review and adjust job specifications and
will be recognized and their work coordinated and descriptions for all personnel of DAES and relevant
supported in order to reach out to various categories departments in local governments so as to align
and larger number of beneficiaries including farmers with the NAEP requirements and provide for
and other actors along commodity value chains. the functions of nutrition and home economics,
Examples of Non-State actors include private service agribusiness and enterprise development, data
providers, vertically integrated companies with out- and information management and coordination.
growers schemes, cooperatives, NGOs, farmers/ 2. Recruit staff to fill the new positions in the District
producer organizations, inputs dealers, processing Production and Marketing Office.
and marketing companies. Most of these actors are
already providing agricultural extension services.
Specific Objective 1.1 Establishment of an effective

organizational and institutional framework for
pluralistic agricultural extension services.

Key responsible person Expected strategy output(s) Time frame
DAES/Commissioners • Updated job specifications/descriptions for Year 2017/18– Q1 & Q2

all extension personnel at national and local
government levels.
• Adjusted DAES organizational structure.
• The 3 new positions established at district
level are filled
Strategy 1.1.3. Establish operational procedures and 3. Conduct semi- annual and annual joint meetings
decentralized planning guidelines for the various at national, district and sub-county levels to
functions of the agricultural extension service. plan, budget and review extension activities for
representatives of key stakeholders from district
Activities: production and marketing office, private sector,
1. Develop a gender responsive agricultural NGO/CSOs, and partners and DAES.
extension services operational guidelines and 4. Harmonize plans, activities and budgets across
manuals for all extension personnel. districts.
2. Orient and sensitize all District and Sub-county
extension staff, NSAs, and the general public on
the new NAEP and NAES and the
operational guidelines and manuals.
DAES/Commissioners • District planning & budget workshops (2/ Year 2017/18– Mostly
yr.) Q1& Q2; some
• Procedures defined and documented Q3 & Q4
• Approved extension services operations
manual.
• Sensitization materials on the NAEP and
NAES developed and disseminated
Strategy 1.1.4. Set up mechanisms for collaboration 2. Develop a comprehensive M&E framework
with all actors in the agricultural extension service to track implementation of collaboration and
delivery system with clear definition of roles and coordination arrangements.
responsibilities. 3. Establish and operationalize reporting and
feedback mechanisms on all linkages and
Activities: partnerships at all levels.
1. 1. Develop standardized protocols, templates for
MOUs, agreements; and the inventory of entities
and partnerships.
DAES/Director & • Standardized protocols and templates devel- Year 2017/18– Q1 & Q2
Commissioners oped and disseminated
• M&E framework developed
• Feedback mechanisms established and oper-
ationalized

Strategy 1.1.5. Review, develop and update legal 2. Develop statutory instruments for regulation of
instruments related to the policy and strategy agricultural extension services
implementation. 3. Review of the Universities and Other Tertiary
Institutions Act (2001)
Activities:
1. Enact a new law (National Agricultural Extension
Act) to support the implementation of NAEP.
DAES/Director & • The National Agricultural Extension Act Year 2017/18– Q1 & Q2
Commissioners enacted
• Statutory instruments for regulation of agri-
cultural extension services developed
• The Universities and Other Tertiary Institu-
tions Act (2001) revised
Specific Objective 1.2 Regulation and quality 2. Set code of ethics and performance standards
assurance of extension services for extension providers, extension products and
processes.
Strategy 2.2.1. Develop and enforce regulations 3. Conduct validation workshops for the ethics and
and standards, guidelines and a code of ethics for standards.
extension service providers; knowledge, information 4. Publish a handbook of ethics and standards for
and other extension products and processes; in line agricultural extension.
with relevant regional and international standards. 5. Disseminate the guidelines, code of ethics and
standards for extension through workshops,
Activities: media, and wide distribution of the hand book
1. Bench mark and develop good practices in using electronic and other channels.
regulation and quality assurance of extension 6. Enforcement of quality assurance standards.
services in other countries.
DAES/Director & • Learning visits conducted Year 2017/18– Q2& Q3

Commissioners • Code of ethics and standards written and
validated
• Dissemination sessions held and handbook
on standards and ethics published
• Enforcement undertaken
Strategy 2.2.2 MAAIF will establish mechanisms for 3. Develop registration & accreditation documents
registration and accreditation of extension service e.g. certificates.
providers. 4. Establish and support a mechanism for vetting
applicants for registration.
Activities: 5. Mobilization and sensitization of all stakeholders.
1. Establish a multidisciplinary agriculture extension 6. Registration of service providers and establishment
registration committee. of a data base.
2. Generate a list of requirements for registration & 7. Continuous updating of the database.
accreditation of service providers. 8. Publication and dissemination of data base.

DAES/Commissioners • Committee established and functional Year 2017/18– Q3 & Q4

• Registration and accreditation procedures & On-going
defined and approved
• Sensitization of stakeholders undertaken
• Registration of service providers initiated
and updated
• Database established
Objective 2: To empower farmers and other value process that starts at the grassroots facilitated by
chain actors (including youth, women and other frontline extension workers for various providers.
vulnerable groups) to effectively participate and For the public extension system, farmers priorities
benefit equitably from agricultural extension identified through planning process will be developed
processes and demand for services at Sub-county and consolidated at district level using
the already well documented planning processes for
As noted earlier, coercive and supply driven Lower and Higher level local governments. Another
extension services are not sustainable. Beneficiaries important way of empowering farmers will be achieved
must appreciate, understand and contribute to through farmer leadership and entrepreneurial skills
the design and delivery of agricultural extension development. Farmers’ leadership will be trained in
services. Accordingly, NAES provides for the active the new extension system. These trainings will be
participation of farmers and other value chain actors conducted at the existing training institutions such as
in the identification of the needs and problems as well the Kapingiriza Farmer Leadership Training Centre
as prioritization of solutions to address them. This and District Agricultural Training and Information
will be achieved through a participatory planning Centres (DATICs).
Specific Objective 2.1. To support farmer institutional Activities:

development to effectively participate in agricultural 1. Conduct studies for farmer profiling and capacity
extension processes and demand for services needs assessment along the entire value chain
(from production to consumption).
Strategy 2.1.1 Development of capacity of farmers and 2. Implement farmer capacity development
other value chain actors in production, agribusiness activities tailored to needs of the respective farmer
skills, value addition and post-harvest management categories.
through systematic training programs as a way of
professionalising the farming community.
DAES/Commissioners • Assessments conducted Year 2017/18– Q1 & Q2

& District Production • Capacity development activities On-going
and Marketing implemented
Coordinator

Strategy 2.2 Strengthen farmer organizations. 3. Mobilize farmers to form viable groups/
organizations.
Activities: 4. Build capacity/train groups leaders and sensitize
1. Profile existing farmer organizations and create farmers.
a database for all farmer groups/organizations in
the country.
2. Review existing farmer institution development
guidelines and update them to address identified
gaps.
DAES/Commissioners • Existing farmer organizations profiled Year 2017/18– Q1 & Q2

& District Production • Guidelines developed On-going
and Marketing • New farmer organizations formed
Coordinator • Trainings conducted
Strategy 2.3 Establish a mechanism of building 2. Promote multi-media messages aimed at farmer
the capacity of farmers to be able to demand for mindset change towards attaching value to
agricultural programmes and services. extension advice and willingness to pay.
3. Establish a system for farmers to provide feedback
Activities: about performance of extension services and hold
1. Sensitize and create awareness about available service providers accountable.
agricultural services.
DAES/Commissioners • Farmers sensitized Year 2017/18– Q1 & Q2

& District Production • Multi-media messages for mindset change On-going
and Marketing developed and widely disseminated
Coordinator • Farmer feedback and accountability systems
established
Strategy 2.4 Provide targeted support and guidance

2. Perform regular auditing of the farmer
to promote good governance in farmers’ collectives/
organizations using the guidelines.
groups such as associations and cooperatives.
3. Sensitize farmers on the roles and responsibilities
of group members in ensuring good governance.
Activities:
4. Train farmer group leaders in good governance.
1. Establish standards and guidelines for good
governance.
DAES/Commissioners • Standards and guidelines developed Year 2017/18– Q1 & Q2

& District Production • Audits conducted On-going
and Marketing • Farmers sensitized
Coordinator • Group leaders trained

Strategy 2.5 Transform farmers’ organizations into 2. Equip the members of farmer organizations with
farmer owned commercial entities well integrated entrepreneurship skills.
into value chains for better markets linkages (at local, 3. Strengthen the linkage of existing farmers’
regional, and international levels), and access to other organizations to markets and financial services.
support services. 4. Support the integration of farmers’ organizations
into profitable value chains.
Activities:
1. Sensitize and promote sustainable production of
area specific commodities/enterprises.
DAES/Commissioners • Farmer organizations trained Year 2017/18– Q1 & Q2

& District Production • Market linkages developed On-going
and Marketing
Coordinator
Specific Objective 2.3 Targeting gender, youth, and Strategy 2.3.1 MAAIF will develop operational
other vulnerable groups in extension service delivery. guidelines, procedures and M&E of the extension
system that are gender responsive.
Women and youth are unique groups in agricultural
extension in Uganda. Women provide 70% of the Activities:
labour force in agriculture and youth account for 1. Review and adapt guidelines on integration
65% of the population in rural areas of Uganda. This of gender, youth and vulnerable groups into
strategy therefore provides for special attention to their extension services.
needs. The planning, implementation and monitoring 2. Disseminate the guidelines and operational
processes will disaggregate their participation, needs procedures on gender.
and benefits. Interventions in enterprise selection
and value chain development will be tailored to their
unique needs and challenges.
DAES/Commissioners • Guidelines developed and adopted Year 2017/18– Q1 & Q2

& District Production • Guidelines disseminated to all actors On-going
and Marketing
Coordinator
Strategy 2.3.2 MAAIF will prioritize capacity Activities:

development on gender responsiveness for all staff at 1. Conduct training needs assessment for all staff at
national and local government levels. national and local levels.
2. Conduct training of extension personnel.
DAES/Commissioners • Training needs assessments conducted Year 2017/18– Q1 & Q2

& District Production • Training activities implemented On-going
and Marketing
Coordinator

Strategy 2.3.3 MAAIF will promote special targeting 2. Integrate the identified needs into the agriculture
of poor men, women and vulnerable groups through extension plans.
affirmative actions, and guiding NSAs to reach out to 3. Develop guidelines/affirmative actions to target
under-served areas. vulnerable groups.
4. Disseminate the guidelines.
Activities: 5. Monitor and evaluate the implementation of the
1. Assess the needs of the poor and vulnerable guidelines.
groups.
DAES/Commissioners • Assessments completed Year 2017/18– Q1 & Q2

& District Production and • Guidelines developed and disseminated On-going
Marketing Coordinator • Activities monitored
Strategy 2.3.4 Promote youth involvement through 3. Develop and implement initiatives that address
capacity building and linkage to service providers. identified priority needs.
4. Promote experiential learning through visits to
Activities: the piloted technologies.
1. Mobilize the youth into interest groups. 5. Develop work plans and budget to roll-out the
2. Identify and assess the unique youth technology technologies to youth groups.
and capacity needs.
DAES/Commissioners • Youth interest groups formed Year 2017/18– Q1 & Q2

& District Production • Technologies and capacity needs assessed On-going
and Marketing • Experiential learning activities implemented
Coordinator
Objective 3: To develop a sustainable mechanism of technologies (farmers’ representatives) to package

for packaging and disseminating appropriate appropriate content for deliveries to beneficiaries.
technologies to all categories of farmers and other Given that NARO is currently the main source of
beneficiaries in the agricultural sector technologies and is also responsible for coordinating
the National Agricultural Research System, MAAIF/
Most of the current extension content contains DAES will interface with NARO research and
blanket recommendations that are not tailored to strengthen the model that was established under
variations arising from agro-ecological zones and NAADS and passed onto the new Directorate of
diversity of farmers’ based on their differing resource Agricultural Extension Services. Zonal Agricultural
levels and objectives. As a result such content are Research and Development Institutes (ZARDIs) will
sometimes inappropriate for some locations and also have a role in generating, adapting and testing
categories of farmers. Additionally, because of technologies in collaboration with the districts. The
multiple providers who are not coordinated and do district subject matter specialists (District Adaptive
not operate under any known standards and ethics, Research Support Teams – DARSTs) will play a role in
there is no guarantee that extension beneficiaries testing and adapting technologies to their respective
are receiving appropriate messages and information. locations and providing feedback of performance
Under this strategy, a Standard Operating Procedure for further improvements. The Multi-Stakeholders
(SOP) will be developed that brings together sources Innovations Platforms (MSIPs) that are in place will
of technologies e.g. research institutions, and play a role in review and validating extension content.
channels of delivery (extension providers) and users

Specific objective 3.1: To develop, package and Activities:
disseminate appropriate technologies. 1. Constitute a technical team from MAAIF and
agencies, LGs, NARO, Academia, farmers’
Strategy 3.1.1 MAAIF will develop standard organizations, and NSAs to develop the Standard
operating procedures for development, sourcing, Operating Procedures (SoPs).
packaging, testing and dissemination of extension 2. Review and harmonize available procedures for
materials. development, sourcing, repackaging, testing and
dissemination of extension materials.
3. Carry out national and regional consultative
meeting on SOPs with stakeholders.
4. Carryout validation of the SOPs by stakeholders.
5. Popularize and disseminate the SOPs.
DAES/Commissioners • Technical team formed and operational Year 2017/18– Q1 & Q2

• Procedures reviewed and harmonized
• SOPs developed and approved
• SOPs disseminated
Strategy 3.1.2 MAAIF will strengthen a formal workshops for identifying priority research areas.
working relationship with NARO and other research 3. Disseminate the identified research priority areas
organizations/institutions to ensure participation of to research institutions to influence the research
the extension services and farmers in identification, agenda.
testing, evaluation and up-scaling of technological 4. Develop guidelines for identification, testing
solutions including indigenous knowledge. and evaluation and up-scaling of technological
solutions.
Activities: 5. Develop and strengthen Multi-Stakeholder
1. Establish formal agreements (MOUs) with Innovation Platform (MSIPS) at different level s
research organizations/institutions defining (National, Zonal, District, Sub counties).
joint activities, roles, responsibilities, plans and 6. Hold joint annual review workshops (National,
budgets. Zonal &District) on research/extension results
2. Undertake regular participatory rural appraisals, and forward planning.
technical analyses, and convene multi-stakeholder
DAES/Director & • Joint workshops conducted Year 2017/18– Q1 & Q2

Commissioners • Formal agreements signed Yearly updates
• Guidelines developed and approved
• Multi-stakeholder workshops conducted
• National agricultural research agenda
developed, disseminated and regularly
updated

Strategy 3.1.3 MAAIF will establish technical 2. Support committee activities to validate and
content validation committees (suited to the diverse disseminate technical content and extension
technical areas) managed by DAES and mandated to materials.
review and validate technical content and extension 3. Develop, package, and disseminate technical
materials intended for delivery to beneficiaries. These guidelines/manuals on agricultural extension and
committees will include members from MAAIF advisory services in livestock, crops, fisheries,
agencies, academic institutions and partners as entomology, agribusiness value chains and other
appropriate. areas.
4. Collect and register feedback from stakeholders
Activities: on disseminated technical content and extension
1. Constitute and orient the members of the technical materials.
content validation committees on their roles and
responsibilities.
DAES/Commissioners • Committee established, oriented and Year 2017/18– Q1 & Q2

functional Yearly updates
• Extension technical manuals on key areas
developed and regularly updated
• Feedback collected
Strategy 3.1.4 Review/develop, test, utilize, and Activities:

promote approaches and methods (including 1. Conduct a scoping study and assessment of
e-extension) that are cost effective, suited to the extension approaches and methods (including e-
respective technical content, ensure wide coverage, extension, gender and nutrition sensitive, youth
and timely access to all categories of beneficiaries (e.g. targeting, and market oriented) to identify good
youth, women; small-scale and large scale commercial practices.
farmers; other value chain actors). The existing 2. Benchmark good practices in e-extension; gender
approaches that are in used that should be review responsive, nutrition sensitive, pro-poor, and
and recommended to extension providers include; market oriented extension approaches by visiting
participatory learning extension, community based selected countries.
extension approaches, farmer to farmer extension, 3. Develop promising extension approaches and
multi-stakeholder innovations platforms, farmer field methods.
schools and e-Extension. 4. Pilot test the approaches and methods, evaluate
and refine.
5. Promote cost effective and efficient approaches
and methods.
DAES/Commissioners • Scoping study report Year 2017/18– Q2 & Q3

Consultants • Benchmarking visits conducted and good
practices documented
• Delivery approaches designed, piloted,
evaluated and refined.
• Promising delivery approaches disseminated

Strategy 3.1.5. MAAIF will review global and regional 2. Constitute a technical team comprised of members
market trends and develop appropriate extension from MAAIF, MTIC, NARO, Universities, UNBS,
content. Export Promotion Board) to develop appropriate
extension approaches and content based on the
Activities: Global/Regional/domestic market trends.
1. DAES in collaboration with the Department of 3. Develop, validate, and publish extension materials
Agricultural Policy and Planning, and Ministry and content to cater for Global/Regional market
of Trade Industry and Cooperatives will conduct interests.
regular Global/Regional/domestic market surveys 4. Train selected DAES Trainers on use of the
to establish trends in the market (Preferred extension materials
commodities, required standards, required 5. Periodically review and update the market trends
volumes, Prices etc.) and extension delivery and technical materials/
approaches.
DAES/Commissioners • Global/regional/domestic markets analysis Year 2017/18– Q3 & Q4

conducted On-going research
• Technical information packages
developedand disseminated
• Trainings conducted
• Market Information disseminated
Strategy 3.1.6. MAAIF and agencies shall document 2. Constitute a multidisciplinary team to profile and
and validate innovations, best practices and proven document innovations, best practices, proven
appropriate technologies for promotion in the field as technologies.
well as guiding the development of national standards. 3. Validate documented innovations, best practices,
proven technologies.
Activities: 4. Publication and dissemination of the documented
1. Develop Terms of Reference for documentation innovations, best practices, proven technologies.
of innovations, best practices, and proven
technologies.
DAES/Commissioners • TORs developed and teams formed Year 2017/18– Q1 & Q2

& Consultants • Innovations documented and validated Initiation (ongoing)
• Innovations and best practices disseminated
Strategy 3.1.7 MAAIF shall promote the integration field extension services.
of technical services and other software activities 2. Develop relevant extension content/materials.
under irrigated agriculture, livestock watering, farm 3. Train selected trainers from LGs and NSAs on the
power and machinery, farm planning systems, soil guidelines and extension content who would in
and water management, postharvest handling and turn train other LG staff and NSAs.
agro-food processing into field extension services. 4. Conduct training for Local Government
Production and Marketing staff in all districts.
Activities: 5. Establish demonstrations in the Districts and
1. Develop guidelines for integration of water for provide demonstration packages/kits.
production, farm power & machinery, farm 6. Technical backstopping by MAAIF Subject Matter
planning systems, Soil and Water management, Specialists.
post-harvest handling, food processing into the

DAES/Commissioners • Guidelines and extension materials Year 2017/18– Q3 & Q4
developed On-going
• Technical services integrated across all
disciplines
• Trainings conducted
• Backstopping conducted
Strategy 3.1.8. MAAIF in partnership with relevant platforms to harness and guide initiatives on
MDAs, climate change units, local governments climate change and environmental management
and non-state actors shall develop, package, and issues.
disseminate climate change adaptation and mitigation 4. Carry out joint monitoring with NSAs, other
technologies and information to ensure resilient and Ministries Departments and agencies through
sustainable cropping, fisheries, and animal systems. existing institutions and stakeholder platforms to
harness and guide initiatives on climate change
Activities: and environmental management issues.
1. Review/develop/identify and package appropriate 5. Conduct capacity building trainings for staff from
climate change adaptation technologies in NSAs, other Ministries Departments and agencies
collaboration with research organizations. through existing institutions and stakeholder
2. Disseminate vetted and tested climate change platforms to harness and guide initiatives on
adaptation technologies. climate change and environmental management
3. Carry out regular coordination meetings with issues.
NSAs, other Ministries Departments and Agencies
through existing institutions and stakeholder
DAES/Commissioners • Technologies identified, developed, tested, Year 2017/18– Q3 & Q4

& District Production and disseminated On-going
and Marketing • Technologies monitored and evaluated
Coordinator • Coordination meetings conducted
• Training programs conducted
Specific objective 3.2 Agricultural Knowledge Agricultural extension information and

Management and Information System knowledge.
2. Establish and manage the one-stop centres at
Strategy 3.2.1. DEAS will establish a decentralized national and district levels.
one-stop-center for agriculture extension knowledge 3. Develop Standard Operating Procedure for the
and information that is comprehensive and meets the centres.
needs of the users. The centre will be serviced by an 4. Set up a web-based technology to make the system
integrated national backend ICT enabled knowledge available within the region.
and information systems for agriculture. 5. Establish a farmer call center to get quick
information
Activities: 6. Training of farmers and Extension Workers in the
1. Build the capacity building of staff in MAAIF use of ICT.
and Local Governments to enable them establish 7. To established a functional system for technology
and manage one-stop centers for comprehensive transfer from research to farmers

DAES/Commissioners • One-stop-centers designed and established Year 2017/18– Q3 & Q4

• Staff trained to manage the centres
Strategy 3.2.2. Establish an integrated and dynamic 2. Acquire hardware and software and establish data
system for the sub-sector statistics in collaboration base management system/packages for the sector
with other actors and sources to improve access and statistics at MAAIF and in the Local Governments.
use of information generated. 3. Support DAES personnel and LGs workers to
collect, analyze and disseminate agricultural
Activities: statistics and information routinely.
1. Build the capacity building of staff in MAAIF and
the Local Governments to establish and manage
the system.
DAES/Commissioners • MAAIF and District trainings conducted Year 2017/18– Q3 & Q4

& Planning • Equipment and software procured On-going
Department/Statistics • Agreements formalized and signed
Office • Data collected, processed, and disseminated
routinely
Strategy 3.2.3. Promote the sharing of agricultural 3. Upload research findings, agricultural statistics,
knowledge and information through value added success stories, weather predictions and other
information products in print, electronic and web information products on the Ministry’s website.
mode for all categories of users including beneficiaries 4. Publicize the Ministry / Directorate’s website in
and service providers. The system will also have an in- the print, electronic and other media and update
built mechanism for soliciting feedback from users. it regularly.
5. Develop radio spot messages and conduct radio
Activities: talk shows on value added agricultural knowledge
1. Organize periodic stakeholders meetings to and information.
share value added Agricultural knowledge and 6. Put in place mechanism/system integrated with
information. various channels such as social media, phone and
2. Produce and distribute extension newsletters, email to share and exchange information in real
magazines, leaflets, brochures and other time.
information products to stakeholders.
DAES/Commissioners • Stakeholder meetings conducted Year 2017/18– Q1 & Q2

• Extension materials and radio spot messages
developed and distributed
• Information archived and posted on website

Strategy 3.2.4. Build the capacity of MAAIF and 3. Provide backstopping on implementation of
other actors in agricultural knowledge management Agricultural knowledge management and
and communication. communication.
4. Ensure operation and maintenance of the
Activities: Agricultural knowledge management and
1. Train MAAIF and Local Government staff communication hardware and software.
and other actors in Agricultural knowledge
management and communication.
2. Acquire hardware and software for Agricultural
knowledge management and communication at
MAAIF and in the Local Governments.
DAES/Commissioners • Trainings conducted Year 2018/18– Q3 & Q4

• Hardware and software procured Yearly Updates
• Backstopping conducted
Specific objective 3.3 Agribusiness development Strategy 3.3.2. MAAIF will strengthen agribusiness
services and market linkages established services to ensure farmers and other value chain
actors make informed investment decisions.
Strategy 3.3.1. MAAIF shall profile and map public
and NSAs involved in agribusiness and market Activities:
linkages and establish mechanisms for collaboration 1. Conduct capacity needs assessments to identify
with them. knowledge and skills gaps amongst farmers &
Activities: other value chain actors in agribusiness, value
1. Profile and map public and NSAs involved in addition, and post-harvest management.
agribusiness & markets. 2. Design and conduct tailor made training courses
2. Establish and operationalize a Multi-Stakeholder (skills improvement) for farmers & other value
Platforms (MSPs) at national, regional & district chain actors.
levels to engage and strengthen collaborative 3. Establish field demonstrations and organize, and
networks with all actors. support exchange visits/study tours and other
3. Conduct periodic joint workshops with MSP capacity building activities for farmers & value
actors to design joint activities, and formalize chain actors.
MOUs.
DAES/Commissioners • Assessments conducted Year 2017/18– Q3& Q4

• Training courses designed and conducted On-going
• Demonstrations and other delivery
mechanism organized and conducted

Strategy 3.3.3 Establish a system for collecting, regular 2. Set up economic and market data collection &
updating and sharing of profitability, gross margins reporting system from sub-county, district levels
and cost-benefit analyses of priority enterprises. to MAAIF/(DAES).
3. Promote record keeping at farmer’s level & other
Activities: value chain actors.
1. Design economic and market data collection tools 4. Disseminate information on profitability of
to be used by extension workers to collect, collate, enterprises to farmers and other actors.
and distribute data and information on economic 5. Create a database for agribusiness information
conditions of various enterprise. and knowledge sharing on the various enterprises
DAES/Commissioners • Economic data collection tools and Year 2017/18– Q3 & Q4

methodology developed and approved On-going
• Record keeping trainings conducted
• Economic information packaged and
disseminated.
• Database on agribusiness established
Strategy 3.3.4. Establish a system for linking farmers and establish collaborative activities, budgets, and
and other value chain actors to support services formalize agreements with relevant private sector
including input suppliers, markets outlets, aggregators actors.
(local, regional, international) and financial services. 2. Develop platforms through which farmers and
other value chain actors interact with inputs
Activities: suppliers, financial institutions, etc.
1. Conduct joint workshops to assess support service 3. Design information sharing/dissemination
needs of farmers and other value chain actors, channels to farmers on agro-inputs, markets and
financial services.
DAES/Commissioners • Joint workshops conducted Year 2017/18– Q3& Q4

• Platforms established and operationalized On-going
• Information sharing channels designed and
operationalized
Strategy 3.3.5. Promote demonstrations/incubation centres.

centres for product development, value addition and 2. Design and implement demonstration/incubation
agro processing. centres through public private partnerships
focused on strategic enterprises.
Activities: 3. Document and disseminate results/lessons of
1. Identify products to be promoted and demonstrations/incubation centres.
demonstrated in demonstration/incubation
DAES/Commissioners • Incubation centres set up Year 2017/18– Q3& Q4

& District Production • Products for promotion identified On-going
and Marketing • Incubation centers evaluated and lessons
Coordinator disseminated

Strategy 3.3.6. Identify and support successful and map successful farmers and other actors
farmers and private organizations to develop into producing priority strategic commodities.
hubs for farmer training and innovation sharing 2. Designate successful farms and other enterprises
through public private partnerships(PPP). as centers of excellence & learning
3. Establish PPP for promoting sharing and exchange
Activities: of innovations and learning at local level.
1. Conduct scoping studies to identify, profile, 4. Undertake exchange/learning visits.
DAES/Commissioners • Successful farmers and other enterprises Year 2017/18– Q3& Q4

& District Production identified and profiled On-going
and Marketing • Model farms/enterprises designated centres
Coordinator of excellence
• PPP arrangements formalized
• Learning and information exchange
activities conducted
Objective 4: To build institutional capacity for Specific objective 4.1: Human resources management
effective delivery of agricultural extension services. and capacity development
Strategy 4.1.1 Recruit and retain a pool of highly
During the formulation of this strategy, the percentage motivated and appropriately qualified cadre of
of approved extension positions filled was 35% giving staff in all relevant disciplines at national and local
extension worker to farm family of 1:5,000 compared government levels.
to the recommended standard of 1:500. Hence, not
only are numbers significantly low, but those in Activities:
place lack the tools to do their work and up-to-date 1. Review the extension services human resource
knowledge and information to pass on to farmers. needs/requirements (job descriptions) to align
Moreover, the programs available at the institutions with development needs.
that train extension workers are in need of a major 2. Recruit all the required personnel.
overhaul to align them with the needs of the farmers 3. Organize orientation courses for new staff.
and other value chain actors. NAES have made 4. Equip and facilitate the staff to carry out their
provision to address these issues through the specific tasks.
objectives and strategies presented below. 5. Harmonize/ match job specifications/descriptions
of NSAs with those of Government and ensure the
former hire appropriately qualified staff.
DAES/Director & • 100% DAES staffed by end of year 1 District: Year 2016/17
Commissioners, • 30% District staffed by end of year 1 Sub-County: 2016/17;
District Service • 60% District staffed by end of year 2 2017/18; 2018/2019
Commission in • 100% District staff by end of year 5
LG/ Public Service • 36% Sub-county staff by end of year 3
Commission and • 80% Sub-county staff by end of year 4
Ministry of Finance • 100% Sub-county staff by end of year 5
• Wage and non-wage resourced for staff fully
released in a timely manner.
• Harmonized NSA Job Description and
specifications with Government
• Staff orientation programs defined, funded,
and implemented.

Strategy 4.1.2 Operationalisethe sanctions and reward Activities:
system including setting performance standard, to 1. Develop performance standards for extension
motivate agricultural extension personnel to achieve personnel.
the highest quality of service delivery; 2. Monitor, evaluate, supervise and mentor extension
personnel regularly and provide feedback.
3. Apply standardized rewards/incentive system and
sanctions procedures according to the standing
orders and guidelines.
DAES/Commissioners • Standards developed and approved. Year 2017/18– Q1, Q2, &
and Local governments • Incentive resources available Q3
• Sanctions enforced.
Strategy 4.1.3. MAAIF and Non State Actors shall 2. Plan, budget for, and conduct refresher training
design and implement relevant capacity building courses and other capacity building activities
programs for extension service practitioners. for all extension workers to deliver the required
services.
Activities: 3. Conduct Workshops to establish MOUs and PPP
1. Identify extension worker capacity needs (gaps in arrangements to implement the capacity building
fulfilling their roles). plan.
DAES/Commissioners • Identified extension worker capacity gaps Yearly in 1st Quarter

• MOU and PPP Workshops conducted
• Capacity development plans designed,
approved, and funded.
• Capacity plans implemented
Strategy 4.1.4. MAAIF will collaborate with academic Activities:

institutions to periodically reorient the curriculla and 1. Conduct regular review of training curriculum to
delivery methods at universities, vocational institutes assess their relevance to extension delivery needs.
and agricultural training institutions to focus on the 2. In collaboration with the Ministry of Education,
practical and strategic needs of the agricultural sector other MDAs, and relevant training institutions,
extension services. revise/update the various agricultural training
programs offered in order to address the current
demand in the sector.
DAES/Commissioners • Curricula assessment reports Yearly before start of

Leaders of Academic • Updated curriculum academic year
Institutions

Strategy 4.1.5. MAAIF in collaboration with Ministry Activities:
of Education, Science, Technology and Sports will 1. Conduct a feasibility assessment for a
support internship and other skilling programs at comprehensive systematic professional
national and district levels for students of universities development and skilling program for fresh
and other tertiary institutions in all agricultural graduates from universities and other training
disciplines (including nutrition, agricultural institutions.
engineering and agribusiness). 2. Establish and support graduate and post-
graduate internship and other skilling programs
for agriculture graduates in collaboration with
reputable universities, agricultural colleges and
relevant MDAs.
DAES/Commissioners • Program proposal for skilling agriculture Year 2017/18– Q3 & Q4

graduates developed and approved On-going
• Internship and skilling programs designed,
funded and implemented
Specific objective 4.2: To strengthen agricultural directorates and Ministry of Public Service to
education and training restructure the training institutes to ensure that
they are well integrated in the extension service
Strategy 4.2.1 Restructure Bukalasa Agricultural delivery system.
College, Veterinary and the Fisheries Training 2. Establish and support formal linkages between
Institutes to support knowledge and skill flow in the research, training institutions and local
agricultural extension system. governments for continued knowledge and skills
updating
Activities:
1. DAES will closely work with Bukalasa Agricultural
College, Fisheries Training Institute, technical
DAES/Commissioners • Training Institutions restructred Year 2017/18– Q2, Q3 &

• Knowledge and Skill flow in extension Q4 On-going
system enhanced
Strategy 4.2.2 Re-introduce specialized skills training 2. Establish and support formal linkages between the
in agricultural mechanization and value addition training institution, research, local governments
as part of the restructuring agenda following the and private sector for continued knowledge and
conversion of Busitema Agricultural Mechanization skills updating
College into a University.
Activities:
1. DAES will closely work with the Department
of Agricultural Infrastructure and Water for
Agricultural Production and other relevant
authorities to covert Namalere Mechanization
Unit into an agricultural mechanization and value
addition training institution.

DAES/Commissioners • Mechanization and value addition Training Year 2018/19– Q1, Q2,
Institution established Q3 & Q4 On-going
• Knowledge and Skill flow in extension
system enhanced
Strategy 4.2.3 Invest in infrastructure development 2. DAES in close collaboration with the training
to facilitate increase in number of intake of students institutes and other relevant stakeholders will
in order to build a critical mass of artisanal skills advocate for funding of the infrastructure and
necessary for agricultural sector transformation. facilities.
3. DAES will support efforts by the training
Activities: institutions to increase student intake
1. DAES will closely work with the training
institutions to develop a comprehensive
rehabilitation program to upgrade the
infrastructure and facilities.
DAES/Commissioners • Mechanization and value addition Training Year 2018/19– Q1, Q2,
Institution established Q3 & Q4 On-going
• Knowledge and Skill flow in extension
system enhanced
Strategy 4.2.4 Amend the Structure of MAAIF to Activities:

integrate Agricultural training and ensure strong 1. DAES will closely work with Ministry of Public
linkages with the respective technical departments for Service to ensure that the restructured training
relevant skills development. institutions are integrated in the structure of the
DAES.
2. Establish and support formal linkages between
training institutions and technical directorates in
MAAIF
DAES/Commissioners • DAES Structure reengineered Year 2017/18– Q2, Q3 &

• Strong linkages with technical directorates Q4 On-going
established

5. Institutional Arrangements for Implementation
For effective implementation of NAES, it is essential The following decentralized functions will be
that institutional mandates, roles, responsibilities, undertaken by District Production and Marketing
structures, linkages, coordination and legal framework Departments of local governments:lll
and defined, operationalize and enforced. This section
elaborates this important components of the strategy. 1. Planning for the agricultural sector within the
National Policy Framework;
5.1 Mandates, Roles and Responsibilities 2. Providing technical backup and support
supervision to staff in Sub-counties on production,
5.1.1. Ministry of Agriculture, Animal Industry farm development and sustainable utilization of
and Fisheries natural resources (soil fertility, water harvesting,
pasture improvement, mechanization, fishing in
The mandate of MAAIF in the context of agricultural the water bodies);
extension are to: 3. Advising District Councils on matters related to
the agricultural sector;
1. Formulate policy, regulations, standards, strategy 4. Collating and analyzing statistical data related
and work plans for single spine extension; to the agricultural sector including production,
2. Provide technical guidance for formulation, processing and marketing of crops, livestock,
review and implementation of policies, legislation, fisheries and their products;
standards, plans and strategies in the areas of 5. Generating and disseminating information on the
agricultural extension services; agricultural sector;
3. Strengthen coordination of Local Government 6. Collaborating with the National Agricultural
Production Departments, Universities and Research Systems on matters pertaining to
other Training Institutions, Farmers and Farmer agricultural research;
Organizations, NGOs and Private Sector in 7. Monitoring and evaluating performance of the
provision of agricultural extension services; agricultural programs and projects;
4. Provide technical advice and quality assurance on 8. Coordinating all stakeholders in production,
agricultural extension and advisory services; processing and marketing of agricultural products;
5. Provide information and communication services 9. Delivery out agricultural extension services;
to Local Governments; 10. Providing quality assurance of agricultural
6. Strengthen inter-institutional linkages among services;
research, educational and farmer institutions; 11. Providing quality assurance of agricultural service
7. Promote agribusiness services, enterprise providers;
development and agricultural value chain 12. Rendering entomological services such as
development in close collaboration with the Apiculture, sericulture, tsetse control;
private sector; 13. Setting and supervising the construction and
8. Support skilling, manpower development operation of abattoirs, slaughter houses/slabs and
and farmer institutional development in the livestock markets; and
agricultural sector; 14. Spearhead the development of Aquaculture.
9. Receive district reports, analyze them and provide
feedback;
10. Conduct M&E of Agriculture Extension Services;
and provide policy reports and updates to Cabinet,
District Local Government headquarters level

Sub-county level The five Divisions are managed by Assistant
Commissioners and, in turn, supervise five offices
The following functions will be carried out: staffed with a cadre of technical staff.
1. Extension service delivery;
2. Disease, vector and pest control; Key Functions of the DAES
3. Collect agricultural statistics; and
4. Provide regulatory services and agricultural 1. Policy formulation and reviews of matters related
planning. to agricultural extension.
2. Strengthen coordination between local
Institutional Framework at the National Level government Production and marketing
departments, with NGOs and private sector in
At the national level, the technical functions of provision of agricultural extension services.
agricultural extension will be a shared responsibility 3. Provide technical advice on agricultural extension
of the respective technical Directorates of Animal and advisory services.
Resources, Crop Resources and Fisheries Resources 4. Setting standards for service delivery by local
and related Commodity Agencies. The core governments and NSAs.
mandate for agricultural extension service is with 5. Quality assurance of agricultural extension
the Directorate of Agricultural Extension Services services.
(DAES) in MAAIF which will manage and coordinate 6. Support agricultural enterprise development.
the public and private extension delivery systems at 7. Provide information and communication services
national and lower levels. to MAAIF and local governments.
8. Strengthen inter-institutional linkages between
Organizational structure of DAES. research, educational and farmer institutions.
9. Promote agribusiness services and agricultural
The Directorate is led by the Director of Agricultural value chain development in close collaboration
Extension Services with a clear mandate to implement with the private sector.
the National Agricultural Extension Strategy 10. Support farmer institutional development through
(NAES) that conforms to and supports the National capacity building programs.
Agricultural Extension Policy (NAEP).The Director 11. Support skilling and manpower development in
will manage and lead two Commissioners who the agricultural sector.
manage their respective Departments, and in turn, 12. Identify investment opportunities in the
five Divisions, as follows: agricultural sector.
A. Department of Extension and Skills Department of Extension and Skills management

Management
1. Main Objectives of the Department of Extension
1. Division of Information Communication and Skills management:
2. Division of Skills Management 2. To promote food security, nutrition and household
3. Division of Agricultural Extension Coordination incomes through increased productivity and
4. Department of Agricultural Investment and market oriented farming.
Enterprise Development 3. To empower all farmers to access and utilize
5. Division of Agribusiness Services agricultural extension services
6. Division of Primary Processing and Value 4. To promote farmer groups and high level farmer
Addition organizations to develop capacity to manage
farming enterprises.
5. To support the private sector to develop capacity
for delivery of agricultural extension services.

Key functions of the Department of Extension and implementation of commodity value chain
Skills management: analysis recommendations.
1. Support the provision of advice and information 5.1.2 Roles and responsibility of key Officials
services to farmers
2. Support technology development and linkages Role of the Director of Agricultural Extension
with markets Services.
3. Support private sector and farmer institutional
development At the national level, the Director will ensure that
4. Ensure that the research and extension needs the NAES adheres to the NAEP and other relevant
of farmers are identified and answered by the agricultural policy issues / organize and chair
extension agents meetings with national organizations and entities,
5. Strengthen linkages with agricultural educational coordinates work with fellow Directors, represent the
institutions to ensure relevant manpower interests of extension services in public forums, and
development for the agricultural sector. provide leadership within the directorate.
B. Department of Agricultural Investment and At the District and Sub-County levels the Director will
Enterprise Development ensure extension workers are: adequately supported
and funded, conducting work planning and budgeting
Main Objectives of the Department of Agricultural according to a common methodology, monitored
Enterprise Development: for service delivery, evaluated for performance, and
trained in new approaches and techniques. This will
1. To support agribusiness development and be accomplished by managing the Directorate staff
management in the agricultural sector. and liaising with local governments.
2. To support agricultural enterprise development
through promotion of value addition and primary Role of Commissioners and Assistant
processing of agricultural produce. Commissioners.
Key Functions of the Department of Agricultural The Commissioners and Assistant Commissioners
Enterprise Development: are responsible for supervising the implementation
of the National Agricultural Extension Strategy.
1. Formulate, review and implement policies, They will ensure: extension service delivery system
legislation, standards, plans, designs, strategies is following developed and approved guidelines;
and regulations for agribusiness and agricultural activities are implemented according to plan; linkages
enterprise development. (coordination and/or collaboration) with partner
2. Provide technical advice on agribusiness and organizations, departments, agencies, and research
enterprise development in the sector. organizations are formalized and functioning;
3. Generate, analyze and disseminate information data and information collection, analysis, and
on agribusiness in the sector. dissemination protocols are followed, and Directorate
4. Build the capacity of LGs and other stakeholders staff are motivated, supported, and provided with
in agribusiness and agro enterprise development training opportunities.
in the agricultural sector.
5. Establish and operationalize collaborative DAES role in ensuring quality control.
mechanisms with national, regional and
international organizations in agribusiness and 1. Measuring individual extension worker
agro enterprise development. performance. The DAES will develop additional
6. Formulate, review and implement plans and relevant indicators for performance-based
strategies for commodity value chain analysis. extension services, as part of the existing “Public
7. Establish and operationalize commodity Service Performance Agreement form” made by
stakeholder platforms and frameworks to manage the Ministry of Public Service.

2. Measuring the efficiency of the extension delivery The DAES will monitor supplies of agricultural inputs
system. The DAES will ensure efficiency indicators, to farmers and other value chain actors and advise the
such as, timely development of work plans, technical directorates on the regulatory requirements.
adherence to work plan schedule, resource usage,
regular data collection, etc. will be measured and Research Organizations
recorded on a timely basis.
3. Measuring sustainable outcomes from extension Strengthened linkages between research, extension
service delivery. The DAES will ensure that both and farmer institutions are essential for effective
internal and third party impact assessments agricultural extension service delivery. The extension
are conducted at mid-strategy and end-of- system will provide a platform to identify farmer and
strategy. Further, the NAES – M&E Plan when other stakeholders’ needs along the value chain. Joint
fully implemented will generate the data and stakeholder planning, review and priority setting
information to be tracking outputs, outcomes, meetings will be regularly conducted both at national
and economic data used to evaluate impact on and zonal levels. The Zonal Agricultural Research
an on-going basis, and for informing yearly work and Development Institutes (ZARDIs) shall work
plan development. closely with the District Production and marketing
Departments to ensure that the research needs of
5.1.3 Linkages with Other Technical Directorates, the farmers and other value actors are captured and
planned in the national research agenda. Universities
Research and Training Institutions, Technical and other tertiary institutions as well as private
Directorate and Agencies researchers will be facilitated by the extension system to
access relevant topics that needs inquiry. The research
The three technical Directorates in MAAIF i.e. system will also support community innovations by
Animal Resources, Crop Resources and Fisheries capturing, documenting and upgrading indigenous
Resources and commodity Agencies namely; Uganda knowledge (Tacit Knowledge). In this way a problem
Coffee Development Authority, Cotton Development identification and problem solving mechanism will be
Authority, Dairy Development Authority will play established.
a technical supportive role to DAES. They will be
responsible for generating technical information that Training Institutions
will be professionally organized by the Directorate of
Agricultural Extension Services for dissemination to Universities, Agricultural Colleges and other tertiary
extension service providers and farmers. training institutions play a critical role in research and
manpower development for the agricultural sector.
The extension service will regularly update the Building strong institutional linkages between the
technical Directorates on the technical requirements MAAIF and educational institutions is central to the
by farmers in field, local governments and other new policy agenda and implementation strategy. The
stakeholders and jointly prepare relevant technical Agricultural Training institutions have been returned
materials update that address their needs. from Ministry of Education and Sports to MAAIF
and will be technically guided by the Directorate of
The technical Directorates and commodity Agencies Agricultural Extension Services. Deliberate efforts
will also participate in capacity building programs to establish collaboration between the Ministry and
organized by the DAES by providing technical all public agricultural educational institutions will be
resource persons. They will also jointly participate undertaken to ensure relevant manpower development
in packaging of research technologies into materials for the agricultural sector. This will be done through
for dessemination to beneficiaries. Development joint curriculum reviews, establishing strong student
of commodity value chains is a responsibility of the internship programs, accredited certificate course in
technical directorates. They will therefore, define the agricultural extension, refresher training courses for
kind of extension services required along the different agricultural extension staff, Para-professional courses
value chains; and work with DAES to ensure that actors and supporting postgraduate training for extension
along the value chains get relevant extension services. officers.

5.1.4 Relationship with District and Sub-county Governments Act 1998. Measures will be put in
Extension Services place to ensure institutional compliance regarding
feedback and feed-forward mechanisms. Deliberate
MAAIF/DAES will establish effective and productive administrative measures will be instituted to ensure
working relationship with local governments related that communication channels are established between
to decentralize agricultural functions. Efforts the technical departments at MAAIF and local
will be made to improve understanding of the governments. The structure of the Local government
respective roles of the key players on each of their structure is shown below.
functions, considering that the Ministry still retains
responsibilities over these decentralized functions
as stipulated in the constitution of 1995 and Local

District level Sub county Level
The District Production and Marketing Officer’s role Government will employ two types of extension staff
has been strengthened and he/she will be technically at the local government level; those with a broad
and administratively responsible for all agricultural set of skills that enable them to provide advice to
programs in the district. He/she will be supported by mixed farmers producing a range of enterprises,
the District Agricultural Officer, District Veterinary and specialists to provide technical backstopping
Officer, District Entomologist officer and District to producers and actors on specific nodes of the
Fisheries Officer, all at a rank of Principal Officer. value chains. The first category of extension staff
Each of these officers will be supported by subject will be hired on permanent and pensionable terms
matter specialists at senior level. Field Officers from of service to provide continued support to farmers
commodity agencies such as Coffee, Cotton and while specialists under the second category will be
Dairy who are posted at regional/district level will drawn from the private sector, universities, research
also be part of the pool of subject matter specialists. institutions, and other organizations and hired on
To strengthen the relationship between DAES and short term contracts to meet identified needs.
the district, the District Production and Marketing
Officer will technically report to the Director of At Sub county level, three technical staff will be
Agricultural Extension Services in MAAIF, but will recruited for the start in the areas of Livestock, Crops
remain administratively responsible to the Chief and Fisheries on permanent and pensionable terms
Administrative Officer under the decentralized for agricultural extension service delivery to farmers.
arrangement. The most senior staff will head the technical team at
that level. The technical staff, in addition to providing
Since agricultural extension will remain pluralistic public extension services, will also supervise and
and inclusive, all the other actors/stakeholders quality assures private service providers, Community
involved in providing extension services e.g. NGOs, Based Facilitators, NGOs and other NSAs involved
Private Service Providers, Civil Society Organizations in agricultural extension service delivery. The
are required to register and be certified by the District technical staff will work closely with the other actors
Production and Marketing Officer. A register of all in a collaborative and complementary manner for
service providers in the district will be maintained at efficient extension service delivery to farmers. They
the District Production Department at all times and shall facilitate knowledge sharing among value chain
regularly updated. MAAIF will provide guidelines for actors.
certification of Agricultural Service Providers.
While it’s indicated that the Production Officer and
All actors involved in service delivery are required Marketing Officer/ Commercial officer’s roles have
to submit quarterly reports on their activities to the been strengthened and supported by other officers at
District Productio n and marketingDepartment. the district level, the marketing/ Commercial Officer
The Ministry will issue a Certificate of Practice to still reports to the Ministry of Trade, Industry and
all registered service providers and the District Cooperatives. The District Environment Officer,
Production and Marketing Officer will have delegated District Forest Officer and District Lands Officer are
authority to issue certificate of practice to all certified under the District Natural Resources Department
service providers in the district. The Ministry will also report to Ministry of Lands, Water and Environment.
develop and institutionalize a professional certificate The District Water Officer who is under the Works
course which will be a requirement for anybody to department at the District level reports to the
provide extension services. The course is aimed at Ministry of Lands and Environment. This still makes
equipping extension workers with practical skills implementation and coordination of Agricultural
needed to offer extension services in the country. Extension activities at local level challenging since
different officials are accountable to different
departments and Ministries.

5.2 Managing coordination and collaboration must be an assigned person to interact on a regular
linkages. basis with all these government institutions.
Likewise, at the national level, the DAES
Methodology Commissioners will assign staff to establish linkages
with national level private sector entities, NGO/CSOs,
Relationships amongst the various actors in a dynamic donor funded projects, and donor representatives in
agricultural extension system must be defined as order to collect and share information; and agree on
accurately as possible. To that end, the DAES will how to partner at the national and district levels on
recognize both formal and informal relationships, important development activities.
where formal relationship agreements must be made
in the form of a Memorandum of Understanding Partnership building.
(MOU), and informal relationships may be made
under an MOU. All collaborative efforts amongst Meetings and workshops are the primary forum
actors, where the various parties to the agreement to bring extension service personnel together with
define their respective roles and responsibilities, must private sector, NGO/CSOs, and other potential
be formalized in an MOU. partners to collaborate on specific development
Lastly, coordination activities may or may not be activities. These joint workshops should be designed to
formalized in an MOU and this decision is made be constructive with a given agenda, stated objectives,
mutually by all actors involved in the proposed and fixed deliverables. The DAES Commissioners will
coordination efforts. work with their staff to develop workshop operating
procedures that will be included in the overall DAES
Ensuring institutional linkages. Operations Manual to be developed during FY
2016/2017. The budget provides for joint workshops
The DAES Commissioners will assigned positions at the national (Directorate), district, and sub-county
for the various officers under their supervision to levels, with many being implemented in FY 2016/2017
link with the desk officers in each of the Ministries, in order to establish formal partnerships as soon as
Departments, and Agencies (MDAs), and Research, possible.
with clear mandate, resources, and work plans. There
5.3 Roles of other stakeholders actors outside MAAIF and LGs are summarized in
The roles and responsibilities of extension service the table below.
Stakeholder Roles and Responsibilities
Ministry of Trade, Industry • Issue guidelines for harmonizing Public-Private Partnerships for
and Cooperatives (MTIC) promoting private sector investments in the agricultural sector
• Provide technical support in development of agricultural cooperatives
societies
• Promote Marketing of agricultural products
• Provide Market information and identification of new markets for
agriculture products.
• Support agricultural industrial development
Ministry of Finance, • Mobilization and provision of financial resources for agricultural

Planning and Economic extension services
Development • Monitoring and Evaluation of the agricultural sector performance
• Guide the collection and collating of agricultural Statistics through
Uganda Bureau of Statistics (UBOS)
• Identify and promote investment opportunities through Uganda
Investment Authority
• Provide enabling environment for acquisition and provision of
agricultural credits

Ministry of Local • Administration and Coordination of District Local Governments

Government • Monitoring performance of District Local Governments
• Policy and Advocacy support for District Local Governments
• Supervision of District Local Government Activities
Ministry of Public Service • Review and approval of the establishment structures

• Provide policy guidance on human resource management and
development
• Provide technical guidance during recruitment exercise, retirement and
pension
Ministry of Information, • Provide policy oversight on ICTs

Communications and • Promote use of transferable appropriate information technologies
Technology • Contribute to the strengthening and setting up of information
laboratories
Ministry of Water and • Provide policy oversight on gender and youth

Environment (MWE) • Mobilization and sensitization of gender and youth
• Community mobilization for uptake of extension services
• Participation in farmer group formation and sustainability
• Mainstreaming gender issues in extension programs
Ministry of Gender, • Curriculum development

Labour and Social • Training and development of agricultural extension service providers
Development (MGLSD) • Review and develop relevant curricular to suit current extension
demands
• Accredit training courses and private training institutions
Ministry of Education and • Provide Nutrition information for extension services

Sports (MoES) • Provide information on food safety and standards at household level
• Develop and package information on zoonotic diseases
• Provide Animal Drugs regulation services
Academia (Universities, • Curriculum development for agricultural extension

Colleges and training • Training and development of agricultural extension service providers
institutions) • Participate in certification of service providers
• Offer specialized training for professionals and para professionals
• Partner with MAAIF to develop appropriate and practical internship
programs
• Provide research services for agricultural extension programs
Research institutions • Generation of research priorities in consultation with farmers, extension

agents and other stakeholders
• Formulate and implement research projects and programs
• Participate in setting and reviewing the policy document
• Provide technical support and training of stakeholders
• Established mother garden
• Promote adaptation and use of appropriate technologies

Non-State Actors • Policy advocacy for extension services at all levels

(NGOs, CSOs, PSO) • Resource mobilization for agricultural extension services
• Private extension service provision
• Supply of quality agricultural inputs
• Support postharvest handling, storage, value addition and processing
• Provide services in transport, trade and marketing
• Mobilize farmers into groups
• Sensitization and training of farmers
• Support vulnerable groups
• Support capacity building in extension services
• Promote delivery of quality services
• Provide policy and advocacy support for extension

Development Partners • Provide technical Assistance to agricultural extension
• Mobilize financial resources for agricultural Extension
Farmers/ Farmers • Udopt of agricultural technologies to improve production and

Organizations and other productivity
value chain actors • Undertake to farmer to farmer extension services
• Multiply seeds, planting materials and stocks
• Mobilization of farmers and resources
• Carry out farmer institutional development
• Facilitate community based support services for agricultural extension
• Undertake Self-regulation and quality assurance of services
• Participate monitoring and evaluation
• Record keeping and provision of agricultural statistics
• Innovations using indigenous knowledge
• Engage in policy dialogue and facilitating business
• Provide extension at their respective segments of the value chains

5.4 Ensuring effective data and information staff on the use of these tools, a system of quality
management. control of the data from the sub-county level on up
to the district level (see chart below). The district
The MAAIF Department of Planning, Division of level staff assigned the role of agricultural statistics
Statistics has the mandate to collect, analyze, and will also be trained on data entry using an approved
disseminate agricultural information. However, format, and the transmittal of this data to a central
the primary data collection resource is the staff of database at MAAIF.
the extension services. The DAES and the Statistics
division will therefore enter into a formal joint
agreement that defines the data collection tools to be
used by the extension staff, training of the extension

5.5. Creating an enabling legal framework The specific actions include:
In order to effectively implement NAEP, a conducive 1. Enacting a new law (National Agricultural
legal framework is essential to regulate the actions Extension Act) to support the implementation of
of the various stakeholders. Accordingly, under NAEP.
the strategy, MAAIF will take a number of actions 2. Reviewing NAADS Act (2001)
including repealing the NAADS Act and replacing it 3. Developing statutory instruments for regulation
with legislation that supports the extension services. of agricultural extension services
Furthermore, the Ministry will develop appropriate 4. Reviewing the Universities and Tertiary
regulatory/statutory instruments to regulate the Institutions Act 2001
extension service providers.

6. Planning and Financing Framework for the
Extension Service
6.1 Objective and Strategies 8. Government support will largely be directed to
the public functions as outlined in this strategy
The objective of the planning and financing strategy and will be complimented by the private sector
is to develop and establish an effective agricultural which has over time developed capacity to finance
extension planning and financing methodology its own initiatives.
that conforms to Ministry of Finance, Planning
and Economic Development guidelines and
Local Government work planning and budgeting 6.2 Structure of publicly financed extension
procedures. budget.
Strategies to meet the planning and financing Directorate, District, and Sub-County budgets contain
objective: three components: 1) Fixed Costs, 2) Operational
Costs, and 3) Technical Development Costs. Further,
1. MAAIF personnel will work closely with each component is then divided into major budget
local government Production and marketing areas such as, office, transport, equipment, logistic
department technical staff and with beneficiaries’ support, workshops, demonstrations, technical
representatives and other stakeholders to develop activities, and capacity development. These areas are
yearly agricultural extension plans and budgets then further subdivided by specific items.
and associated plans and budget for each district
and associated sub counties. In addition to DAES, District and Sub-county
2. MAAIF shall establish formal work agreements budgets, MAAIF Agencies with extension function
with public and NSAs extension service partners including UCDA, CDO and DDA have their budgets
on work planning and budgeting activities to incorporated in the summary below.
ensure realistic, harmonized and coordinated
plans.
3. MAAIF will work closely with District Planning
and Statistics units on the collection, analysis, and
distribution of agricultural data/information on a
bi-monthly basis to facilitate planning.
4. Government will provide adequate funding
to cover wage and non-wage recurrent and
development costs.
5. The funding for implementation of this strategy
will be through the normal government funding
of the Ministry of Agriculture Animal Industry
and Fisheries.
6. MAAIF will work with other Ministries for
implementation of agricultural activities to
identify, harmonize and coordinate the deployment
of financial resources for agricultural extension
in order to avoid and/or reduce duplications and
efficiently use the available resources.
7. MAAIF shall explore other avenues of funding and
resource mobilization to supplement government
funding including co-financing with NSAs and
beneficiaries.

6.3 Summary of NAES Budget
The tables below present the summary of the strategy budget. Further details are at Annex 2.
WAGE COST SUMMARY (Uganda Shillings)
Budget Item Year 1 Year 2 Year 3 Year 4 Year 5

(2015/2016) (2016/2017) (2017/2018) (2018/2019) (2019/2020)
Directorate 874,940,772 875,487,747 876,363,563 877,240,255

District 13,393,018,512 21,800,811,003 23,220,760,193 25,321,704,802
Sub-county 32,287,960,848 35,317,136,863 54,660,692,672 85,019,610,379
TOTALS 46,555,920,132 57,993,435,613 78,757,816,427 111,218,555,436
NON - WAGE COST SUMMARY
Budget Item Year 1 Year 2 Year 3 Year 4 Year 5

(2015 (2016/2017) (2017/2018) (2018/2019) (2019/2020)
/2016)
Districts:
Fixed Costs 18,183,000,000 870,000,000
Operating Costs 12,307,600,000 12,307,600,000 12,586,000,000 12,511,760,000
District: 10,097,800,000 10,097,800,000 10,097,800,000 10,097,800,000
Technical Development
Costs
Sub-Total 40,588,400,000 22,405,400,000 22,683,800,000 23,479,560,000
Sub-County
Fixed Costs 17,328,000,000 9,120,000,000 4,560,000,000 1,915,200,000
Operating Costs 26,258,000,000 41,460,000,000 46,988,000,000 46,988,000,000
Technical Development 32,072,000,000 50,640,000,000 57,392,000,000 57,392,000,000
Costs
Sub-Total 75,658,000,000 101,220,000,000 108,940,000,000 106,295,200,000
Directorate
Fixed Costs 3,650,800,000
Operating Costs 508,800,000 508,800,000 508,800,000 508,800,000
Technical Development 6,496,000,000 6,496,000,000 6,496,000,000 6,496,000,000
Costs 7,004,800,000 7,004,800,000
Sub-Total 10,655,600,000 7,004,800,000
10,410,000,000 12,050,000,000
UCDA Extension 6,410,000,000 6,410,000,000
CDO Extension 5,000,000,000 5,000,000,000 6,500,000,000 8,750,000,000
TOTALS 138,312,000,000 142,040,200,000 155,538,600,000 157,579,560,000
GRAND TOTAL
(WAGE + NON 184,867,920,132 200,033,635,613 234,296,416,427 268,798,115,436
WAGE)
5 YEAR COST Wage 294,525,727,609

SUMMARY Non-wage 593,470,360,000
Overall 887,996,087,609

7. Monitoring, Evaluation and Framework
A separate detailed agricultural extension Monitoring Actors to implement NAES will have been enhanced
and Evaluation Plan has been developed to guide the for effective contribution to the development
tracking of the implementation process and results objectives of NAES.
for of NAES. The NAES M&E plan describes the The M&E plan has been developed to target the
approach that the Directorate will follow to create and different stakeholders involved in the NAES
operate an effective M&E sub-system as an integral implementation at national and sub-national/district
part of the Sector M&E framework and M&E strategy and sub-county levels.
and to produce credible and accurate information on
an ongoing basis that gets used to improve service It has impact indicators at national level that DAES will
delivery. contribute to, impact, outcome, and output indicators
for the strategy and plans for data collection, analysis,
The purpose of M&E in the implementation of reporting and feedback. In addition it has aspects
NAES is to facilitate the use of timely, relevant and of performance assessment for extension workers
comprehensive information for decision making at that will need to be included in the public service
policy, program management and implementation performance agreement forms. The following table
levels. Hence, the objective of this M&E plan is to captures the outcome level indicators that correspond
build the necessary capacity to effectively monitor to specific objectives.
and evaluate the implementation of NAES. When this
is achieved, the ability of DAES, LGs and Non-State
Strategy outcome indicators for routine reporting on specific objectives
Level Specific Objective Outcome Indicators
Objective 1. To 1.1: Establishment of an effective • Farmer/extension worker ratio

establish a well- organizational and institutional • Percent of districts delivering pluralistic
coordinated, framework for pluralistic agricultural extension services
harmonized pluralistic agricultural extension services • Percent of farmers’ organizations
agricultural extension supported at least six times a year by
delivery system for extension workers
increased efficiency • Percent of processors supported at least
and effectiveness. six times a year by extension workers
• Percent of marketers and distributors
supported at least six times a year by
extension workers
• Percent of districts that received support
supervision visits from DAES at least
four times a year ( once a quarter)
• Percentage of budget released by
MoFPED for agricultural extension
services as percentage of MAAIF Budget

1.2 Regulation and quality • Percent of district plans and budgets for
assurance of extension services extension services fully funded
• Percent of extension services
practitioners / actors operating
according to set quality standards
2. To empower farmers 2.1 Farmer organizations and • Percent of beneficiary farmer

and other value chain empowerment organizations and groups that
actors (youth, women aggregated into viable commercial
and other vulnerable entities or cooperatives
groups) to effectively • Proportion of men and women
participate and perceiving that their voice has been
benefit equitably from taken into account in decision making
agricultural extension and planning for extension services
processes and demand through their farmers organizations and
for services groups
2.2 Targeting youth, gender and • Percent of gender and vulnerable groups
other vulnerable groups integrated into extension services
• Percent of beneficiaries that are from
poor and vulnerable households
participating in extension processes
• Percent of poor households and
vulnerable groups reached with
extension services
• Percentage of targeted beneficiaries who

3.To develop a 3.1 Technology Development, are satisfied with advisory services (by
sustainable mechanism Packaging and Dissemination gender)
for packaging and • Percentage of targeted beneficiaries
disseminating using improved technologies (by
appropriate enterprise): Crop, Livestock, Fisheries,
technologies to all SLM technologies
categories of farmers a)Crop
and other beneficiaries b)Livestock
in the agricultural c)Fishery
sector d)Sustainable land use management
(SLM)
• Percentage increase in the number of
technological innovations packaged
and disseminated
• Percent of districts with effective control
mechanisms for crop pests and diseases
• Percent of targeted districts with effective
control mechanism for livestock diseases
and vectors
• Percent of successful artificial
inseminations in target districts

3.2 Agricultural Knowledge • Percent of beneficiary farmer

Management and Information organizations and groups that
System aggregated into viable commercial
entities or cooperatives
• Percent of beneficiaries practicing
acquired knowledge and skills
3.3 Agribusiness Development • Percentage of output of strategic

Services and Market Linkages commodities that is marketed
• Percentage increase in agricultural
income of participating households
• Value of agricultural exports as a
percentage of the value of total exports
• Value of commercial loans for agriculture
• Percent of farming households with
access to agricultural and rural finance
and credit services
4. To build institutional 4.1 Human resources • Percent of districts with adequate

capacity for effective management and capacity human capacity to deliver agricultural
delivery of agricultural development extension services
extension services.
4.2. To strengthen agricultural • Percentage of stakeholders and graduates

education and training that say training programs are practical
and relevant.

Annex 1: Public Extension Staffing Plan
1. Directorate staffing plan
The Directorate, located in Entebbe, will be fully staffed by the end of year 2.
Staff Year 1 Year 2 Year 3 Year 4 Year 5

(2016/2017) (2017/2018) (2018/2019) (2019/2020) (2020/2021
Director 1
Commissioners 2
Assistant 5
Commissioners
Principals 15
Seniors 15
Support staff 17
TOTALS 8 47
2. District staffing plan
The current number of Districts is 116, where maximum district level staffing could reach 1,508 (13 staff *
116 Districts). Thus, year 1 staffing is at a 26% and year 2 staffing will add 22% and year 3 staffing will add
30% for a projected staffing of 78% by the end of year 3. Additional staffing is subject to additional funding. If
funding is available, an additional 173 staff can be hired in year 4 and 150 more in year 5 for a total of 1,508
staff to achieve 100% capacity.

(2016/2017) (2017/2018) (2018/2019) (2019/2020) (2021/2021)
1. Production & Marketing 52 64

Coordinators (U1E) 33 23 64
2. Veterinary/Principals (U2) 22 50 44
3. Crops/Principals (U2) 19 10 87
4. Fisheries/Principles (U2) 4 16 96
5. Entomology/Principals (U2) 75 21 20
6. Veterinary/Seniors (U3) 77 39
7. Crops/Seniors (U3) 12 44 60
8. Crops/Senior Agriculture 45 32 39
Engineer (U3) 30 36 50
9. Fisheries/Seniors (U3) 11
10. Entomology/Seniors (U3) 10
11. Animal Production Officer 4
(U4) 73 50
12. Fisheries/Officers (U4) 50 50
13.Vermin Control Officer 50 50
(U4)
Totals 394 335 456 173 150

3. Sub-County staffing plan.
The current number of Sub-Counties is 1,364, where a maximum Sub-County staffing could reach 9,548 (7
positions * 1,364 sub-counties). Thus, year 1 staffing is 16% of the potential total, year 2 staffing will add
17.4% more staff, and year 3 will add 2.6% more staff for a total of 36% staffed by the end of year 3. Addi-
tional staffing is subject to additional funding. If funding becomes available an additional 3,100 staff could be
hired in year 3 and 3,022 in year 4 for a total of 9,548 staff at 100% capacity.

(2016/2017) (2017/2018) (2018/2019) (2019/2020) (2021/2021)
1. Veterinary Officer (U4) 186 210 100 450 450

2. Agriculture Officer (U4) 452 180 80 700 622
3, Fisheries Officer (U4) 71 175 50 350 350
4. Assistant Animal Husbandry (U5) 368 345 450 450
5. Assistant Agriculture Officer (U5) 267 415 600 600
6. Assistant Fisheries Officer (U5) 128 275 350 350
7. Entomologist Assistant (U7) 62 62 200 200
Totals 1,534 1,662 230 3,100 3,022

Annex 2: Public Extension Services Budget – 2016/17 – 2020/21
Knowledge Driven Agricultural Revolution

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National Agricultural Extension Strategy (NAES)

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National Agricultural Extension Strategy (NAES)

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Foreword

For God and My Country

Hon. Vincent Bamulangaki Ssempijja (MP)

National Agricultural Extension Strategy 3

1. Introduction and Background 9

4. Objectives, Strategies, and Activities 18

5. Institutional Arrangements for Implementation 36

6. Planning and financing framework for the extension service 47

7. Monitoring, Evaluation and Learning Framework 49

Knowledge Driven Agricultural Revolution 4

National Agricultural Extension Strategy 5

Knowledge Driven Agricultural Revolution 6

Youth: Persons between the ages of 18 and 30 years.

National Agricultural Extension Strategy 7

Knowledge Driven Agricultural Revolution 8

National Agricultural Extension Strategy 9

Knowledge Driven Agricultural Revolution 10

National Agricultural Extension Strategy 11

Knowledge Driven Agricultural Revolution 12

National Agricultural Extension Strategy 13

Knowledge Driven Agricultural Revolution 14

National Agricultural Extension Strategy 15

Ineffective agricultural extension service delivery Objective 1: To establish a well-coordinated,

Knowledge Driven Agricultural Revolution 16

National Agricultural Extension Strategy 17

This strategy details a set of 4 objectives, 10 specific Activities:

Specific Objective 1.1 Establishment of an effective

Knowledge Driven Agricultural Revolution 18

DAES/Commissioners • Updated job specifications/descriptions for Year 2017/18– Q1 & Q2

Key responsible person Expected strategy output(s) Time frame

Key responsible person Expected strategy output(s) Time frame

National Agricultural Extension Strategy 19

Key responsible person Expected strategy output(s) Time frame

Key responsible person Expected strategy output(s) Time frame

DAES/Director & • Learning visits conducted Year 2017/18– Q2& Q3

Knowledge Driven Agricultural Revolution 20

DAES/Commissioners • Committee established and functional Year 2017/18– Q3 & Q4

Specific Objective 2.1. To support farmer institutional Activities:

Key responsible person Expected strategy output(s) Time frame

DAES/Commissioners • Assessments conducted Year 2017/18– Q1 & Q2

National Agricultural Extension Strategy 21

Key responsible person Expected strategy output(s) Time frame

DAES/Commissioners • Existing farmer organizations profiled Year 2017/18– Q1 & Q2

Key responsible person Expected strategy output(s) Time frame

DAES/Commissioners • Farmers sensitized Year 2017/18– Q1 & Q2

Strategy 2.4 Provide targeted support and guidance

Key responsible person Expected strategy output(s) Time frame

DAES/Commissioners • Standards and guidelines developed Year 2017/18– Q1 & Q2

Knowledge Driven Agricultural Revolution 22

Key responsible person Expected strategy output(s) Time frame

DAES/Commissioners • Farmer organizations trained Year 2017/18– Q1 & Q2

Key responsible person Expected strategy output(s) Time frame

DAES/Commissioners • Guidelines developed and adopted Year 2017/18– Q1 & Q2

Strategy 2.3.2 MAAIF will prioritize capacity Activities:

Key responsible person Expected strategy output(s) Time frame

DAES/Commissioners • Training needs assessments conducted Year 2017/18– Q1 & Q2

National Agricultural Extension Strategy 23

Key responsible person Expected strategy output(s) Time frame

DAES/Commissioners • Assessments completed Year 2017/18– Q1 & Q2