The publication (252 pages) is structured in 12 modules providing a foundation for extension reform affecting the entire set-up and mode of operation of agricultural extension. All modules intend to review the major reforms being considered internationally – reforms that aim to change the policy and institutional structure and operations of public sector agricultural extension systems, and thus enhance a transition to better coordinated pluralistic, demand-led advisory systems. The advantages and disadvantages of each aspect of these reforms are examined and illustrated by the selected case studies. 

The modules have a common structure: Each module begins with the objectives, followed by a brief introduction to the specific reform measure. Then, main definitions of terms and concepts of the module are provided. The main section is the discussion part, which outlines the topic, assesses experiences and draws lessons learned and conclusions. Case studies then illustrate concrete examples from experiences in various countries worldwide. This is then followed by a summary of main points.  

Each reform is presented for separate analysis, but the reforms are often interconnected and their goals may even overlap. 

Module 1 – Trends in extension reform – provides background to the global evolution, overall trends and drivers that have, and are changing the shape and purpose of not only formerly predominantly public extension systems in their transition to pluralistic rural advisory systems with a much broader mandate, but also to more specialized services. It outlines the increasing role of farmers and their organizations, innovative financing mechanisms, use of digital solutions, etc., and the need for country-specific solutions reflecting the challenges to be addressed and the institutional setting needed to respond to them. 

Module 2 – Pluralistic Service Systems – shows the need for and evolution towards pluralistic service systems. Multi-stakeholder governance and coordination are crucial to succeed in responding to the needs and demands of increasingly diverse smallholder farms and their advisory needs (business services, climate change, ICTs, etc.). Other issues enabling and promoting the performance of pluralistic service systems and demand orientation of good quality services (accountability, innovative financing mechanisms, farmer empowerment, etc.) are also discussed.  

Module 3 – Demand-Driven Rural Advisory Systems and Services – highlights the shift towards demand-led advisory services to make services more relevant and effective. This shift requires different mind sets, organizational and financing procedures, skills and competences on both the demand and the supply side of services. It puts emphasis on putting farmers and their organizations at the centre of the advisory systems and outlines the processes for the identification, expression and formulation of demand for services by them. It concludes that capacity development for empowering producers’ organizations is an indispensable part of demand-led advisory services and systems. 

Module 4 – Linking Farmers to Markets – covers the importance of linking farmers to markets, and integrating them into value chains. It requires a shift from increasing production alone to enhancing income and rural employment, thus contributing to improved, sustainable livelihood and increased food security. Staying in tune with changing market requirements and standards is crucial for RAS and farmers. RAS providers also require enhanced skills in facilitating and brokering relationships with actors along the value chains (producers’ organizations, agri-business, public and private sector entities, and NGOs). 

Module 5 – Financing mechanisms for pluralistic demand-led RAS systems – outlines the need for innovative financing mechanisms required to achieve pluralistic and demand-led RAS systems. It examines various options for diversified financing, their advantages and disadvantages, and how they are linked to service provision by public and private RAS providers, with empowerment of farmers and their organizations. It also reviews various cost-recovery strategies for financing RAS. Financial contributions by users (co-financing mechanisms) are fundamental for accountability and ownership. Monitoring of financing mechanisms is needed for enhancing quality of implementation and measuring their impact. 

Module 6 – Role of public actors in RAS governance and service provision – emphasizes the changing role of public actors in governing and enhancing pluralistic advisory systems and in (co-)coordinating a multi-purpose range of institutions. Multi-stakeholder governance and collaboration are crucial to achieve a well-performing, pluralistic and demand-led advisory system. The policy, regulatory, financing and monitoring roles ensure that services are of good quality, relevant and accessible for the small-scale farmers. The module also reviews the institutional arrangements such as the level of decentralization or privatization in public RAS systems and links to pluralism of RAS. 

Module 7 – ICTs in Rural Advisory Systems and Services – highlights the fast-growing importance and main functions of ICTs in RAS systems and services, and looks at the experience so far of using ICT in agriculture and rural development. The use of ICT by itself requires organizations to adjust the way they are set up, managed and organized. Institutionalizing the use of ICTs in RAS or producer organizations needs therefore investment, training and behavioural change. The module also assesses - the limitations of ICTs and the need for complementary support and services to utilize the full potential of ICTs and to ensure that smallholders benefit from these technologies. 

Module 8 – Role of producer organizations in rural advisory systems and services – focuses on the importance of producer organizations (POs) in RAS, with discussion of the roles of POs in RAS governance and in the provision of advisory services. Other roles of POs include acting as multipliers in knowledge sharing and dissemination, bridging local agricultural knowledge and technical research expertise, and as a main partner in the agriculture innovation system. The module outlines the capacity development needs for POs in order to fulfil their roles in RAS, as well as the reciprocal role for RAS in strengthening POs.  

Module 9 – Gender-sensitive Rural Advisory Systems and Services – stresses enhancement of gender aspects in all elements of agricultural and rural development and related advisory services. On the one hand, regarding the consideration of gender in advisory services, and on the other hand, the mainstreaming of gender in rural advisory systems and service institutions (staffing, career development, working conditions, culture, etc.). The module also assesses the options and comprehensive efforts needed to close the gender gap in productivity and access to resources and services, as well as the institutional strengthening needed to mainstream gender. 

Module 10 – Extension and advisory approaches and methods – emphasizes the various purposes, objectives and situations that require different approaches and methods for advisory services. The diversity of RAS approaches and methods are outlined. Guidance and principles are provided on how to choose the most appropriate RAS approaches and methods in a given situation and to match them with purposes and objectives. The module also describes a systematic process for selecting the advisory approaches and methods. It then discusses the factors contributing to success, and highlights key challenges faced in implementing them, such as institutionalizing and scaling up. 

Module 11 – Managing RAS systems and organisations – looks at the change required for managing pluralistic RAS systems and their organizations, given the challenges ahead in a fast-changing world. It shows the need for result-based management in RAS to achieve improved performance, with the need for change management in order to adapt to changing circumstances. The module provides an understanding of how to manage change in organizations and the associated leadership challenges. It also highlights capacity development needs related to an innovative, forward looking management of a RAS which has to operate in a complex and challenging environment. 

Module 12 – RAS in Agricultural Innovations Systems – urges the need for capacities to innovate, and for multi-stakeholder collaboration for innovation, outlining the conceptual framework of an Agricultural Innovation Systems (AIS). It examines the broadened role and mandate of RAS in the wider AIS, looking at the experiences made in AIS in order to draw lessons learned for extension reform. The module then outlines the challenges that still need to be addressed, e.g. in modifying institutional arrangements to enhance innovation; monitoring and evaluation; and lesson learning when applying the AIS framework.