World Bank Document · 2016. 8. 5. · ARP Agricultural Research Project CARP Council of Agricultural Research Policy DAPH Department of Animal Production and Health DARP Diversified

Document of

The World Bank

FOR OFFICIAL USE ONLY

MICROFICHE COPY

Report No. 10236-CE Type: (SAR)SEREJSKI, / X81278 / E9 015/ SA3AG

STAFF APPRAISAL REPORT

SRI LANKA

SECOND AGRICULTURAL EXTENSION PROJECT

MAY 12, 1992

Agriculture Operations DivisionCountry Department 111South Asia Region

This document has a restricted distribution and may be used by recipients only in the performance oftheir official duties. Its contents may not otherwise be disclosed without World Bank authorization.

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CURRENCY EOUIVALENTS(as of July 1991)

Currency Unit - Sri Lanka Rupee (SL Rs)US$1.00 - SL Rs 42.20

MEASURES

Hectare (ha) - 2.47 acres (ac)

ABBREVIATIONS AND ACRONYMS

ADB Asian Development BankAEARP Agricultural Extension and Adaptive Research ProjectAEC Agricultural Extension CommitteeARP Agricultural Research ProjectCARP Council of Agricultural Research PolicyDAPH Department of Animal Production and HealthDARP Diversified Agricultural Research ProjectDEA Department of Export AgricultureDOA Department of AgricultureDS/AGA Divisional Secretary/Additional Government AgentFAO/CP Food and Agricultural Organization/Cooperative

ProgrammeGOSL Government of Sri LankaIDA International Development AssociationJICA Japan International Cooperation AgencyKVS Krushikarma Vyaptha Sevaka, Village-level Extension

AgentsMADR Ministry of Agricultural Development and ResearchMCICD Ministry of Coconut Industries and Crop

DiversificationMPAPCHA Ministry of Public Administration, Provincial Councils

and Home AffairsNAEWG National Agricultural Extension Working GroupNGO Non Government OrganizationNTCC National Training Coordination CommitteePCC Project Coordination CommitteePMOA Provincial Ministry of AgriculturePNU Project Management UnitRTWG Regional Technical Working GroupT&V Training and VisitUSAID United States Agency for International Development

GOVERNMENT FISCAL YEARJanuary 1 to December 31

FOR OmCIL USE ONLY

Table of Contents

zm

CEIT AiD- PROJECT? BUIA.I.SI.Y . . . . . . . . ...... . . . . IILL

A. Project Genesis . . . . . . .................. 1,B. The Agricultural Se cto... ..... ..... 1.C. SUPPOrt Services for Agriculture .... 3D. Bank/1DA's Strategy in the Agricultural Sector' .10

11. PROJECT? 03J10'?IVr A DESCRXPTO. ............. . . . 11

A. Project Objectives ............ .11... .... Project Components ... 12

C. DetaLld F.eatures . . . . . . . . . . . . . . . . . . . . . . . 12

. PAECT -COSTS AND FINANC.n. . . . . . . . . . . . . . . . . . . . ..16

A. Project costs . . . . . . . . . . . . . . . . . . . . . . . ..16B. Project Finanelng.16 . Agrlcult . . . . . . . . . . . . . . . 3C. Procurement. . . . . .. .... . . . . . . . 17D. DLTburses . . . . . . . . . . . . . . . . . . . .ir n . . . . 19

IV. PROJET -NbDEO... .Z .. .. . . . . . . . . . . . . ..19

A. Coordination . . . . . . . . . . . . . . . . . . . . . . . . 19S. Division ofResponsibiltes . . . . . . . . . . . . . . . . . . 21C. ImplemCentation ... .. ................ 21D. Moitoring and Evaluation........ ... ........ 28S. Project Supervision Plan . . . . . . . . . . . . . .29P. Te' hibcal Atance . . . . . . . . . . . . . . . . . . . . . 300. vromntal impact. . . . . . . . . . .. . . .. 0 . . .

This report La based on the findings of an appraisal mission whLch visited SriLAnka In Jlun/July 1991. The mission consisted of Nessrs./Mm.s. I. serejsk.,3. GutLerrexC T. Abeysekera (IDA). and D. Crouch, 0. Reusche. 0. Allen and K.Roach. (consultants). The peer reviewers were Nessrs. c. .Amur (eztensioncomponent). J. Srivastava (seed component) end S. Chobanian (agro-enterpr.sedevelopment). Messrs. C. Antholt. D. Lister and Me. B. Lee contributed to therePOrt. Ms. C. Anbiah and 't. Cohen (IDA) assisted with project processing andpreparation of the appraisal report.

This document has a stricted distributon and may be usd by recipients only In the performanceof their official duties. Its contents may not otherwis be disclosed without World Bank authorization.

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V. PROJECT JUSTIFICATION AND RISK .................. 31

A. General ......... 31B. Project Benefits . . . . . . . . . . . . . . . . . . . . . . . 31C. Project. Risks . . . . . . . . . . . . . . . . . . . . . . . . . 31

VI. AGMMNTS TO BE REACHED AND BECODEUD I. . .. 32

1. Organization Charts:1 - Ministry of Agricultural Development and Research2 - Agricultural Extension within the Province3 - Department of Agriculture - Technology Transfer DivisLon4 - Department of Export Agriculture5 - Department of Animal Production and Health6 - State Ministry of Coconut Industries and Crop Diversification

2. Staffing Plan for Extension

3. Farming System Approach to Extension

4. Human Resources Development

5. Cost Estimates

6. Financing and Disbursements

7. Implementation Schedule

S. Pilot Extension Program - Terms of Reference

9. Related Documents in the Project Files

MAPS IBRD 23349RIBRD 14076R2

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SRILANK


Credit and Project Summary

Borrower: Democratic Socialist Republic of Sri Lanka.

Bon fLiLaME: The hinistry of Agricultural Development and Research(NADR).

8DR 10.5 million (US$14.34 million equivalent).

Tarms: Standard IDA terms with a maturity of 40 years.

Project Objectives: To increase farmers' income and agriculturalproduction by improving farm productivity through,inter alLa, promotion of innovative technology. Toachieve this objective, the project would: (a)strengthen agricultural extension services (except fortree crops), and (b) develop a national seed policy.

Desgr1grtion: The proposed nationwide six-year project (1993-98)would consist of: (a) a multifaceted program toimprove agricultural extension services, includingcloser integration of existing extension services,improved use of mass media, strengthened plantprotection, quarantine and pest control, safer andmore effective use of pesticides, training, and aprivate sector pilot extension program; (b) improvedseed policy; and (c) establishment of a projectmanagement unit.

Beneflts and Risks: The project would help to sustain and improve farmers'income and to develop a more streamlined, less costlyclient-oriented extension service. The project wouldalso help the central government explore thepossibilities of gradually divesting itself ofes-ension activities through a private sector pilotetenasion program. The project would advanceprivatization of the seed industry through theestablishment of national seed policy that wouldfacilitate farmers' access to a complete range ofimported improved crop varieties. The project wouldalso help reduce pesticide misuse and overuse whichresult in environmental damage, reduced effectiveness,heavy residues In harvested crops, resistanceproblems, and poisoning accidents--by strengtheningpesticide legislation and enforcement and by educatinggrowers and dealers about the optimal and safe use ofpesticides.

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The project faces two main risks. First, with therapid devolution of authority to the provinces,coortination of physical, financial, and humanresources in agricultural extension services may beweakened. Pragmatic organizational arrangements havebeen built in as safeguards. These arrangementsinclude establishment of an Agricultural ExtetsiLonCommittee (ARC) and Project Coordination Committee(PCC), and strengthening of the National AgriculturalExtension Working Group (NAEWI). Second, there may besome delay in getting all the provinces adequatelystaffed to undertake all project-related tasksassigned to them. To minimize this risk, the level ofprovincial support would be reviewed each year by theproject management unit (P1U) and IDA, and steps wouldbe taken to bring support up to the appropriate level.

Local ForeLgn TotalEstimated Prolect Cost ---------(US$ million)-------

Extension Services 7.41 8.18 15.59Seed Policy - 0.03 0.03Project Management Unit 0.24 0.06 0.30

Total Baseline Costs 7.65 8.27 15.92

Physical Contingencies 0.26 0.38 0.64Price Contingencies 0.96 0.80 1.76

Total Cbst 8.87 9.45 18.32(Including taxes and duties of U'S$2.5)

Financing Plan:Government 3.71 0.08 3.79Farmers 0.14 0.05 0.19IDA 5.02 9.32 14.34

Total 8.87 9.45 18.32

ggtimated Disbursements of IDA Credit:

Annual 0.4 1.0 2.3 2.3 2.3 2.3 2.3 1.4Cumulative 0.4 1.4 3.7 6.0 8.3 10.6 12.9 14.3

Economic Rate of Return: Not applicable

MAPS: IBID 23349RIBRD 14076R2

SRI LAMR


I. BmgRU

A. Project Genesis

1.1 The Government of Sri Lanka and IDA have been discussing a follow-up project to the IDA-financed Agricultural Extension and Adaptive ResearchProject (AEARP) for the last five years. A mission from the Food andAgriculture Organization/Cooperative Programme (FA('/CP) visited Sri Lanka inlate 1989 and in November 1990 to prepare the proposed project. This task wascompleted in February 1991. At about the same time (January-July 1991). theAsian Development Bank (ADB) conducted a review of agricultural extension inSri Lanka under a technical assistance grant of US$350,000. The studyfindings were taken into account in the design of the proposed project, whichwas appraised by IDA in June/July 1991.

B. The Agricultural Sector

Structure

1.2 Sri Lanka is a small island economy with 17 million people and aper capita income of about US$470 a year. Agriculture plays an important roleIn the economy, accounting for about 24X of gross domestic product, 36X ofmerchandise exports, and 45X of the active labor force (2.2 million persons).It is also an important source of income for nearly 701 of the country'spopulation who live in rural areas.

1.3 The agricultural sector has three main subsectors: (a) tree crops-- tea, rubber, and coconut -- accounting for about 5X of GDP, 341 ofmerchandise exports, and 16X of employment; (b) paddy, accounting for 21X ofGDP, and 30X of employment; and (c) alternative crops, mainly subsidiary foodcrops and minor export crops, accounting for a negligible share of GDP,exports, and employment. Subsidiary food crops include pulses (green gram,black gram, cowpea), oilseed (gingerly, groundnut, and soybean), condiments(chilies, onion, ginger, and turmeric), roots and tubers (potato, sweet potatoand manioc), and vegetables. Minor export crops cover cinnamon, cardamom,cocoa, coffee, chinchona, citronella, cloves, ginger and pepper. There isalso a limited production of high-value crops for export -- largely freshfruits, vegetables, foliage plants, and flowers that are in high demand inmore affluent economies. About 731 of all cultivated land is undersmallholdings, and average farm size is diminishing.

Performan_e_

1.4 Performance in the agricultural sector was mixed in the 1980s: 41annual growth between 1978-86, followed by two years of negatlve growth in1987 and 1989. Production in the tree crops subsector grew by only 1.81 ofGDP a year, even with record-breaking production in 1990. At the same time,

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the country's competitors experienced more robust, sustained growth in treecrops production and quality improvements, leading to erosion ofSri Lanka's market share. The poor performa6ace of the two state plantationcorporations (the Janatha Estates Development Board and the Srl Lanka StatePlantations Corporation), which account for almost half the area under tea andrubber, had much to do with this mediocre performance. Vlrtually all theincrease ln tea production during 1983-89 came from private estates andsmallholders.

1.5 Paddy production has increased markedly over the past threedecades, rising from an average of 0.62 million metric tons in 1960-62 to 2.2million metric tons in 1980-82 and 2.4 million metric tons in 1988-90, peakingat 2.7 million metric tons in 1985. The rapid production increases of theearly 1980s were followed by slower and highly variable annual growth in thelater 1980s. Output declined, reaching a low of 2.1 million metric tons in1989, as civil conflict and bad weather reduced the area under cultivation andyields leveled off.

Growth Potential

1.6 While opportunities for rapid growth in the tree crops and paddysubsectors are limited, the potential is good for expansion of subsidiary foodcrops for domestic consumption, and of minor export crops and nontraditional,high-value export crops especially to the Middle and Far Eastern markets. Inthese markets, the current Sri Lankan share is small (3X of the Middle Easternmarket and 0.04X of the Far Eastern market) and the country is well positionedgeographically to increase its market share by three and tenfold in the MiddleEastern and Far Eastern markets, respectively. Growth of these crops has beenmized, however, despite their high returns relative to paddy. There has beenlittle development of nontraditional agricultural exports except cut flowersand foliage plants and moderate success in growing gherkins. The largestsubgroup of the minor export crops, the spice family, fared badly during 1982-89 (cinnamon was an exception).

Constraints

1.7 The technology exists or is being developed under the IDA-supportedAgricultural Research Project (ARP) (Cr. 1776-CE) for farmers to growsubsidiary food crops and minor export crops, and some of the never high-valueexport crops. Local market prices for subsidiary food crops and minor exportcrops are adequate and often attractive relative to the prices of alternatlvecrops, but prices fluctuate widely, reflecting easy saturation of the localmarket. The prices of traded goods among these crops also reflect the oftendestabilizing effects of discretlonary import and export interventions by theGovernment. There are also weaknesses in the financial sector and in landpolicy. These issues are being addressed in macroeconomic and sectordialogue. Most production (90-95%) is marketed by private traders, andexchange rate and international trade policies have been evolving favorably.A major constraint is farmers' inability to respond to the signals of anincreasingly free market because their access to the available technology isseverely hampered by the present state of the extenslon servLce.

1.8 When the costs of operating the extension service becameprohibitively high in the mid-1980s, the Government made drastic cuts inoperating expenditures and later In staff. In 1987, the extension service was

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disrupted again by the devolution of authority to the provinces. In 1988-89,some 2,400 village level extension agents (Krushikarma Viyaptha Sevaka or KVS)were transferred to the Janasaviya (poverty alleviation) Program. Inaddition, the extension service never really adapted its "single crop" (paddy)focus to the "whole farm" approach needed to address other crops, especiallyafter paddy yields leveled off. As presently constituted, the extensionservice is unable to promote the development of alternative crops at a costthat can be sustained by the Government budget. Furthermore, there is noenabling seed policy for greater participation of the private sector in seedproduction and marketing activities, and plant protection and pesticidemanagement are veak.

Sectoral Development Strategy

1.9 The centerpiece of the Government's agricultural developmentstrategy is the diversification of agriculture through the promotion ofsubsidiary food crops, minor export crops, and high-value export crops. Toeffectively develop these crops, however, will require a leaner, moreofficient and less costly extension service capable of responding to the needsof farmers with fewer, but better trained extension agents, backed up bysubject matter specialists and a more responsive research system. With theassistance of the IDA-supported AEARP (Credit 931-CE), implemented in 1979-86,the Government introduced a training and visit (T&V)Y approach to improveextension services. This system now needs to adapt to the requirements of amulticrop agricultural system and a smaller recurrent budget. This shift canonly be accomplished by switching from a staff-intensive contact farmerapproach to a farmer group approach supplemented by technology transferthrough mass media communication.

1.10 Two other important elements of the sectoral development strategyare restructuring the tree crop subsector and continuing efforts to establisha more level playing field for other subsectors of the agricultural economy,mainly by reducing the support given to paddy production.

1.11 The Bank supports this strategy, as do the other major donors (ADBand the United States Agency for International Development (USAID)), and isproviding assistance in the restructuring of state plantations, irrigationrehabilitation, agricultural research, and forestry. The Bank is alsosupporting reform of the overall macroeconomic and sectoral policy environmentwith a view to relieve the constraints to private-sector led, export-orienteddevelopment.

C. Support Services for Agriculture

1.12 The MinLstry of AgrLcultural Development and Research (MADRI(Annex 1, Chart 1). The NADR has major responsibility for providing

iI T&V is a hierarchically organized and time-bound method of managingextension, designed to deliver selected and timely technology tofarmers with strict regularity. The system encourages links withagricultural research institutions, emphasizes a professionalapproach to extension, and requires exclusive devotion to extensionwork.

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agricultural support services to smallholders. The ministry deals with nearlyall crops other than tea, rubber, coconut, and cashew, and with livestock.Four departments provide agricultural support services. The Department ofAgriculture (DOA) is responsible for developing and disseminating technologyrelated to rice and subsidiary food crops, the Department of ExportAgriculture (DEA) (Annex 1, Chart 4) does the same for export crops, and theDepartment of Animal Production and Health (DAPH) (Annex 1, Chart 5) isresponsible for livestock. The Department of Agrarian Services is responsiblefor providing farmers vith all their production requirements. Direct servicesto smallholders growing tea and rubber are the responsibility of the Ministryof Plantation Industries. Coconut growers are served by the Ministry ofCoconut Industries and Crop Diversification (MCICD) (Annex 1, Chart 6), whilecashew growers are served by the Cashew Corporation.

1.13 Private Sector. Private companies actively engaged in supportservices are restricted mainly to export horticulture and tobacco. Mostprivate companies play only a minor advisory role, but the Ceylon TobaccoCompany offers an effective profit-oriented extension program as part of apackage of support services. Such integrated systems can boost productivityand crop quality, but with their strong commercial focus, they tend to provideextension advice and inputs only to a narrow range of farmers. Also, theyignore the traditional food crops that provide sustenance to small farmers,often directing their efforts toward a single large commercial crop. Asagriculture becomes more commercialized, the scope for profit-orientedextension for high-value crops broadens. Meanwhile, a public serviceextensior that is responsive to the problems and opportunities facing farmfamilies has a critical role to play in the development of the Sri Lankanagriculture.

Extension and Research

1.14 Government involvement in agricultural extension in Sri Lanka beganon a limited scale long before independence. After independence in 1948, riceproduction was accorded an increasing importance, moving the Government toestablish research facilities, and seed production and demonstrations sites inthe major settlement schemes. Agricultural instructors began to function asfield extension staff.

1.15 In 1963, two important changes took place. The Division ofAgricultural Extension was established within the DOA, and the extensionsystem, which had long emphasized only rice, began to include other crops. In1991, the Division of Agricultural Extension became the Technology TransferDivision, embracing education, training, and communication. An informalNational Agricultural Extension Working Group (NAEWG) was also established,but its functions are ill-defined (para 4.2 (b)).

1.16 The Bank's Involvement. At the time of the preparation of theAEARP in 1977, management of agriculture extension was diverse anduncoordinated. Extension quality and delivery systems varied by crop, and thedelivery of messages to small farmers was inefficient. The AEARP was meant toaddress these problems, following the design of earlier statewide T&Vextension and adaptive research projects in India. T&V extension was firstintroduced on a pilot scale, as a component of the Tank Irrigation andModernization Project (Cr. 666-CE) financed by IDA in 1976. Positive resultson irrigated agriculture led to replication in rainfed areas.

1.17 The objective of the AEARP was to assist Srl Lanka ln applying theT&V system of extensLon to the entlre country, to strengthen adaptlveresearch, and to Improve and ezpand the trsininj of extensLon staff. Theproject provlded infrastructure, equlpment, training, and funds for salarLesand allowances for 1,789 additional staff to achLeve stafflng patterns inaccordance with agreed norms. At full development, the itaff-intenslveextension system was ezpected to benefit all operati4.'.l holdings, or about1.6 million people in 1986. AEARP was Implemented - 1979 to 1986.

1.18 On the positlve side, AEARP helped establish a more focussedextension system for fleld crops. The strength of T&V extenslon during 1979-84was lts ability to focus on a few sample messages that were important at thetime. Despite belng weak, the project initlated research-extensLon linkagesat the reglonal level by establishlng of Regional Technical Working Groups(RTWGs) (para 4.2 (c)) at each Regional Research Center (Map IBRD 23349R),diagnostlc teams, and monthly research-extensLon dlalogue meetLngs. Trainingprovlded through the project was useful. Overall, the project is consideredto have had a positlve impact on the agrlcultural sector, helped Governmentagencies become more aware of the need for a cost-effective extenaLon systemdeslgned to meet the real needs of the sector, and provided valuable lessonsfor redesigning of the system.

1.19 On the negative side, the shortage of operating funds for theextension system was a crltlcal problem, and a unlfled extension servLce wasnever established. Other agricultural activities such as horticulture, minorexport crops, and coconut productlon dld not receive enough attention, andanimal husbandry was excluded. The contact farmer's role as the main agent oftechnology transfer was quite limited, while the RTWG's effectiveness inprovidlng research-extensLon llnkages was weakened because of inappropriatedeployment of subject matter specLalLsts. The specialists, who were to havedirected the fortnLghtly training sessions, instead, provided training only inresidential courses, which extension agents could attend once a year. Subjectmatter officers, who are not graduates, directed the foitnLghtly tralning.The proposed project would address this issue (para 4.20). The ProjectCompletion Report (No. 7684, March 31, 1989) and the draft Audlt Report,(December 23, 1991) lnclude a detalled revLew of the problems and achlevementsof the AEARP.

1.20 Recent Develor e,&ts. The extension system did not adapt to newextension challenges after 1985. Paddy yields leveled off, and new problemsarose when the extension system attempted to diversify to other crops. Thesimple technical messages assoclated wLth the slngle-crop (paddy) approach ofthe past was no longer adequate, but the system was unable to adapt to themore complex demands of a multicrop system, whlch required a whole-farmapproach. Sustainability became a critlcal lssue by the end of projectimplementation. The costs of operatlng the extensLon system becameprohibitively high for the Government, especially ln vlew of the stagnatingbenefits. Expenditures for operating the system were drastically cut. In1988, two years after the end of project implementation, agriculture extensionwas costing the Government almost 1 percent of agrlcultural GDP. Staffsalaries alone accounted for about 85-90X of operating costs. The cutback inother resources meant a drastic reduction in the offectiveness of theextension system, which was set up by the project to rely heavily on staffmobllity. It was becoming clear that the current staff-intensive, face-to-facesystem was not cost effectlve. As support for this relatively expensive

extension system weakened, its sustainability became seriously jeopardiLed.The Government transferred 2,400 village-level extension agents (KVS) to LtsPoverty Alleviation Program, maklng the sustainability of AZARP doubtful.

1.21 The recent devolution of authority from the center to the provincesunder this 13th Amendment of the Constitution (November 14, 1987) and thetransfer of the village-level extension agents are changes of paramountImportance to agricultural extension. The structure of devolved poweracomprises three levels: center, province and division. To place this Inperspective, Sri Lanka has 9 provinces divlded into 24 districts and 289divisions. Below the division is the range, which is the level at which theextension agent/ normally operates. The Central Government (MADR) isresponsible for overall policy and inter-provincial coordlnation. TheProvincial Ministry of Agriculture (PMOA) is responsible for formulatinggrovincial policies and strategLes and for coordlnating and monitoringactivlties. The divisLon is the focal polnt for implementation of the entlreprovincial administration. The Divlslonal Secretary/Additional GovernmentAgent (DS/AGA) of the Ninistry of Publlc Administration, Provincial Councilsand Home Affairs (MPAPCHA) is responsible for implementing the developmentprograms in the administrative division.

1.22 The PMOA now has complete operational responsibility foragrlcultural and livestock extension. The heads of the provincial Departmentsof Agrlculture and Livestock exercise technical, adminLstratlve and fLnancialcontrol over the lower tler of official°' -- the Veterlnary Surgeons and theAssistants Directors of Agrlculture. At the division level, the DS/AGApresides over a team of local officials drawn form the divisional services.Two functional specialists assist the DS/AGA: the agricultural instructor,who operates at range level or from an Agrarlan Service Centeri/ at thedivision level, and the livestock development officer, who operates at thedivisional level. Functionally, these two specialists operate under theirtechnical supervisor, the Assistant Director of Agriculture and the VeterinarySurgeon respectively; administratively, the DS/AGA is their supervisor.These dual lines of command threaten the restoration of an effective andefficient extension service. The project would address this issue (para 4.3).

° The term extension agent applies to all persons with that rolewithin an organization and includes the agriculture lnstructor(DOA), the livestock development instructor (DAPH), the extensionofficer (DEA), and the coconut cultivation agent (MCICD's CoconutCultivation Board).

VS Provision of services to minor export crops (DEA), coconutsmallholders (coconut cultivatlon board), and plantationsagriculture (toa, rubber and coconut) remains under the control ofcentral Government agencies.

31 Since 1970, the Department of Agrarian Services has constructed 528Agrarian Servlce Centers, with offices for divisional staff andagricultural instructors, banking facilities, and stores for seed,fertilizers and agro-chemicals, to accommo,date the multiplefunctions.

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1.23 The devolution process represents a major, posltive move towardgiving provincial and rural communities greater power and voice in thedevelopment process. For agricultural extension, it provides an opportunityto shift to a demand-driven support service that is responsive and accountableto its clients, and thus sustainable. Experience in several European andLatin American countries, (Brazil, ChileV, and Mexico), shows that farmerswill increasingly share the costs of extension as they become more aware ofits value and will event-ially employ their own advisers to lnteract directlywith research and government agencies. The proposed project would promoteaccountability through a farmer-centered, farming systems approach toextension that would be embodied in the principles of the extension system. Apilot extension component would also help the central Government explore thepossibilities of gradually divesting itself of extension activities.

1.24 The transfer of the village-level extension agents (KVS) cut thestaff by about 60X and badly disrupted field extension activities. Under theJanasaviya Program, the KVS joined the other general-purpose vlllage-levelworkers known as the Grama Niladhari. The 14,550 Grama Niladaris collect dataand perform regulatory functions at the local administration levels. Theformer extension agents perform no extension work under this system, and theirlinks wvia D"nA, including that technical links have just about disappeared.Hovever, with the exception of 300 KVS with two-year diplomas in agriculturewho would be returned to HADR, KVSs were low-level extension agents of limitedeffectlveness. Therefore, thelr transfer may be less of a loss than might atfirst appear. Earlier extension projects have shown that extension agentsmust have the professional competence to understand the farmlng system as awhole, possess diagnostic skills, be able to identify appropriate options, andeffectively draw on different sources of information. This argues for agentswith some academic tralning in agriculture, as is the case with the extensionagents remaining in Sri Lanka. Second, the country's small size, relativelygood transportation system, and the hlgh level of literacy among farmers donot justify a staff-intensive, face-to-face extension system.

1.25 This period of change in extension services provides an opportunityto incorporate extension principles that can gradually Improve the system'seffectiveness. Agricultural training would also need to be strengthened andadapted to rapid technological development and changing requirements. IDA'sassistance would be critical in achieving this objective and in helping theGovernment and the MADR to establish a cost-effective extension system thatmeets the needs of farmers, as they expand into new crops.

1.26 Research. Agricultural research is carried out by some 16institutions in six minlstries. With the assistance of the ongoing IDA-supported ARP, which became effective in January 1988, the Government ismaking good progress in overcoming the problems arising from thisfragmentation and in integrating research efforts and developing a researchstrategy to meet evolving needs in agriculture. A strong research effort onsubsidiary food crops over the past few years has facilitated the emergence of

2V Project Performance Audit Report (No 7302), -Chile - SecondAgricultural Credit Project.

V SustainabilitX Issues in Agricultural Development. SeventhAgriculture Sector Symposium. 1987.

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new varieties and recommendations, which have been reported regularly in"Hlghllghts of Research," a perlodlc publication of the DOA. Recently the DOAcomplled a useful compendium of crop recommendations by agro-ecologicalregions .

1.27 The establishment of the Sri Lanka Council of Agricultural ResearchPolicy (CARP) was a posLtive move toward rationalizing agricultural research.The council formulates natlonal agrlcultural research policy and priorLtiesand advLses the Government on the organization, coordination, planning, andexecutlon of agrlcultural research and related matters referred to it by theNlnister. The council is playing a major role in the preparatlon of theNational Agricultural Research Plan and Status Review Reports, whLch willprovide detalled lnformation about the dLscrete agro-ecological farmingsituations in the service area of each Regional Research Center and aboutfarmer practLces and constraints to production. This information is aprerequisLte for effLcLent TLanning and for research that contributes to thedevelopment of technologies appropriate to farmers. However, because thecouncil does not include representatlves of the main agencles engaged lnextension ln Srl Lanka, lt does not provLde a good conceptual framework foradvLsing Government on research - related extenslon matters, such asextension and research-extenslon-farmer linkages. The proposed project wouldaddress this issue (par& 4.2 (a)).

1.28 Another promising development is the formation of a diagnostic teamof two to three scientists at each research statLon. The sclentlsts,accompanied by local extension staff, visit farmers' fields each croppingseason to learn about problems and constraints in the adoption of newtechnology. The project would capitalize on the Status RevLew Report and ondLagnostic teams through the farmer-centered, farming systems approach toextension (para 4.6).

Plant Protection and Pesticide Manaaement

1.29 The recently amalgamated Seed Certiflcation Service and PlantProtection Division of NADR has the important task of protecting agriculturefrom damaging pests and diseases and reducing pesticide-related accidents,unsafe disposal, and labeling violations. A crltlcal lack of physicalinfrastructure and human resources prevents the divlslon from carrying outthis mandate. Specific project interventions, dosigned to complement theactivities of other donors (USAID and the Japan International CooperationAgency (JICA)), are proposed to overcome this deficiency (paras 2.6, 2.7).

SAe4

1.30 Seed Production. Seeds brought the technology of the GreenRevolutlon to farmers, and seeds are likely to be the main means by whichfarmers acquire the new biotechnology. During the past 20 years, seed-relatedactivLtLes have been handled by the DOA, with the assLatance of varLous donoragencLes. The Research Dlvlsion has been responsLble for introducing,developing, and testing new varLeties, while the Seed end Planting NaterlalsDlvisLon has undertaken multlplicatlon, processang, storage, and dLstributLon

2/ "Crop Recommendations for Adoption in Grama Niladarl DlvLsLons ofSrl Lanka." Department of AgrLculture, Peradenya - 1990.

of the seed. The Seed Certification Division has provided quality controlservices.

1.31 The Seed and Planting Materials Division, with staff spreadthroughout the country, operates 23 seed farms and 14 seed processing centersproducing all classes of seed, from foundation to certified. The MahaweliAuthority! also operates three seed farms. Donor participation has resultedin an institutionalized dependency on donor assistance for most capital andtraining requirements. Donors have provided such capital acquisitions as farmimplements, seed cleaners, seed drying floors, warehouses, and lorries, whichare managed by the Seed Division. The division does not include the initialcost or depreciation of these capital inputs in its accounts, and no system isin place to repay loans and grants. This large subsidy to the Government'sseed program working capital at zero percent interest and forglveness oflosses acts as a brake on private sector activity, which must rely on its ownfinancial resources. A number of marketing costs, including transportationand personnel provided by the Technology Transfer Division, are also not addedto the price of the seed -- another significant subsidy. The massivegovernment seed farm and processing and storage infrastructure are neithercost-effective nor necessary. Aligning production requirements with realisticsales expectations and shifting registered seed production of rice to privatecontract growers would reduce thte required farm infrastructure to a fractionof its current size. Experience in Sri Lanka shows that a shift from seedfarms to contract growers is entirely feasible. Pressure has been applied bythe Finance Ministry to resolve these difficulties and to eliminate losses.Plans are being formulated to close redundant farms, to lease them to theprivate sector, or to distribute them among the landless.

1.32 The Seed Certification Service is effective and well-organized andprovides a complete package of services countrywide. In 1990, approximately4,500 hectares of seeds were field inspected. Two internationally certifiedseed laboratories (Peradeniya and Maha Illuppallama) easily handled the 18,000samples analyzed in 1990. The principal client of the Seed CertificationService is the Seed Division; almost no private sector flelds are beingcertified.

1.33 Seed Policy. To deliver better service to farmers at lower cost,the Government is pursuing a national policy to increase private sectorparticipation in seed production and distribution. Statements from both theFinance and Agriculture Ministries clearly call for Government withdrawal fromthe commercial seed business. The major obstacle is the lack of a nationalseed policy that is published or recognized by the various branches ofgovernment, donor agencies, and the private sector. For imported seeds, theSeed Certification Division handles rudimentary seed regulatory activities,ensuring that the seed variety is on the DOA's list of recommended varietiesand that it meets quarantine requirements. Restrictions based on the list ofrecommended varieties have been problematlc in recent years, in part becauseof the emergence of commercial interests in the seed sector and the need forvarieties for export markets. Testing and quarantine regulations for gettingnew varieties on the recommended list are numerous and time-consuming, so with

QV The Mahaweli Authority has been responsible for the planning,implementation, organization and management of the MahaweliDevelopment Program since the early 1970s.

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the exception of paddy, not enough new varieties have been released by theDOA. The private sector's participation in the seed program has been limitedto importing and marketing vegetable and potato seeds and, more recently, toestablishing a network for the sale of seed produced by the DOA. A system isneeded to enable commercial quantities of imported seed to be tested rapidly,to demonstrate to farmars the advantages and returns associated with the newmaterials, and to efficiently service the market with high-quality seed for aslong as it is profitable. The policy and procedures for introducing newvarieties into Sri Lanka need to be documented and published, and performancestandards must be instituted. The Diversified Agricultural Research Project(DARP), funded by USAID, provides assistance to the DOA seed activities tofacilitate the preparation a national seed policy. The project wouldcomplement this effort and would also provide assistance to review theexisting plant regulations (para 2.15).

D. Bank/IDA's StrateRX in the Agricultural Sector

Past and Ongoing Lending Operations

1.34 During the last two decades, IDA has supported agriculturaldevelopment in Sri Lanka through 24 projects involving US$ 549 million inloans. This lending emphasized the expansion of rice production through newirrigation systems, and the rehabilitation of the tree crop sector. Emphasison irrigation is now shifting to rehabilitation, improved maintenance, andmore efficient use of existing schemes, as exemplified by the now closedVillage Irrigation Project (Cr. 1160-CE) and Major Irrigation Project (Cr.1537-CE) and the recently approved National Irrigation Rehabilitation Project(Cr. 2260-CE). IDA's assistance for agricultural support services hasinvolved discrete extension inputs for commodity and area developmentprojects, including the Kurunegala Rural Development (Cr. 891-CE) and SecondRural Development Projects (Cr. 1079-CE), and major extension and researchinputs for nationwide projects such as the AEARP and ARP.

1.35 IFC is investing US$3.0 million in equity in the CapitalDevelopment and Investment Corporation, whose market consists primarily ofmedium-large industrial companies and groups undertaking new projects. Thismarket has been hurt by the recurrent violence of the last seven years in SriLanka. The corporation's other market is privatized Government enterprises.

1.36 Through the Diversified Agricultural Research Project, USAID ishelping to generate technology for subsidiary food crop production, improveDOA's research capability, and disseminate technology for small farmers. TheADB, through its Agricultural Program Loan, is supporting a broad range ofagricultural development policies and programs.

1.37 Lessons learned. The proposed project incorporates several lessonsfrom AEARP and similar work in other countries W and from the Bank'sinvolvement in the seed sector:

8/ "Project Performance Audit Report (No. 8808), India." July 1990."Draft Project Performance Audit Report, Nepal." January 1992.

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(a) An institutional framework is crucial for better defining,coordinating, and implementing a sustainable extension strategy andfor strengthening research-extension-farmer linkages at thenational level (para 4.2 (a)).

(b) An extension system should be cost-effective and sustainable underprojected budgetary allocations to the agricultural sector (paras2.4 and 4.6).

(c) An extension system that relies on relatively fewer, betterqualified staff is likely to be more cost-effective than the onethat relies on large number of staff (para 2.4).

(d) A whole-farm approach to extension is required, especially one thatworks to identify groups of farmers with similar values andconcerns (a reference group) and to use the group as extensiontarget (paras 4.6-4.12).

(e) Appropriate deployment of subject matter specialists is required toprovide the desired research-extension linkages (para 4.20).

(f) The science-based seed industry needs an enabling seed policy tomake best use of innovations and new technologies (para 2.15).

Rationale for Further IDA Involvement

1.38 The proposed project is an important component of IDA's three-pronged agricultural sector assistance strategy. At its centerpiece, thestrategy calls for promotion of agricultural diversification for importsubstitution and export. Other elements are improved performance of thepublic irrigation services and improved efficiency and internationalcompetitiveness of the tree crop sector. The project focuses on agriculturalextension, plant protection and pesticide management, and seed policy --activities that are pivotal in promoting agricultural diversification andincreasing farmer income and export earnings. The project also has stronglinkages with the ARP, as a means of linking research and extension, and withthe IDA Poverty Alleviation Project, as a means of encouraging the activeparticipation of farm households in decision-making and facilitating theirintegration into the production process.

II. PROJECT OBJECTIVES AND DESCRIPTION

A. Proiect Obiectives

2.1 The proposed project would increase farmers' income andagricultural production by improving farm productivity through, inter alia,promotion of innovative technology. To achieve this objective the projectwould: (a) strengthen agricultural extension services (except for tree crops);and (b) develop a national seed policy.

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B. ;roiect Components

2.2 Over a six-year implementation period (1993--98), the proposedproject would consist of: (a) a multifaceted program to improve agriculturalextension services including closer integration of existing extensionservices, improved use of mass media, strengthened plant protection,quarantine and pest control, safer and more effective use of pesticides,training, and a private sector pilot extension program; (b) improved seedpolicy; and (c) establishment of a project management unit.

2.3 The proposed project would be national in scope. About lOX oftotal costs have been included in unallocated funds to facilitate early start-up activities in the north and eastern provinces once security is restoredthere. On-site appraisal satisfactory to IDA of all relevant parts of theproject. and formulation of implementation arrangements satisfactory to IDAwould be a condition of disbursement against expenditures for oRerations inthe northern and eastern grovinces (Rara 6.3).

C. Detailed Features

Extension Program (Base cost US$15.92 million)

2.4 Integrated Azricultural Extension Services (Base cost US$6.90million). The project would develop a much smaller, more refined extensionservice than under the AEARP. It would be based on a cadre of 1,697 extensionagents: 1,119 extension agents from the DOA,1W 250 livestock developmentinstructors from the DAPH, 160 extension officers from the DEA and 168 coconutdevelopment officers from MCICD's Coconut Cultivation Board (Annex 2). Allextension agents would have two-year diploma in agriculture or theequivalent. The project would use infrastructure constructed under the AEARPand would also finance some investments, including staff quarters, vehiclesand motorcycles, and incremental operating expenses for operation, fieldtrials, maintenance cost of vehicles, and staff travel and allowances.Motorcycles would be provided to staff on credit, repayable through salarydeductions. Complementary input to this component would be provided by theADB, which would strengthen MCICD's extension services under the proposedSecond Coconut Development Project. A memorandum of understanding between theMADR and the MCICD defining their responsibilities and linkages in theprovision of extension services is part of the action plan (para 4.22).

2.5 Mass Media (Base cost US$O.?6 million). The proposed projectwould establish a communication strategy, making full use of available groupand mass media extension methods, to optimize the use of time with the farmingcommunity. Mass media, particularly the print media, would come intoprominence, complementing and reinforcing personal communication betweenextension and research officers and farm households through field days, methoddemonstrations, and small group discussions. The private sector would play a

12/ Includes 520 agricultural instructors, 267 subject matter officersand 332 Grama Niladaris with two-year diplomas of agriculture. TheMADR has requested that the Grama Niladaris be released from theirpresent duties by the MPAPCHA and appointed as agriculturalinstructors.

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dominant role in the mass media production. The project would providecontract services to enable the private sector to produce film, videotapes,printed matter, and exhibit materials. The project would also provide offsetprinting facilities, and video and screen printing equipment for DOA'sTechnology Transfer Division. Media campaigns would also include radio andtelevision coverage.

2.6 Plant Protection (Base cost US$0.67 million). The project wouldassist the Plant Protection subdivision of the Seed Certification Service andPlant Protection Division to undertake regulatory and technical functions toprevent the introduction of new pests and the spread of identified pests. Theassistance would include the construction of staff quarters at headquartersand regional offices, insect-proof screen houses, office equipment forheadquarters and regional offices, laboratory equipment, insect breedingequipment, training equipment, vehicles for headquarters and regional offices,48 additional staff, short- and long-term staff training, and farmer training.The proposed project activities would complement the planned activities of thequarantine review (a review of present regulations, amendment of legislation,and publication of plant quarantine procedures to guide the private sector)supported by the USAID financed DARP. A new quarantine facility might also befinanced by the Japan Grant Aid Scheme. The quarantine review is expected tobe completed mid 1992, and the new quarantine facility might be operational inearly 1994.

2.7 Pesticide Control (Base cost US$0.27 million). The proposedproject would assist the Pesticide Control subdivision of the SeedCertification Service and Plant Protection Division to undertake regulatoryactivities affecting pesticide and an outreach program to inform pesticidedealers, farmers, manufacturers, and agricultural officers about safe andeffective pesticide use. The assistance would include the establishment ofseven regional offices for subject matter specialists in pesticide control andplant protection. Assistance would consist of various improvements atheadquarters, including office renovation, new staff quarters, office andlaboratory equipment, vehicles, 18 additional staff, short- and long-termstaff training, and local training of pesticide users. The result would be toinitiate pesticide regulatory functions and increase the competence ofpesticide dealers and users throughout Sri Lanka.

2.8 Training (Base cost US$4.52 million). The project would support avariety of formal and in-service training for extension staff making full useof the DOA National Training Institutte, the Regional Training Institutes, andthe training institutions of the Coconut Cultivation Board (Lunuwila), the DEA(Matale), and the DAPH (Gannoruwa, Anuradhapura, Welisara, Matara, andUndugoda). The Agricultural Extension Committee proposed under the projectwould ensure effective utilization of these training institutes (para 4.18).The institutes are expected to provide various types of training during about60,000 days each year, given a five day working week and all nine regionalinstitutes operating conservatively for 36 weeks at a total capacity of 340trainees. The regional institutes would allocate 40X of their time to thetraining of PMOA officers and extension officers from the DEA, DAPH and theCoconut Cultivation Board. Extension agents would receive three-day pre-seasonal training twice a year; assistant directors of agriculture and subjectmatter specialists would receive five-day training courses. The 21 DistrictAgricultural Training Centers would continue to provide vocational trainingfor youths and farmers.

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2.9 To broaden the training program, the project would support a rangeof training investments. These include construction of a Regional TrainingInstitute in Sabaragamuwa Province, expansion and renovation of the NationalTraining Institute in Gannoruwa, renovation and refurbishment of DistrictAgricultural Training Center buildings and facilities, additional housing forcore staff and visiting consultants, water supply improvements at threeregional institutes, and upgrading of the Farm Broadcasting Center in Colombo.The project would also provide funding for associated field, technical, andoffice equipment. Regional Institutes would be supplied with video cassetterecording equipment and slide projectors. All District Agricultural TrainingCenters would receive manual typewriters, portable field kits, and megaphones.

2.10 The project would also enhance the career development of selectedstaff through post graduate courses at institutions abroad. Split programs ofcourse work abroad and field work at home would be recommended. The projectwould include 1,258 months for long-term training and 310 months for short-term training in non-degree programs for selected senior staff in their fieldof competence. Part of the fellowships would be used for training within theAsia Region (about 50X). Long-term training would focus on extension-relatedmatters including extension methodology and communication skills, extensionorganization and management, mass media production, and specialized courses inresearch methods, export agriculture, animal production, environment andhealth, pesticides, plant protection and seed certification (para 4.18 andAnnex 4).

2.11 Private Sector Pilot Extension Program (Base cost USS0.96million). The project would provide three person-months of expatriatetechnical assistance and siN person-months of local technical assistance tofacilitate preparation of a plan of action for the introduction of the pilotprogram (para 4.21 and Annex 8). The project would also provide funds to helpprivate extension consulting firms and non governmental organizations (NGOs)conduct specific extension programs with smallholders. The proposed programis based partly on similar ones supported by the Bank in Chile.11' It wouldseek to reduce the involvement of public sector institutions, to increasefarmers' responsibility for and sense of ownership of extension services, andto strengthen the perception that farmers, as extension clients, have theright to draw on services and set extension agendas. Extension agents, fortheir part, will be helped to assess their performance according to thejudgement and perspective of their clients.

2.12 The program would be temporary, consisting of an integrated set oftechnical assistance actions carried out with farmers over a period of threeyears, followed by another less-intensive three-year phase. The program wouldprepare farmers to sign annual contracts with private firms or NGOs of theirchoice and to bear some of the cost of the service. Each consulting firm orNGO would work in agroecologically homogeneous area, enabling it to focus moreeffectively on a relatively small set of problems and crops.

2.13 Typically, a contract would specify the number of visits aparticipating farmer would receive from the extension agent or subject matterspecialists, the number of days of field demonstrations, and the number of

IV "Second Agricultural Credit Project: Project Performance AuditReport" (No. 7302). Chile. June 22, 1988.

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trainirsg meetings and demonstration plots. The agent would develop annual andlong-term plans with the farmer and discuss agroeconomic aspects of the farmoperation during each visit. For groups of farmers with similar productioncircumstances, training would be given through demonstrations and actual casestudies by the contracted firms or NGOs. Field days on production aspects ofspecific agro-ecological zones would be provided annually. Home economicstraining would also be provided to farm families.

2.14 Other approaches would also be encouraged and tested under theproject, to meet the requirements of the various communities andagroecological regions in Sri Lanka. These could include fee for serviceactivities, community group responsibility for support, and cost-sharingpartnerships between local groups and public sector institutions.

Seed Policy (Base cost US$0.03 million)

2.15 The project would provide three person-months of expatriatetechnical assistance and one person-month of local technical assistance tofacilitate preparation of a national seed policy and plant quarantineregulations. These would define the role of the private and public sectors soas to strengthen the farmer seed producer-sellers to meet the national demandfor improved seeds. The seed policy should promote a conducive environmentfor greater participation of the private sector including small scale seedproducers. It should provide for establishment of a National Seed Boardcomprising members from both private and public sectors and encourage free inand outflow of germplasm, subject only to customary quarantine regulations,thereby ensuring that the Sri Lankan farmers access to high-quality seed ofthe best suited varieties developed anywhere in the world. Private seed firmsshould be encouraged to conduct plant breeding research. The regulation ofvarietal testing and registration should be simplified and they should caterto the needs of private firms and public institutions. Varieties should beapproved by the Board or one of its committees on its merits, irrespective ofits origin from private firms or public institutions, and after the variety isregistered, the farmer should be free to use the best one. The project wouldalso review existing plant regulations and recommended necessary amendments tofacilitate the exchange of germplasm and facilities that may be required forits implementation. Durint negotiations agreements were reached with GOSLthat a national seed Rolicv. satisfactory to IDA. would be formulated by June30. 1993. and that measures satisfactory to the Association would be adoptedto implement such policy by June 30. 1994 (para 6.1 (a)).

Proiect Management Unit (Base cost US$0.30 million)

2.16 Responsibility for project implementation would lie with theSecretary, MADR, assisted by a project management unit (PNU) headed by aproject manager. The project would establish the PMU -- consisting of aproject manager, adviser, civil engineer, procurement officer, trainingcoordinator, account officer, and support staff -- and would financeincremental operating costs. A similar PHU established under the ARP isperforming well. The responsibilities of the PHU include day-to-dayimplementation of the project and monitoring and evaluating project progressthrough an annual review mechanism and studies (paras 4.5 and 4.23-4.26). Anarchitectural firm would assist the PMU to implement the civil works program(paras 3.4 and 4.5). The PNU would be a temporary feature and would functionfor the duration of the project.

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III. PROJECT COST AND FINANCING

A. Project Cost

3.1 The total cost of the proposed project over its six-yearimplementation period is estimated at Rs 874.54 million (US$18.32 millionequivalent), with a foreign exchange component of US$9.45 million or 51.9% oftotal cost (Table 3.1 and Annex 5). The cost estimates are in July 1991prices and include physical contingencies of 5%. The project cost includes Rs120.8 million (US$2.5 million equivalent) in taxes and duties. The followinginflation values have been used in calculating price contingencies for localexpenditures: 9.4% for 1992, 7.5% for 1993. 6.5% for 1994, 6.0% for 1995, and5.0% for 1996 and thereafter for foreign expenditures 3.9% was used for allyearslW . The exchange rates used for FY93 through FY98 are Rs 46.0, 47.1,48.1, 48.6, 49.1 and 49.6, respectively, to the US dollar.

Table 3.1 Project Cost Sumnary

Rs (Million) US$ (Million) S TotalI Foreign Base

Local Foreign Total Local Foreign Total Exchanie Costs

Extension Servioes 326.97 365.33 692.30 7.41 8.18 15.59 52.77 98.0Seed Policy - 1.16 1.16 0.00 0.03 0.03 100.00 0.2Project MHnagement Unit 10.76 2.57 13.33 0.24 0.06 0.30 19.72 1.9

Total Baseline Costs 337.74 369.05 706.79 7.65 8.27 15.92 51.94 100.0

Physical Contingencies 11.75 16.68 28.43 0.26 0.38 0.64 58.89 4.0Price Contingenoies 76.36 62.96 139.32 0.96 0.80 1.76 45.20 11.1

Total Contingencies 88.11 79.64 167.75 1.22 1.18 2.40

Total Projects Coats 425.85 448.69 874.54 8.87 9.45 18.32 51.53 115.1

B. Project Financing

3.2 The IDA credit of SDR 10.5 million (US$14.34 million equivalent),on standard IDA terms with a maturity of 40 years, would cover about 78.3% oftotal project cost, excluding taxes and duties. IDA would finance the cost ofnew and rehabilitated civil works, vehicles, motorcycle equipment andsupplies, technical assistance, farmer/client training, and a decliningportion of the project incremental staff, operations, and maintenance costs.The Government of Sri Lanka would contribute an amount equivalent to US$3.79million, including about US$2.5 million of taxes and duties. Farmers wouldcontribute an amount equivalent to US$0.19 million. Table 3.2 summarizes theproject financing plan by component.

W Asia Country Department I. Memo of July 23, 1991

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Table 3.2 Financlng Plan(US$ mIllion)

IDA GOSL FARKKES Total

Estension Services 14.07 3.68 0.19 17.94Seed Policy 0.03 0.00 - 0.03Project Management Unlt I0M I=1-3

Total Costs 14.34 3.79 0.19 18.32

3.3 In order to ensure an early start of the project, retroactlvefinancing of SDR 185,000 (about US$250,000) would be made available forexpenditures Incurred between May 1, 1992 and credlt signing for establishiagPHU, hlrlng an archltectural flrm, recrultlng technical asslstance, and tomoet the cost of fev foreign fellowshlps.

C. Prog=ement

3.4 Civil Uork. Project clvil works (about US$2.2 million) wouldconsist mainly of co-struction of houses and some offices, fencing, provisionof water supply, and land leveling. Work would be scattered throughout thecountry and would be Implemented over the project period. Slnce designs wouldbe simple and constructLon techniques labor intensive, the contracts would notbe suitable for International bidding. Instead, they would be let throughlocal competitlve biddLng procedures acceptable to IDA with foreign biddersallowed to partlcipate. An architectural/engineering firm vould be hired torefine existing designs and estLmates, prepare bidding documents, andsupervLse constructlon (para 4.5). Sultable local construction flrms exlst Insufficient numbers to ensure adequate competltion.

3.5 Vehicles. Equipment. Trainina. Consultants, and Contract Services.Procurement of vehicles and equlgment (about US$4.0 million) would be bulkedto the extent possible In homogeneous packages. VehLeles, sclentiflcequipment, computers, and farm equipment and machinery would be procuredthrough international competitlve bidding in accordance with Bank Groupguidelines. A preference limlted to 15X of the c.i.f prlce of imported goodsor the customs duty, whichever is lower, would be extended to localmanufacturers in the evaluation of bids. Contract packages estlmated to costless than US$100,000 each and totaling approximately US$1.0 million would beprocured under local competitive bidding. Small, off-the-shelf itemsestimated to cost less than US$50,000 for each contract, up to an aggregate ofUS$0.5 million, would be procured through prudent local shopping. Contractsfor vehicles, farm machinery, and equipment would require the supplier tomaintain an adequate after-sales inventory of spare parts. Overseas and localSXalnJng (US$5.1 million), consultants for technical assistance (US$0.2mallion), grivate gilot extension orograms (US$1.1 million), and studies(US$0.1 aillion) would be procured in accordance vlth the World Bank's"Guidelines for the Use of Consultants." Contracts for mass media services(US$1.6 million) such as print media material and radio and televisLonproduction would be procured through local competitive bidding proceduresacceptable to IDA; prudent shopping could be used for small contracts valuedat less than US$50,000 each. Incremental staff salaries and ogeratine cost(US$4.0 million) would be handled following normal Government practices andwould not involve procurement. All the above figures include contingencies,which amount to US$2.4 million.

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3.6 Contract Review. About 100 bidding packages are anticipated underthe project, most of them for cLvil works, vehicles, scientiflc equlpment andfarm equlpment. For civll works contracts of US$150,000 equivalent or moreand for machlnery, equipment, vehicles, and other goods costing US$75,000equivalent or more, procurement documentation would be submitted to IDA forprior review and concurrence would be sought before contracts are awarded.About 20X of contracts, covering 50X of the total value of contracts, would besubject to such prior review. From the ongoing ARP (Cr. 1776-CE), the MADR isfamiliar with IDA's requLrements for the preparatlon of bidding documents andprocedures for bid evaluation and disbursement, and its performance has beensatisfactory. The procurement arrangements for all project elements are givenin Table 3.3.

Table 3.3 Summary of Proposed Procurement Arrangements(US$ million equivalent)a

Procurement Method TotalProject Element ICB LCB Other Cost

1. Civil Works1.1 Building 2.2 2.2

(1.9) (1.9)2. Goods

2.1 Equipment, Transportation 1.6 .75 .25 2.6Equipment, Agrlculture .4 .1 .1 .6Equipment, Data Prccessing .4 .1 .1 .6Equipment, Educational .1 .05 .05 .2

(1.5) (.5) ( .3) (2.3)

3. Consultancies3.1 Technical Assistance .2 .2

(.2) ( .2)4. Training

4.1 Fellovships 4.8 4.84.2 Local Training .3 .3

(5.*1) (5.*1)

5. Contract Services5.1 Mass Media 1.2 .4 1.65.2 Prlvate Pilot Extension 1.1b 1.15.3 Studles .1 .1

(1.0) (1.2) (2.2)6. Miscellaneous

6.1 Inc. Salaries & Operating Costs 4.0 4.0(2.5) (2.5)

Total 2.5 4.4 11.4 18.3(1.5) (3.4) (9.4) (14.3)

a/ Includes taxes, duties and contingencies. Flgures in parentheses are theamounts financed by IDA.b/ Farmers would contribute an amount equLvalent to US$0.2 million.

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D. Disbursements

3.7 Disbursement of the IDA credit would extend over eight and a halfyears (1993-2001) in accordance with the disbursement profile for agriculturein the Asia Region. It would cover the following:

(a) 85% of expenditures on civil works, including constructlonmaterials, architect fees, and supervision costs;

(b) 100% of foreign expenditures for directly imported materials,vehicles, equipment, and supplies; 100% of ex-factory expendituresfor locally manufactured goods; and 70% of expenditures on goodsprocured locally;

(c) 100% of foreign and local training, and 100% of technicalassistance;

(d) 90% of incremental staff salaries, allowances, and operation andmaintenance cost until December 31, 1993, 70% until December 31,1996, and 50% of expenditures incurred thereafter;

(e) 80% of expenditures for contract services for pilot extensionprograms; and

(f) 80% of contract services for the production of media and studies.

3.8 Disbursements of less than US$75,000 equivalent under all contractsfor civil works, vehicles, scientific equipment, farm equipment, and pilotextension programs under para 3.7 (a)-(c), and disbursements of US$10,000equivalent under para 3.7 (f) would be supported by certified statements ofexpenditures. PMU would retain supporting documents for these expenditures,which would be made available to IDA representatives on request.Disbursements under para 3.7 (d) above would be supported in the same way.Full documentation would be required for items under para 3.7 (c). Documentsfor disbursements covered by statements of expenditures would be auditedannually at the concerned institution by auditors acceptable to IDA, and thedocuments would be retained by the PNU. An estimated disbursement schedule ispresented in Annex 6. The closing date would be June 30, 1999.

3.9 To facilitate project execution, the Government of Sri Lanka wouldestablish a Special Account in U.S. dollars with the Central Bank in Colombo.This account would be operated by the MADR. An initial advance of US$600,000equivalent would be authorized, covering about four months of eligibleexpenditures. The special account would be replenished through periodlcreimbursement, either monthly or whenever the balance of the authorizedallocation falls below 40%, whichever comes first.

IV. PROJECT MANAGEMENT AND IMPLEMENTATION

A. Coordination

4.1 A Project Coordination Committee would be established in the NADRto ensure coordinated implementation of project activities. It would bechaired by the Secretary of the MADR, and members would include theSecretaries of concerned ministries (or their designated representatives),

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Provincial Secretaries of Agriculture, representatives of the NationalPlanning and Budget Division of the Ministry of Finance, and the CentralEnvironment Authority. The project manager would act as a member-secretary ofthe committee. The committee would meet at least once every six months toreview progress and resolve delays. During negotiations agreement was reachedwith GOSL that the Project Coordination Committee with membership.responsibilities and resources satisfactory to IDA would be established byDecember 31. 1992 and maintained thereafter (gara 6.1 (b)).

4.2 Because the project's integrated extension service will provideservices to foodcrop and livestock farmers, for which responsibility has beendevolved to the Provinces (PMOA), and to minor export crop (DEA) and coconutsmallholders (Coconut Cultivation Board), which remain the responsibility ofcentral Government agencies, sharing and coordination of resources need to bemonitored at the national level. Policy also remains a national mandate, evenwith the devolution of extension responsibility to the provinces. Thus formalmechanisms are needed to ensure accountability in the planning, coordination,and implementation of extension programs, whether of national or provincialorigin. Four committees or working groups will provide these mechanisms:

(a) The Agricultural Extension Committee (AEC). The Council ofAgricultural Research Policy would appoint a standing AgriculturalExtension Committee to advise it on policy matters regarding: (a)agricultural extension and training; (b) organization,coordination, planning, execution, and funding of agriculturalextension services and extension pilot programs and training; and(c) research-extension-farmer linkages. Committee membership wouldinclude representatives from the DOA, DEA, DAPH, and the CoconutCultivation Board;representatives of tea, rubber, cashew, forestry,and fishery units; and two representatives of the private sector.Funds would be provided under the project for committee operatingexpenditures. During negotiations asreement was reached with GOSLthat the Agricultural Extension Committee with membership.resoonsibilities and resources satisfactory to IDA would beestablished and maintained (Rara 6.1 (c). The establishment of theAgricultural Extension Committee with membershiR. responsibilitiesand resources satisfactory to IDA would be a condition ofeffectiveness of the IDA credit (para 6.2 (a))

(b) The National Agricultural Extension Working Group (NAEWG). Thisworking group would be strengthened to ensure adequaterepresentation of the private and public sectors and of allsubsectors of agriculture, fisheries, and forests. Duringnegotiations agreement was reached with GOSL that the NAEWG withmembership. responsibilities and resources satisfactory to IDAwould be maintained (Rara 6.1(d)). The working group would act asa channel for transmitting policy guidelines to the extensionservices and provincial councils and for exchanging informationbetween extension agencies. The working group would continue tomeet every quarter. Funds for operating expenditures would beprovided under the project.

(c) The Regional Technical Working Groups. These work-ng groups wouldcontinue to meet before the two main cropping seasons each year todiscuss field problems and research results, plan future research

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programs, and decide on extension recommendations. The work ofthese groups would be guided by information from three sets ofcomplementary data: Status Review Reports (para 1.27), diagnosticteam reviews (para 1.28) and the ranked problems identified atproblem census meetings (para 4.8).

(d) The Divisional Coordination Committee. The committee would be thecornerstone of the organizational structure proposed under theproject. This committee would process the synthesized lists ofranked farm household problems obtained through problem censusmeetings. Problems unrelated to agriculture would be transmittedto the relevant ministries, through the planning division of theDS/AGA office, while agriculture related problems would go to theDivisional Agricultural Committee. Problems that could be handledimmediately by extension agents would be acted upon. The otherswould be passed on to the District Preparatory Committee in thePMOA, which would formulate a priority list of subjects, includingthose identified in the problem census, to be considered by theProvincial Technical Working Group.

B. pivision of Responsibilities.

4.3 At IDA's request the Government of Sri Lanka has submittedproposals for the division of responsibilities between the center (MADR) andthe provinces (PNOA) on issues relating to the agricultural sector (para1.21), and between the PMOA and the provincial administration for theprovision of agricultural extension services. Responsibility for extensionservices is clearly divided according to: (a) administrative and financialcontrol, which is assigned to the DS/AGA (MPAPCHA); and (b) techr,ical control,supervision, guidance, and support which is assigned to Assistant Directors ofAgriculture and Veterinary Surgeons (PMOA). The DS/AGA would maintain thepersonnel files of agricultural instructors and livestock developmentinstructors paying their salaries and other claims, coordinating their workwith that of other related divisional officials and organizations (the DEA,the Coconut Cultivation Board, and the Cashew Corporation), and approvingtheir seasonal and monthly work programs for implementation of the divisionalplan. Thia Assistant Director of Agriculture and the Veterinary Surgeons wouldoffer technical guidance, supervise the work program of the instructors, andprovide training. This arrangement, which provides both technical andadministrative guidance to the agricultural instructors and the livestockdevelopment instructors, is acceptable to IDA (Annex 1, Chart 2 and Annex 8).As a condition of project effectiveness. responsibilities satisfactorv to IDAwould be in effect with regard to the agriculture sector between the center(NADR) and the Provincial Councils. and with retard to agriculture extensionbetween the PMOA and the Provincial Administrations (para 6.2 (b).

C. Implementation

Ministry of Agricultural Development and Research

4.4 The project would be implemented by the MADR. Overallresponsibility for project management and implementation would rest with theSecretary, NADR. Project components and activities would be implemented by

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the following agencies: (a) the DOA, DEA, and DAPH for agricultural extensionservices; (b) the ABC for human resources development and pilot extensionprogram; and (c) the DOA for seed policy and plant protection and pesticidemanagement. At the provincial level, responsibility would rest with the ChiefSecretary.

4.5 Prolect Management Unit. The PNU would be responsible for day-to-day implementation and operations of the project and would be assisted bycorresponding units at the provincial level comprising the provincialSecretary of Agriculture, the provincial Director of Agriculture and theDeputy Director of Extensiou,. The PHU would perform the following functions:

(a) Handle project funds and allocate them to concerned institutions onthe basis of approved plan and budget provisions.

(b) Prepare master site plan for each institution showing the locationof civil works and other proposed improvements.

(c) Finish designs, cost estimates, and bidding documents for civilworks; evaluate bids; award contracts; and supervise construction.

(d) Procure equipment and vehicles.

(e) Help the AEC award the fellowships.

(f) Maintain separ-ate project accounts and make sure other institutionsalso maintain separate accounts.

(g) Review statements of expenditures of different institutions toensure authenticity and eligibility, claim reimbursement from IDA,and review annual status of accounts.

(h) Monitor and evaluate project progress and furnish reports to IDA(paras 4.23 - 4.27).

During negotiations agreement was reached with GOSL that the PMU with staff.resRonsibilities and resources satisfactory to IDA would be established andmaintained (para 6.1 (e)). As a condition of credit effectiveness, the GOSLwould have (a) established the PMU: (b) appointed the groiect manaer, civilengineer. and account officer: and (c) employed the architects (para 6.2(c)).

Extension Program

4.6 Farmer-Centered Farming System. A farmer-centered farming systemapproach is proposed to gradually improve the cost-offectlveness of theextension service. Central to this system is the consideration of farm familygoals, their relation to the adoption of agricultural technology, and theconsequent need for close contact between extension agents and householdmembers within the village community and on the farm. This extension approachencourages the participation of farm households in activities and decision-making that affect their future and emphasizes the close interaction ofvarious agronomic and livestock subsystems typifying subsistence andcommercial farm operations. Such an approach is locality-specific and dependsupon: (a) the identification and use of existing farmer groups with similarresources and technological requirements (reference groups) for extension

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activities; (b) the use of the problem census technique to identify extensionactivities that meet farmers' needs; and (c) applying a holistic approach toextension (details in Annex 3). The emphasis on groups and agreed-on groupactions makes lt more likely that extension services will benefit farmers thanunder the intensive and uniform services provided to all farmers in all areasunder the AEARP.

4.7 Reference Groups. Techniques have been developed for identifyingreference groups and for obtaining a preliminary notion of productionconstralnts and problems as group members perceive them. Rapid ruralappraisal techniquesI1 would be used to identify reference groups sincedetailed surveys would be impractical and costly. The benefits of using thereference group as the contact polnt for extension services are substantial:

(a) Members are at ease with each other and are generally willing toexpress their concerns and opinions freely; thls approach avoidsthe frequently observed dominance by traditional or officialleaders of larger groups or communities and encourages theparticipation of women as household heads or active members of theagricultural household.

(b) Since members are generally in similar socioeconomic circumstances,they tend to share the same farming constraints and opportunities,making a particular mix of technologies relevant to most groupmembers. Discussion of the applicability of a technology by thegroup, with intervention and demonstration by the extension agentas appropriate, promotes reaching a common conclusion about itszelevance.

(c) The group is a naturally occurring entity and tends to be cohesive,so it can reliably enter into agreements to undertake specific,mutually beneficial activities, including commitments with theirextension agent.

4.8 Problem Census. The reference group approach is most effective intechnology transfer if interaction with the extension agent is based on aproblem census (usually conducted annually), and a mutually agreed actionprogram for addressing the constraints identified by the group. Themethodology for conducting problem census meetings is well documented as isits success.4W Essentially, the extension agent acts a as facilitator; thegroup splits into subgroups of five to ten people, to discuss and rankproblems; the subgroups then provide a carefully considered analysis of theserious constraints they face in their farming system.5W Next, theextension agent and the farmers dlscuss and agree on the factors behind these

IV Rapid Rural Appraisal Handbooks, No. 1, 1991, InternationalInstitute for Environment and Development, London.

11/ Social Development Series NO 31. Rome 1984. Training forAgricultural Rural Development 1983, (pp. 27-38).

IW Farmers are encouraged not to restrict their analysis to croppingissues, but to cover any factor they consider to be limiting theirproductivity.

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constraints and ways to alleviate them or on measures that need to be furthertested in the local situation. Aspects that are beyond the domain ofagricultural extension are referred to relevant agencies, with the extensionagent prepared to maximize cooperation and follow-up with these agencies. Theoutcome of this process is an agreed on action plan and scheduledvisit/assistance program. The problem census is a completely farmer-centeredapproach: any proposed technology or intervention is analyzed according tobenefit-resource cost, the amount of risk involved in using additionalresources (especially in production response and market price), and how wellit meets the expressed concerns of the farmers in the group.

4.9 Each extension agent would be responsible for about 20 to 30 farmergroups. The extension agent would maintaln a regular schedule of group visitsto ensure that the major problems cited by each group are addressed andsolved. Allowing for routine office duties and programmed divisional anddistrict meetings as well as meetings with the 20 to 30 farmer groups, anextension agent would revisit each group no more than once a month, in thepeak of the season. After the outcomes of all problem census meetings in adistrict have been classified, district-level staff from the PMOA, DEA, andthe Coconut Cultivation Board, together witl subject matter specialists, wouldschedule the problems for handling during the next 12 months. For problemsidentified as common to all or most divisions within a district, subjectmatter specialists would provide in-service training to ensure that allextension agents, from all organizations, receive the same advice andrecommendations. No more than two training sessions a month are envisaged.Problems of higher priority, but of narrower relevance (to one or only a fewdivisions) would be followed up by extension agents, after brief consultationwlth a subject matter specialist, as needed, before returning to the farmhousehold groups concerned (Annex 3). Problems significant at the districtlevel would be incorporated into annual in-service training courses until thefarming community indicates that the problem has been solved to itssatisfaction.

4.10 Two issues require special consideration. First, the planning ofregular group meetings must take into account the ongoing commitments of thelivestock development instructor (DAPH), extension officer (DEA), and coconutdevelopment officer (Coconut Cultivation Board) to their clients. If thesecommitments are allowed to take precedence over the issues identified by thefarming community to be of major importance, the efforts of extension agentsto gain genuine, open participation of farm family members would be wasted andintegrated extension service would not be achieved. Second, problemsidentified during problem census meetings that are not strictly agriculturalin origin--issues of human health and nutrition, the role of women in thecommunity, education, social welfare or the environment--cannot simply betransmitted to the appropriate sector ministry. Ad hoc studies would need tobe conducted to ensure that the ministries take action and that thereliability of extension agents is not compromised (para 4.26). It is theextension agents that the community will hold accountable for any apparentinaction since it is they who initiate problem census meetings and establishthe lists of problems.

4.11 The review of problems and the scheduling of programs to resolvethem would be completed by January 31, each year, to ensure that items

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requiring funding are included in budget estimates in time to meet Treasurydeadlines. IV

4.12 Holistic Approach. The holistic approach to extension requires thecoordination of existing physical, financial, and human resources available tothe extension service operating within agriculture and livestock in PMOA, DEA,and Coconut Cultivation Board. Such an approach implies a need to treat theproductive activities of the whole farm as a system and to view the extensionagent as a general practitioner responsive to the variability in farmingsystems within the locality. Where extension is represented in a division bymore than one organization, the extension agent responsible for the majorcommodity would have coordinating responsibilities.

4.13 Sunervisign. The division would be the focal point of extensionactivities. Overall supervision of the field extension agents would rest withthe line agencies: Assistant Director of Agriculture, Veterinary Surgeon,Assistant Regional Manager within the Coconut Cultivation Board, and AssistantDistrict Director within DEA. This supervision is particularly critical forthe annual round of problem census meetings. Prioritized lists of problemsfrom each village meeting are categorized by technical areas (agriculture,health, education, environment), and by their breadth of applicability--to avillage only, to several divisions, or to the whole district. The segment ordistrict level supervlsors should consolidate these lists for presentation tothe Divisional Coordination Committee and then to the District PreparatoryCommittee within the PMOA.

4.14 The extension agent, together with supporting supervisory andtechnical staff, would draw up a plan and a schedule for addressing perceivedtechnical problems and for presenting available technology to the community tohelp resolve them. The focus becomes, "Which problems should we work throughwith the groups in a particular month so that they come to understand theapplicability of known technology?" rather than "Which technology do werecommend for particular crops at a particular time?". The program schedulewould be presented to groups or group representatives beginning with thesequence of agreed problems, the discussion of factors associated with theproblem, and ways of addressing the problems. The group would then discusswho would undertake a small demonstration trial to test the proposed solutlon,the extent to which the technology should be adopted, and the requirements foradoption.

4.15 The principle of programming extension visits would be maintained,but with less emphasis on purely information transfer, their frequency couldbe reduced. Visits for a season would be adjusted to the needs of the programagreed with the group, based on technologies or actions considered approprlatefor easing constraints. Instead of measuring the extensLon agent'sperformance against a standard schedule, supervisors could assesseffectiveness more reliably from the responses of the agent's groups. Thismethod would increase the accountability of extension agents to their farmerclients and that of their supervisors as well, whose own assessment wouldreflect the performance of extension agents under their supervision. The

IW The Treasury requires recurrent cost figures by about March 31, andcapital cost items by about April 30.

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emphasis on dealing with groups and obtaining agreed group action would alsorequire fewer extension agents to reach the same number of farmers.

4.16 Mass Media. The DOA, DAPH, and DEA would use private contractservices for about 65X of the aggregate cost of contracts for project's massmedia requirements. During negotiations agreement to this effect was reachedwith GOSL (para 6.1(f)). To be effective mass media must reach a broadsegment of its target audience and that audience must be convinced that thematerial is relevant to its circumstances. An extension service with afarmer-centered emphasis in technology development and transfer and programmedinteraction with all types of farmers should enable the design of mass mediaprograms that are relevant to the situation of the clientele. The potentialimpact of mass media programs is also increased as the media becomes morelocalized.

4.17 Method Demonstrations and Field Days. Demonstrations and fielddays are important since the extension message depends to a large extent onthe client seeing how the technique works. The reference group approach andthe agreed on program of interaction with members would facilitate the designof small demonstrations or test plots to suit local requirements and concernsand that would become part of the action plan agreed on with the group.Because the group's active decision-making about establishment of the plot,groups are more likely to view the plot and its output as their own. Thenumber, occurrence, and distribution of demonstrations or field days wouldnot be determined before project inception but would be established accordingto the issues identified during problem census meetings, the solutions thatare best demonstrated In the field, and the results of adaptive research work.

4.18 Training. The AEC vould coordinate physical and human trainingresources, facilitles, and programs, drawn from national and provincialtraining institutions. The AEC would also approve fellowships. Allfellowships and training opportunities would be advertised, and awards wouldbe based on written recommendations from the implementing agencies. Localtraining would be approved by the respective institution. The AEC wouldprepare and furnish to IDA by March 31, 1993, a preliminary human resourcesdevelopment plan (foreign training) for review and comment. Duringnegotiations agreement to this effect was reached with GOSL (nara 6.1 (g)).

4.19 The reference group/problem census system could be implemented onlyat the rate at which staff could be trained. This training would be developedby the internationally recruited extension specialist (para 4.29), incooperation with senior extension officers of the PNOA, DEA, and CoconutCultivation Board, who would also set the related monitorable criteria. Earlyexperience with the problem census and discussions with the reference groupabout constraints and possible solutions would provide case study material forfurther training.

4.20 At the inception of the project, subject matter specialists wouldbe involved in training extension agents in problem census techniques.Afterward, each specialist would be based in a specific district. It isanticipated that at least 50% of the specialist's working time would be spentin the field, providing an essential link between extension and researchofficers stationed in Regional Research Centers, offering subject mattersupport and field training to extension officers, assisting in field

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demonstrations of research findings, and visiting the village community withextenslon officers.

4.21 Private Sector Pilot Extension Program. Under the project, the AECwould prepare a plan of action for the introduction of the pllot program.Funds would be provided under the project for experienced professionalconsultants (three person-months of expatriate technical assistance and sixperson-months of local technical assistance) and for operating expenditures toassLst the AEC in these tasks. A plan of action, satisfactory to IDA, wouldbe provided by June 30, 1993. It would be implemented under arrangementssatisfactory to IDA including, inter alia, provision relating to contributionby the beneficiaries of the extension services rendered by private sectorentities under such program, such contribution to gradually increase over aperiod of three years to a level of at least 20X of the cost of such services.During negotiations agreements to this effect were obtained from GOSL (2ara6.1 (h)).

Extension Action Plan

4.22 Durin2 negotiations agreement was reached with GOSL on a plan ofaction for imnrovima agricultural extension services. including a timetable.satisfactorX to IDA (Table 4.1). It was also agreed that the plan would benDlemented in accordance with such timetable (pta 6.1 Mi).

Table 4.1 EXTENSION ACTION PLAN

ELEMENT ACTION DATE

Extension About 300 Grama Niladharis with two- By June 30,coverage year diploma in agriculture would be 1993

transferred from MPAPCHA to ProvincialCouncils and appointed as agriculturalinstructors.

Extension agent positions would be re- By Decemberallocated in each province according 31, 1992to a geographical distributiongoverned by equitable work loads.

Extension Extension agents would be used Immediateactlvities exclusively for field-level

agricultural extension work.

Subject matter specialists would be By June 30,placed appropriately to service the 1993earmarked divlsions.

Training The DOA, DEA, and DAPH would provide Completed byappropriate training to their June 30, 1993extension agents so that basic issuescould be handled by all extensionagents.

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Incremental Incremental specialist staff would be 20X per yearspecialist staff recruited for the Plant Protection and commencing

Seed Certification and the Registrar January 1994of Pesticides subdivisions of the DOA.

MADR\Coconut A memorandum of understanding between By March 31,Cultivation Board MADR and Coconut Cultivation Board 1993responsibilities defining responsibilities and linkages

in extension and related trainingactivities would be prepared by theAEC and transmitted to IDA for review.

D. Monitoring and Evaluation

4.23 Monitoring. The PMU would be responsible for monitoring physicalexecution of the project.

4.24 PHU staff would monitor physical activities in the field accordingto a regular action program. Each implementing agency would send thefollowing reports to the PMU:

(a) Annual work program indicating proposed targets for staffing, civilvorks, equipment, and training by March 15.

(b) Quarterly physical progress reports on staffing, civil works,equipment, and training.

(c) Monthly expenditure reports in a format prescribed by the PMU.

4.25 The PHU would furnish to IDA, in an agreed format, a semi-annualprogress report (July and January) on the physical implementation of theproject. The PMU would also by June 30, 1993 and by each June 30 thereafter,furnish to IDA for comments, a program of activities related to the projectfor the following year. During negotiations agreement to this effect wasreached with GOSL (Rara 6.1 (JY.

4.26 Evaluation. The impact of project components would be evaluatedthrough an annual review mechanism established under the project, thatmechanism to include an annual review by concerned agencies, including areview at the decision-making level. The agencies would be provided withcomputing facilities and operating funds in accordance with the increasedworkload. Ad hoc studies would also be conducted on particular topics as theneed arises. Summary findings would be produced and circulated within aboutone month of study completion so that the findings can serve as a source offeedback and a management tool.

4.27 The PMU would commission a mid-term review of all activities fundedunder the project. The focus of the review should be to explicitly reexaminethe project as appraised, and consider any mid-course corrections needed tobring the project back on track. This review should be the main opportunityfor project restructuring. The review would be carried out by each provincejointly with the MADR no later than June 30, 1995, and the findings discussedwith IDA by September 30, 1995. The review would assess progress in the

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physical Lmplemontatlon of the project, and in the achievements of theinstitutional objectives in particular with respect to: (a) the adequacy ofdivision of responsibilities between the center (NADR) and the provinces(PNOA) on issues relating to the agricultural sector, and between the PNOA andthe provincial administration for the provision of agricultural extensionservices; (b) the adequacy of division of responsibilities between the MADRand the Coconut Cultivation Board; (c) the adequacy of staff for satisfactoryimplementation of the project; (d) extension performance and its quality;(e) the progress of the Private Sector Pilot Extension Program; (f) theeffectiveness of the Seed Policy including plant quarantine regulations; and(g) the timely and appropriate financing of extension agencies' approvedactivities. During neoQtiations aureement was reached with GOSL that acomprehensivp mid-term review would be conducted with IDA by June 30. 1995(para 6.1 (1A.

E. Project Supervision Plan

4.28 Table 4.2 details the mix of specialists and the frequency andduration of missions likely to be needed to ensure adequate projectsupervision.

Table 4.2 Mix of Specialists and Estimated Frequency and Duration of Missions

Mission Time S2ecialty (Duration in weeks) TotalNo. Mo dX= A- E£ Inst 6 ZZ Env Staff Weeks

la 9/92 1 1 1 1 - 4 42 12/92 1 - 1 1 - - 3 83 5/93 1 1 - - - 2 64 11/93 1 - 1 - - 2 45 5/94 1 1 - - - 2 66 11/94 1 - - - - 1 37b 5/95 1 1 1 1 1 5 108 11/95 1 - - - - 1 39 5/96 1 1 - - - 2 510 11/96 1 - 1 - - 2 511 5/97 1 1 - - - 2 612 11/97 1 - 1 - - 2 513 5/98 1 1 - - - 2 5140 11/98 a1 _ _ - __ X 3

14 7 6 1 2 1 31 73

Note A - Agriculturalist ES - Extension specialistPR - Procurement specialist SS - Seed speclalistInst.- Institution specialist ENV - Envlronmental specialist

a. - Project launching seminarb. - Nid-term review missionc. - Final review mission and initiatLon of PCR process

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The supervision missions would include an institutional specialist to ensurethat appropriate arrangements are being made to implement the formalcoordination mechanisms (para 4.2), following the recent devolution ofauthority to the provinces (para 1.21).

F. Technical Assistance

4.29 Project implementation support would include 18 person-months ofhighly specialized internationally recruited consultants (organizationaldevelopment specialist, 6 person-months; extension specialist, 6 person-months; extension/sociologist, 3 person-months; and seed specialist, 3 personmonths). The organizational specialist would ensure that mechanisms are inplace for effective coordination (para 4.2). The extension specialist wouldtrain extension agents in technique for working with reference groups andproblem census technique (paras 4.7, 4.8 and Annex 3). Theextension/sociologist would assist the Agriculture Extension Committee todevelop, implement, and monitor the pilot extension program (paras 2.11 and4.21 and Annex 8). The seed specialist would assist DOA to draft the seedlegislation (para 2.15). During negotiations agreements were reached withGOSL that the extension specialist and the organizational developmentaRecialist would be employed by December 31. 1992 (para 6.1 (lu.

C. Environmental Impact

4.30 No significant negative environmental impact is anticipated. Thedefinition of problems as they are perceived by the community is a key elementln the extension approach supported by the project. In this bottom-upprocess, identification of problems and needs and basic planning wouldoriginate at the village level as the basis for extension activities thatwould safeguard the equilibrium of agro-systems and minimize health hazards.There would be close liaison with the adaptive/on-farm research programssupported by ARP. The component for strengthening the capacity of the SeedCertification Service and Plant Protection subdivision to control pesticideswould streamline pesticide regulatory functions. It would also increase thecompetence of pesticide dealers and applicators in using pesticides safelythereby reducing misuse and overuse, which cause environmental damage, reducedeffectiveness, heavy residues in harvested crops, and resistance problems andpoisonings accidents. Project-funded training activities would coversustainable production issues and biomass fuel conservation measures. Toensure strong linkages between environmental problems identified in the SriLanka Environmental Action Plan and the job of the extension service, specifictraining in environmental planning and protection would also be included inthe personnel development plan submitted by the AEC.

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V. PROJECT JUSTIFICATION AND RISKS

A. Gen2ral

5.1 Previous IDA investments in agricultural extension have shown thatattributing a precise level of benefits to this type of project isproblematic. Distinguishing the benefits due to project activitles from thosedue to additional purchased inputs and other factors is not possible. Inpractice, it is a combination of factors that brings about the desiredbenefits, with extension services as the catalyst. Therefore, no attempt hasbeen made to quantify the economic rate of return ex ante.

B. Project Benefits

5.2 The project would help sustain and improve farmers' incomes anddevelop a more streamlined, cost effective and client-oriented extensionservice. The project would also help the central government explore thepossibilities of gradually divesting itself of extension activities through aprLvate sector pilot extension program. Through the establishment of avational seed policy the project would contribute to privatization of the seedindustry, thereby improving farmers' access to a complete range of importedimproved crop varieties. The project would also help reduce the misuse andoveruse of pesticides by improving pesticide legislation and registration,strengthening enforcement, and educating growers and dealers about safepesticides use.

5.3 Cost Effectiveness. To respond efficiently to farmers' needs forextension services within the framework of the new farmer-centered, farmingsystem approach to be introduced under the project, particularly with respectto some of the never high value export crops, the extension service must beequipped with a high calibre staff, backed up with adequate transport and massmedia communication facilities and relevant messages from the research system.With up to 85X of expenditures on extension in recent years going forpersonnel costs, less than 5X allocated for travelling expenses and virtuallyno resources for mass media communications with which to contact Sri Lanka'srelatively highly educated farming population, the existing extension servicehas been handicapped by too many under-qualified staff and a lack of access tofarmers. The proposed project would better identify extension activities tomeet farmers' needs, and restore the balance between personnel relatedexpenditures and operational support required to make the extension systemcost effective in the Sri Lankan context through: (a) the identification anduse of existing farmer groups with similar resources and technologicalrequirements and the use of the problem census technique; and (b) improvedtraining for a smaller, but better qualified cadre of extension agents, anaddltional operating cost support and the introduction of mass mediacommunications,

C. Prolect RLsks

5.4 The project faces two main risks. First, coordination ofphysical, financial, and human resources in agricultural extension servicesmay be strained by the rapid devolution of authority to the provinces.

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Pragmatic organizational arrangements have been proposed under the project tosafeguard against this risk, including establishment of the AgriculturalExtension Committee and the Project Coordination Committee, and thestrengthening of the National Agriculture Extension Working Group. Second,there may be some delay in getting all. the provinces adequately staffed toundertake all project-related tasks assigned to them. To minimize this risk,the level of provincial support would be reviewed each year by the PMU and IDA(para 4.25), and steps would be taken to bring this support up to theappropriate level.

VI. AGREEMENTS REACHED AND RECOMMENDATIONS

6.1 Agreements have been reached with GOSL that:

(a) A national seed policy, satisfactory to IDA, would be formulated byJune 30, 1993, and measures satisfactory to IDA would be adopted toimplement such policy by June 30, 1994 (para 2.15).

(b) A Project Coordination Committee with membership, responsibilitiesand resources satisfactory to IDA would be established by December31, 1992 and maintained thereafter (para 4.1).

(c) The Agricultural Extension Committee with membership,responsibilities and resources satisfactory to IDA, would beestablished and maintained (para 4.2 (a)).

(d) The National Agricultural Extension Working Group with membership,responsibilities and resources satisfactory to IDA would bemaintained (para 4.2 (b)).

(e) The PMU with staff, responsibilities and resources satisfactory toIDA, would be established and maintained (para 4.5).

(f) The DOA, DAPH, and DEA would use private contract services forabout 65X of the aggregate cost of contracts for the project's massmedia requirements (para 4.16).

(g) A preliminary human resources development plan for agriculturalextension would be submitted to IDA for review and comments byMarch 31, 1993 (para 4.18).

(h) A plan of action for the introduction of the private sector pilotextension program, satisfactory to IDA, would be submitted by June30, 1993. It would be implemented under arrangements satisfactoryto IDA including, inter alia, provision relating to contribution bythe beneficiaries of the extension services rendered by privatesector entities under such program, such contribution to graduallyincrease over a period of three years to a level of at least 20X ofthe cost of such services (para 4.21).

(i) A plan of action including a timetable, satisfactory to IDA, forimproving agricultural extension services, would be formulated, andimplemented in accordance with such timetable (para 4.22).

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(j) A program of activlties related to the project for the followingyear would be submitted to IDA for comments by June 30, 1993, andby each June 30, thereafter (para 4.25).

(k) A comprehensive mid-term review would be conducted with IDA by June30, 1995 (para 4.27).

(1) The extension specialist and the organizational developmentspecialist would be appointed by December 31, 1992 (para 4.29).

6.2 Conditions of effectiveness would be:

(a) The Agricultural Extension Committee with membership,responsibilities and resources satisfactory to IDA, has beenestablished (para 4.2 (a)).

(b) Responsibilities satisfactory to IDA are in effect with regard tothe agriculture sector between the center (MADR) and the ProvincialCouncils, and with regard to agricultural extension between thePMOA and the Provincial Administrations (para 4.3).

(c) The PMU has been established, the project manager, civil engineer,and account officer of the PMU have been appointed; and thearchitects have been employed (pera 4.5).

6.3 Disbursement against expenditures in the northern and easternprovinces would be conditional upon completion of an on-site appraisalsatisfactory to IDA of all relevant parts of the project, and formulation ofimplementation arrangements satisfactory to IDA (para 2.3).

6.4 With the above conditions and agreements, the project is suitablefor an IDA credit of SDR 10.5 million (US$14.34 million equivalent) onstandard terms, with a maturity of 40 years. The Borrower would be theDemocratic Socialist Republic of Sri Lanka.

- 34 - ANNEX 1Chart 1

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; ..11. 11 . ... ... ... .... .. .. .. .. .. .. .. .. .. .Divisional j..i C E

Swponf . ~VS AGR ReinlRegbnl Dtwc DSfAGA .wCo-orlinator Ma Manager Offcer:

2Z, - -1 -I- - - -1 i -- -- D- -- : --

DIvIsond Al Coou EADev Officer ' ! Officer

- .. _. . .- _ ... _..-...-.

! 'Farring Population

Adminira narca Co

TS gco SupeAsn guklance and uffo X

cakWSO269E

SRI LANKASECOND AGRICULTURAL EXTENSION PROJECT

Ministry of Agricultural Development and ResearchDepartnent of AgricuRure

Technology Transfer DivisionEducation, Trainhg and Inhonnation Sectons

____________ DDDa

I

Sdioolci sdwol c Sdhool c AuiVlua Fan M&

i~~~7~~ThzI~~~lY Fransfr

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AlleAI I WC TaCenterSS ~~~~~~"I I EAblbnv Enfom I B0k

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tocflrn Inva easter Noalm Cet NOW

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DATC (c) DAg | [ 11 X TC DAI DADTC DAT DATC |AT |A DAK

WiKa lnochoal I 9bIt Ii Walpa KI NlWadyaIIImkamKIe

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()ISTURTC: k FS Takiq tesTfedglW TrgktCerdew"

OATC: 0d Agdcu1tun Trang Centers.

Pdestrocdn: operanalDestroye


Ministry of Agricultural Development and ResearchDepartment of Export Agriculture

Ifrecfr

|Resha | |Dlt | § | N

Assr t Aseia reor Assistat DreClDr Extesiotnt.lec

Direcbr AssMmt DiroMr Subskly. coono~~~~~~~~~lantPoetion.

(MClr ) EcPOo oslc Education &Evaluat nMULftn PRaN=M;Wr. T=aWn* a3

Gammaduwa~~~~~~~~~~~~ I(Ina IPbnn-

D~~~~~~~~~~~~~~~~~U _" Kunoa

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Fam &~ ~ ~~~~~~Sdd~~~~~~~~~~~~~~~SI

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(14) Publicity.s


Ministry of Agricultural Development and ResearchDeparbment of Animal Production and Health

Directo|s Diraers D|ecWms&1_~~~~~~~~~~~~~~~~~Affca eta I kietm SIe

(lonltodng) AmAe AeMlaalDl Drseaseecbrs olesmaR

Pronwom Trawm troControl

Traising SHuoan: AyimLC anWr PeAnuraudiapura (NCP) wee wP) *GaUnura S'GSama)

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State Ministry ot Coconut Industries and Crop DiversIficatIon | U d

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*~~~~~~~4m I S9."sbYof a

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RUm CocmtDevk_wProWil.l Oftier (168)

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- 40 -

Table 1

SECOND AGRICUL ERl RTEN SION PROJECT

STAFFING FOR XTENS ION

DISTRIBUTION Of DOA EXTES ION AGENT BY LOCATION

LOCATION -NS SO1 All/ GUW TOTAL

DlstrietsV 68EV 123 4101V 265 866

HE Provinces(7 districts) 55 66 41 162

Inter-provlncialprojects (Ampara) 13 25 26 64

Headquarters 8 19 0 27

TOTAL 68 19 *IV WJLin

Source: Technology Tranufew DlvLsLon, DOA

S/ Subject Matter Offlcer.

2V Agrlcultural Instructors employed by the Techonlogy TransferDivsLsLon, DOA.

°V Grams Niladarl (Two-year Diploma of Agriculture graduates only).

hi Seventeen dLstrLcts. (North East ProvLnce not lncluded).

3/ Calculated on the basLs of four 1S(S (on average) In each of 17DLstrLets. The basic compoaLtLon shall be: farm women (1), rlce (1)and plant protectlon (1). Obvlously, land use shall determine thesubject matter emphasis of the fourth posLtLon: not all dLstrictsemphaslsLng the same comodLtLes.

IV Details In Annex 2 Table 2.

Z° Calculated on 501 fleld staff plus 19 AIs In TTD Headquarters.

8V 332 Oraka NladarL, whiLch the NADR has requested to be released frompresent duties by the MPAPCHA and appoLnted as AIs. Of these, 265should be avaLlable for partLeLpatLon In the project.

- 41 -ANNEX 2Table 2

S]ZhVU PL/UI PCR UISICII___^-~~~EEM1 FROMWTcunum A~TUAL mm im ANDrSTmIDc

lzeu DA.lotit InmtuotorCurrenet Adtioal Total Ad/

North Conral Aradhapuza aS 23 As A

North Western Puttalm 17 16 33 3YAunegala 52 86 128 7

Weatein Colobo 13 7 20 2g0.ba 26 33 59 AKalutara 20 22 42 3

Cumtral Kandy 40 10 50 5"atale 21 21 423kwaxa BIUy& 19 22 41 3

Ubazenswa Resalle 16 19 35 3Ratnepura 26 0 37 3

Southern Gallo 83 10 AS AHllntota 7 12 19 4

atazre 10 20 39 A

ulv Badulla 25 11 36 2onaresala 13 20 33 2

luter-pzaviucial Polounazuwa a 14 22Aiureapura 10 23 33Kaudy A a 123mbuatota 8 10 isMNnaragala 6 16 2Z

TOZiL 410 412 822w so

North East Province not Included. On-site appraisal by an IDAmission and review of arrangements proposed for implementation wouldbe a condition of disbursement agalnst expenditures for operation InNorth East Province.

The Agricultural Officer (AO) is also known as the Segment AssistantDirector of Agriculture (Segment ADA).

I An extension service based solely on Als would require 822 tooperationalisx that servLce ln 17 distrLets, including PolannaruwaInter-provlncial project, allowing for about 1,200 farm householdsper Al. These households would generate some 20 to 30 contact farmergroups, the number whLch an extensLon agent can conservatively handleboth for conductiug the problem census and for more regular famerdiscussion and problem solving meetlngs. There are currently 798Extension Agents available IncludinF ROs, A as and ON. (Table 1);however, It is conceivable that there are divlstons which normallywould be covered by DEA, DAPM or CCb and no additional recruitmentwould be required.

- 42 -ANNEX 3

Page 1 of 5


FARMING SYSTEM APPROACH TO EXTENSION

PHILOSOH

1. Generally, technology transfer through the T&V system set up under theAEARP relled on a top-down approach to extension. As a consequence, research wasnot normally shaped by communlty consultation, and farmers dld not always viewthe subsequent recommendations as relevant to their operations. In contrast, afarming-system approach to extension emphasizes the close interaction of thevarious agronomic and livestock subsystems typifying subsistence and commercialfarm operations.

2. Central to the farming-system component of the farmer-centered farmingsystem approach to extension is a consideration of farm family goals and how theyaffect adoption of agricultural technology. There is a consequent need forextension agents to have close and frequent contact with farm household membersvithin the village community and on their farms.

3. The extension service thus needs to integrate the extension activitiesrequired to implement national agricultural policy with those required to solvethe problems or capitalize on the opportunities identified by the farmingcommunity - both a top-down and a bottom-up approach.

4. Such an approach is locality-specific in that It is concerned withtechnologies relevant to particular groups of farmers. For that reason thefarming-system approach depends upon identifying and involving contact farmergroups rather than individual farmers as active participants in adaptive researchand extension. It is also a holistic approach to extension:

(a) The productive activities of the whole farm are treated as a system.

(b) The extension agent is more a general practitioner rather than acommodity-specific expert, and so ls more responsive to variabilityln farming systems.

(c) Extension goals have a wide reach that encompasses all organizationsvith a role in extension.

(d) Adaptive research actlvities and extension are closely linked.

(e) The collective and individual needs of farm family members areconsidered, rather than only those of the farmer as the traditionalhousehold head.

5. This farmer-centered approach to extension is essentially aneducational process by which farm family members are guided in the achievementof their goals by extension agents, who help household members develop theirabilities to identify, analyze, and solve problems. For an extension service to

- 43 -

ANNEX 3Page 2 of 5

be effective using this approach, several interrelated and interdependentelements are important.

(a) Farmer groups must be the contact points in the village community.

(b) By working with these groups, the extension agent can encourage theirparticipation and involvement so that they achieve consensus and takeaction on matters of concern to farm families.

(c) The problem census technique is used to actively involve farmers inidentifying and ranking their problems.

(d) To guide farmer groups to identify and rank their problems, theextension agent needs intensive training in the problem censustechnique and its underlying behavioral principles, and thedevelopment and reinforcement of related diagnostic and problem-solving skills.

(e) The problem census technique ensures accountability of farmers, whoshare in decisions about problems and their relative importance, andthe accountability of extension workers who use the problem censusdata in their local extension program.

(f) Problem census data are integrated and coordinated from divisional toprovincial levels, and they form the basis for agricultural extensionand research objectives, and for planning allied operational programson a seasonal and annual basis to achieve these objectives.

(g) Physical, financial, and human resources available to the extensionservice operating within agriculture and livestock (in PMOA, DEA, andCoconut Cultivation Board) need to be coordinated, an effort that mustextend to the office of the DS/AGA, and its coordination function.

(h) Annual problem census meetings should be initiated no later thanJanuary 1 each year to allow sufficient time for information to besynthesized and activities included in budget submissions. Nationalbudget submissions are normally due by March 31 for recurrent costsand by April 30 for capital equipment. Provincial submissions arenormally due by the end of November.

PROBLEM CENSUS TRAINING PROCEDURES AND SCHEDULE

6. Subject matter specialist and Agricultural Officer Vorkshops. TheInternationally recruited en'tension specialist should hold a workshop in each ofthe seven provinces, to explain and explore the problem census technique. TheProvincial Director, Assistant Directors of Agriculture, and all subject matterspecialLsts and Agricultural Officer should attend. Grama Niladaris andDivislonal Secretaries also should attend. The problem census technique wouldbe used by the subject matter specialists and Agricultural Officer to list andrank their perceived problems in being extension trainers. This vorkshop alsowould ezpose them to the underlying concepts and process of the problem census.

- 44 -ANNEX 3

Page 3 of 5

7. All participants in each workshop should discuss the details of theprocedures applied to synthesize ranked lists of problems from all village- levelproblem census meetings for dlscusslon and presentation at the district level.

S. Subject Matter Officer and Eztension Agent WorkshoRs. The extensionspecLalist should hold a workshop ln each of the seven provlnces for all subjectmatter specialLsts, Agrlcultural Offlcer, and subject matter offlcers andeztendion agents. Subject matter speclallsts and Agrlcultural Offlcer shouldhave observer status only. The problem census technique would be used to allowsubject matter offlcer and extensLon agent to explore thelr ldeas about theirpotentlal role and responaLbilitLes ln collecting data and ranklng problemsidentified by farm households at problem census meetings. The workshop alsowould expose participants to the underlying concepts and process of the problemcensus.

9. All partLclpants in each workshop should discuss the details of theprocedures applled to syntheslie ranked lists of problems from all village-levelproblem census meetings for presentation and discussion initially at thedivLsional agrlcultural committee.

10. Training the Trainers. After the provincial workshops, the extensionspecLalLst should traln all subject matter speclalists, AgrLcultural Officor ineach dLstrict before moving on to the next provlnce. A sample schedule for thistrainig is provlded below. One to four subject matter specialist would need tobe trained ln each province. The same training module would be used in eachprovince, commencing with a problem census demonstration, moving on to thetrainLng of extension trainers, and concluding with an evaluation of the trainingby the extensLon trainers.

11. A brief summary of the itlnerary of the extension speciallst follows:

Week Activlty

1 Introduction to Srl Lanka. Meeting with TechnologyTransfer Division staff in DOA. Preparation ofitinerary.

2 Province 1: workshops for subject matterspeclallsts/Agricultural Officer and subject matteroffLcers/extension agents.

3 Trainlng of subject matter specialists ln problemcensus technique and the processing of problems fromseven vlllages. All workshops must be in vlllagesselected in each provlnce.

4 Evaluation of subject matter specialists trainingAgricultural Officer in the problem census andprocesslng data. All workshops must be in vlllagesselected ln each provlnce.

5-22 Proavlnce 2 to Province 7: repeat weeks 2-4 above, inblocks of 3 weeks per province.

- 45 -ANNES 3

Page 4 of 5

23-24 Meetings with extension trainers in each of the 16districts and in the interprovincial project areas ofthe seven provinces to evaluate each extensiontrainer's application of the problem census technique*nd selected extension agents' application of theproblem census, as well as their ability to work withfarm household groups. Demonstrating of how toorganize problem census information from all villagemeetings to form a basic plan.

25-26 During the meetings with extension trainers the*etension specialist should collect detailedliformation for preparation of a field manual. TheMnual would include basic principles of groupdynamics, the steps involved in the problem censustechnique, and detailed guidelines based on theexperiences of the extension specialist and extensiontrainers. The extension specialist and subject matterspecialists should prepare a draft field manual forconducting a problem census. The draft would becirculated to Agricultural Officer and field extensionagents for comment and then returned to the subjectmatter specialist for final editing.

12. After training, each Agricultural Officer and subject matterspecialist would begin to train about 20 subject matter officers/extensionagents. All 56 Agricultural Officers and 18 subject matter specialists shouldserve as extension trainers, which would give a trainee to trainer ratio of about20 to 1. It is also proposed that any available subject matter specialists fromthe DEA, DAPH, and Coconut Cultivation Board and any senior extension personnelfrom these same organizations and the DOA also provide training. Problem censustraining would enable subject matter specialists stationed at Regional TrainingInstitutes to work with extension officers at the village level for a significantperiod of time.

13. At the end of six person-months, the extension specialist will havetrained extension agents in the following:

(a) principles of identifying and working with small groups;

(b) using the problem census technique;

(c) collating and ordering ranked lists of problems;

(d) refining the procedures by which each District Agricultural WorkingGroup proeosses this information and prepares the village-levelextension plans for consideration by the Provincial Technical WorkingGroup.

- 46 -

Pag. 5 of 5

14. Outcome of Problem Census Neetinas. After the problem census meetingwith a village group, the participant-ranked listing of problems can be used asthe basia of future farmer-centered problem solving meetlngs. Problems thatcould be solved by immediate extension inltiatives would be grouped together lntoannual (and perhaps seasonal) extension objectives and priorities, based on farmhousehold needs, thus defining a large part of each extension agent's annual workprogram. The agent would then determine the approprlateness of various extensLonactivitles -- meetings, fleld days and demonstrations, electronic and print media--and plan the appropriate medla mix. Other problems would be channeled toRegional Research Centers to form part of the next season's adaptlve researchprogram. Such topLes lend themselves to contract research. Still other wouldbe channeled to RegLonal Research Centers and constltute part of each researchcenter's annual research program.

15. Not all problems listed by farm households will be related toagriculture. Some might concern human health and nutrition, educatlon, ruraldevelopment, or social welfare, to name a few. This information would beprocessed by extension agents with the assistance of Grama Nlladarls, who wouldconvey the information to Dlvisional Secretarles; as provincial coordlnators,they would then pass it on to the appropriate ministry. This flow of informationbetween ministries helps to develop more formal coordination mechanlsms betweenthem and so contributes to the planning and development program of each province.

16. OngoLnE Farmer Group Meetin8s. Having established informal farmergroups in each village, the subject matter officers/extension agents shouldcontinue to use the groups as effective and highly motivated human resources.How often the group will meet and for what purpose can be mutually decided. Somepossibilities:

(a) To serve as a source of market intelligence, providing a clearinghouse for crop and farm information.

(b) To monitor the progress of their prioritized 1Lst of problems as itmakes its way into the annual plan for extension activities. Thisensures the accountabllity of the extension agent and the extensionorganization.

(c) To advise subject matter officer, extension agents, and researchofficers working on adaptive research of the most suitable sites fordemonstration or applied research trials, and to arrange field days,farm tours, and the like.

17. The problem census technlque enables extension programs to besustained beyond the llfe of the project because it depends on the involementof the farm households rather than on a sLgnificant increase in the civil servicebureaucracy. Farmer participation also helps to ensure the accountability offield extension agents and those higher in the hierarchy.

- 47 -

RISAM


HUNAI RESOURCES DIVELOPIENT

Person Nonths

D3ZRPT LONG TERM * SHORTTERM

Agrlc. Icon. and Plalnnig Dlvislon 96 30Technology Trans. 576 140Agri. Research Div. 192 30Control of Pesticides 58 16Dept. of Export Agriculture 96 30Dept of Animal Pro. & Health 48 24Seed Certification 120 20Plant Protection 72 20

TOTAL P/N 1258 310

* For PhD split program only; fifty percent of the long term taining in the AsiaRegion.

-48 - ANNEX 5wd WIrlStet extlen PsoJion Page 1 of 16

Table 1. DO. o wrgetturo * TeOnsl True. Sivielon- SAtenlonOnttlttd Co t T to

_|mit Un{t Cost so" Co

unit 199 1 1WS 96-96 Tatat 1993 1993 199 1995 199 19? 1996 Total.............. ..................... ...... ........................ ... .. *. ....... . .. . *@wzo..................

1. IWVSSTRIUT COSTS

a. civil llorkStaff QArtora Qr.iv-Pro -cs Me. 0 5 2 0 r 7?6 0.00 3919.69 1567.96 0.00 0.00 0.00 5487.stoff Owrts ar.1tl-Pr@ No. 0 * a 0 r 5s0 O.-O 2751.51 1100.60 0.00 0.00 O.OO rsu2.Fi trlg. Or.-.Oearws No. 0 1 0 0 1 245 0.00 24.60 0.00 0.00 0.00 0.00 244.60Architects to" 4l No. *0.00 6*6.78 20.69 0.00 0.00 0.00 9o.47

0.00 7r600.99 2932.25 0.00 0.00 0.00 10533.23

CamorafACCoOeioe - PRO 17 0 0 0 I? 39 661.79 0.00 0.00 0.00 0.00 0.00 661.79Portable Projector llo. 0 I7 0 0 I? 11 0.00 178.66 0.00 0.00 0.00 0.00 178.66Bnic flsid Lab-Olat. 0 1f 0 0 17 tOS 0.00 17686.63 0.00 0.00 0.00 0.00 I6S.63

Sub-Tm j661.79 1967.49 0.00 0.00 0.00 0.00 2z9.28C. Trainlint oipent 43

Refri W store (6.5) No. I 0 0 0 I 26 26.30 0.00 0.00 0.00 0.00 0.00 26.30Battle Sasler 1 0 0 0 I 5 5.26 0.00 0.00 0.00 0.00 0.00 S.Z6Potytn ,001.4 I 0 0 0 1 2 2.10 0.00 0.00 0.00 0.00 0.00 2.10Olenusr I 0 0 0 1 1 1.05 0.00 0.00 0.00 0.00 0.00 1.05Sticers-VIftabte 1 0 0 0 1 53 52.61 0.00 0.00 0.00 0.00 0.00 12.61Table Balance I 0 0 0 1 105 105.21 0.00 0.00 0.00 0.00 0.00 105.21aChcatl SBlauce 2 0 0 0 a 1 2.10 0.00 0.00 0.00 0.00 0.00 2.10Ref rtomterRlt 60.-0 1 0 0 0 1 48 48.40 0.00 0.00 0.00 0.00 0.00 48.40Thermomter RO- 0S330 1 0 0 0 1 105 105.21 0.00 0.00 0.00 0.00 0.00 105.21Kidul Mator 1 0 0 0 1 53 52.61 0.00 0.00 0.00 0.00 0.00 52.61NIni*-loc. Ornder 1 0 0 0 I 53 52.61 0.00 0.00 0.00 0.00 0.00 5.61

8?&OWN 453.47 0.00 0.00 0.00 0.00 0.00 453.47O. Office Cqulpant/Lt4real

Furniture.Oatr. a a 1 0 17 53 420.65 420.65 52.61 0.00 0.00 0.00 694.31fen mchineProv. r 0 0 a 7 63 a 1.90 0.00 0.00 0.00 0.00 0.00 441.90fax Nechineh It. I 0 0 0 1 63 63.13 0.00 0.00 0.00 0.00 0.00 63.13Sc (Noart. 1) 1 0 0 0 1 66t 6.39 0.00 0.00 0.00 0.00 0.00 66.39COat r (Pro. 7; Not. I) a 0 0 0 a 105 981.71 0.00 0.00 0.00 0.00 0.00 961.71Pield dawnat. ajWpies 4v. 17 17T 17 I 102 63 10o5.1 1073.1 1073.1 1073.16 n. 1073.16 0316 639.05

d299.15 1073.18 107t.r1 8748.48I. Vehitlee

-- af r Ca , a C Pro. so. 4 3 0 0 7 6U2 3366.82 2525.12 0.00 P.00 0.00 0.00 S5I.94PaegrC Core - t. No. 2 0 0 0 2 6"2 166.41 0.00 0o.o 0.00 0.00 0o.0 1605.412 W0 COsMto Cab.Oft. 4b No. 10 7 0 0 1r 631 6312.30 4416.96 0.00 0.0 0.00 o0. 1o073.n2 oM Cob Noet. IN. 0 4 0 0 4 631 0.00 2525.12 0.00 0.00 0.00 0.00 255.12

F. Nawotoroyeetrso90eAl-No/F 3o 1so 0 0 51o 47 170t4.55 7101.00 0.90 0.00 0.00. 0.90 24146.45

N=terco-so Gco Al 4., 30 20 0 0 so 37 1106.r4 736.49 0.00 0.00 0.00 0.00 161.25Motorcyclye -10 co-So 30 20 0 0 so 47 1420.36 946.92 0.00 0.00 0.00 0.00 236r.30

m_ tos6s~~~~~~~~~~~~~15.67 6785.31 0.00 0.00 0.00 0.00 2054.96

II. RSCUT mOS...............

A. Opwration mid MiimntemCivlt works '5 - . - 00 76.23 105.6 105.64 105.64 105.U4 496.70fPold &upmnt e6 . 69.63 2.6.64 276."6 276.6 276.64 276.6 1432.80'amning uquipmet 4.- . . 47.71 47.71 47.71 47.71 47.71 47.71 2m.2?

oHfice Squipan '6 . 36.00 463.27 561.72 694.63 80.54 92.46 377.71Vfabiola 34P7" IM 19.31 3287.74 327.74 326.74 326.74 326.74 16232.01Xtfcf"t="**~~~~~~~~~~~~~~~~..... *.*.*.*.... ... ... ..... m.6.n ....... ....... .......... or4 2t 2

&Al.-Tow 2216.73 4151.59 42W.44 "412.36 455.27 408.16 24243.5?S. Trewttirg Uxpo9wee 4n.o

AIlcuUorOf All lump as M9 M9 M 7M 476 9 7162.00 7182.00 7162.00 7162.00 7162.00 7`162.00 4309.00AllowancAes Oft is 78 is is 446 9 702.00 70.00 70.00 70.00 702.00 702.00 4212.00Allosmien Aft 51 i so so so 348 28 1624.00 1624.00 1624.00 1624.00 1624.00 1624.00 9744.00Atisscee P0/ADs 23 23 23 23 136 11 253.0 25.0 230 5.0 25.0 230 560

GA-TOm 9761.00 9761.00 9761.00 9761.00 9761.00 9761.00 58566.00C. Office Rental

Al Offices 53 13 53 0 159 6 316.00 318.00 316.00 0.00 0.00 0.00 954.00.nitoring 2.00 200.00 200.00 200.00 200.00 200.00 1200.00

47452.96 4r47.59 1666.4? 15446.53 15559."4 15672.36 15115.24

T4 Pro * Povincial lteve t- otion level, ofit. ofietrct tevt.4. Euipment for 16 districts. fnutuilfi o ne for ettt n. (itewr. PrOV.4. fP. one Agr. SxtionlfAppreOrigt Teneloy Catwor (PAU).44& huorpwat. furarrfm wai mnd N eW Pfrer ativlties.4. atlautlted St a ret of Is of teiawvsmt eten..6 Calculated at a rate of 10s ef the fnvtmnt oAts..r Calteuloted at a rate of 15X Of dse fmftmoet eoets.

4. Irot. As*eetwnco tratl ned fhal atllmme for dmterei .1.UiMt Cost Stcaed by 1000.0 2/V/19M2 11:32

SRI LANKASecond Agricultural Extension Project

TA 2. Department of Export Agri. - Extension Progra_Detailed Cost Table

Rs

Quantity Unit Cost Base Costs

Unit 1993 1994 95-98 Total 1993-98 1993 1994 1995-98 Total........... .................................. ......... ---------------........---------------------.-.............

1. INVESTMENT COSTS................

A. EquipYentOverhead Projector No. 8 2 0 10 32 252.51 63.13 0.00 315.64Slide Projector No. 8 2 0 10 42 336.68 84.17 0.00 420.85TV/VCR No. 8 2 0 10 42 336.68 84.17 0.00 420.85Computer/Accessories No. 3 0 0 3 132 394.55 0.00 0.00 394.55AC for Computer Room No. 3 0 0 3 42 126.26 0.00 0.00 126.26

Sub-Total 1446.68 231.47 0.00 1678.15B. Vehicles2 WD Twin Cabs No. 3 0 0 3 631 1893.84 0.00 0.00 1893.84 1C. Motorcycles ZMotorcycles - 90 cc 100 0 0 100 47 4734.60 0.00 0.00 4734.60 %0D. Contract ServicesTele-dra_ 1 1 0 2 509 508.69 508.69 0.00 1017.38 1TV Docu entary 2 0 0 2 102 203.48 0.00 0.00 203.48Print Media MateriaL - - - - 2034.76 2034.76 2034.76 12208.53

Sub-Total 2746.92 2543.44 2034.76 13429.38

Total IIMSTMENT COSTS 10822.04 2774.91 2034.76 21735.97

11. RECURRENT COSTS...............

A. Operation & MaintenanceEquipment Q2, No. - - - - 152.21 176.56 176.56 1035.03Vehicles '3) No. - - - - - 298.89 298.89 298.89 1793.31

Sub-Total 451.10 475.45 475.45 2828.348. Travwl llowance No. 150 150 150 900 4 540.00 540.00 540.00 3240.00C. Nonitoring No. -- - - 150.00 150.00 150.00 900.00

Total RECURRENT COSTS 1141.10 1165.45 1165.45 6968.34 p3=S===.== ======= --- ---- =__=== -o

Total 11963.13 3940.36 3200.20 28704.31…================ ===== ===-2____=__=____-= == -====u=s====*=… -- =-----------: ><1> 2.500 sq. ft. o 9<2> Calculated at a rate of 102 of the investment costs. -h r.4'3> Calculated at a rate of 15X of the investment costs. >Unit Costs Scaled by 1000.0 - values scaled by 1000.0 2/27/1992 11:40 un

SRI LANKASecond Agricultural Extension ProjectTabW3 Aninal Production and Health Dep.

Detailed Cost TableRs

Quantity Unit Cost Base Costs

Unit 1993 1994 95-98 Total 1993-98 1993 1994 1995-98 Total..................... ....... .................... ............. ......... .................. .................................. ........ .

1. INVESTMIENT COSTS................

A. EquipnentCoqputer + Printer No. 1 0 0 1 210 210.43 0.00 0.00 210.43TV/VCR onitor No. 7 0 0 7 42 294.60 0.00 0.00 294.60Overhead ProJector No. 7 0 0 7 37 257.77 0.00 0.00 257.77

SubrTotal 762.80 0.00 0.00 762.80 1S. Vehicles

Motor cycles 90 cc No. 100 50 0 150 47 4734.60 2367.30 0.00 7101.90 0C. Contract Services

Radio lup sum - - - - 854.60 854.60 854.60 5127.58Television Time lup sum - - - - - 1424.33 1424.33 1424.33 8545.97Print edia lunp si - - - - - 1627.80 1627.80 1627.80 9766.82Exhibition Units No. 0 7 0 7 1628 0.00 11394.63 0.00 11394.63

Sub-Total 3906.73 15301.36 3906M73 34835.01......... ............. ......... ............. ...................

Total INVESTMENT COSTS 9404.12 17668.66 3906.73 42699.70

J1. RECURRENT COSTS

A. Travelling ExpensesLDI No. 50 150 200 1000 4 180.00 540.00 720.00 3600.00

B. Operations & MaintenanceEquipment No. - - - - - 7.95 7.95 7.95 47.68

C. Monitoring No. - - - - 150.00 150.00 150.00 900.00,............ .............. ......... .............. ..

Total RECURRENT COSTS 337.95 697.95 877.95 4547.683==3===-s _-=c=__ 33===--

Total 9742.07 18366.60 4784.68 47247.38 w=== ===--==-=====-----==------ o z

Unit Costs Scaled by 1000.0 - Values scaled by 1000.0 2/27/1992 11:41 I.1><

SRI LANKASecod Agricultural Extemion Project

TOW4. Dep. of Agriculture -Tech. Tran. Div.-M Mdia Ccnaic.Detailed Cost Table

Rs

Quantity Unit Cost Be# Costs

Unit 1993 1994 1995 1996 97-98 Total 1993-98 1993 1994 1995 1996 1997 1996 Total.................. .................................................. ......... ............. ......................................................................

1. IVESTNENT COSTS................

A. Civil WorksSta f uartes gr. Iv No. 0 2 0 0 0 2 910 0.00 1820.85 0.00 0.00 0.00 0.00 1820.85Staff Quarters gr. III No. 0 1 0 0 0 1 60r 0.00 606.95 0.00 0.00 0.00 0.00 606.95Far. Broating Can.-Ron. No. 0 1 0 0 0 1 506 0.00 505.79 0.00 0.00 0.00 0.00 505.79store-Stationary/Print No. 0 1 0 0 0 1 506 0.00 505.79 0.00 0.00 0.00 0.00 505.79Cmntications Unit No. 0 1 0 0 0 1 506 0.00 505.79 0.00 0.00 0.00 0.00 505.79Architects Fee 01) No. - - - - - - 0.00 394.52 0.00 0.00 0.00 0.00 394.52

Sub-Total 0.00 4339.70 0.00 0.00 0.00 0.00 4339.70B. Office Equlepnt

Tape Recorders No. 2 0 0 0 0 2 42 64.17 0.00 0.00 0.00 0.00 0.00 84.17N_apn No. 2 0 0 0 0 2 6 12.63 0.00 0.00 0.00 0.00 0.00 12.63Type Writers-Engltih No. 2 0 0 0 0 2 32 63.13 0.00 0.00 0.00 0.00 0.00 63.13Type Writers - Sinhala No. 2 2 0 0 0 4 16 31.56 31.56 0.00 0.00 0.00 0.00 63.13Duplicator No. 2 0 0 0 0 2 42 84.17 0.00 0.00 0.00 0.00 0.00 84.17Scaer-Laser No. 2 0 0 0 0 2 68 136.78 0.00 0.00 0.00 0.00 0.00 136.78Coaputer /Accessories. No. 3 0 0 0 0 3 210 631.28 0.00 0.00 0.00 0.00 0.00 631.28Node. No. 3 0 0 0 0 3 16 47.35 0.00 0.00 0.00 0.00 0.00 47.35Fax Ichine No. 2 0 0 0 0 2 63 126.26 0.00 0.00 0.00 0.00 0.00 126.26 HDesk Top Pubtiher No. 0 2 0 0 0 2 295 0.00 58.19 0.00 0.00 0.00 0.00 58.19Binding Machine No. 0 1 0 1 0 2 210 0.00 210.43 0.00 210.43 0.00 0.00 420.85Plate Maker No. 1 0 0 0 0 1 105 105.21 0.00 0.00 0.00 0.00 0.00 105.21Paper Folding Machine No. 1 0 0 0 0 1 2104 2104.27 0.00 0.00 0.00 0.00 0.00 2104.27ENG Color TV Camera Acc. No. P 1 0 0 0 1 579 0.00 578.67 0.00 0.00 0.00 0.00 578.67U-Natic 3/40 VCR No. 0 1 0 0 0 1 105 0.00 105.21 0.00 0.00 0.00 0.00 105.21U-Natic High Band Record. No. 0 1 0 0 0 1 105 0.00 105.21 0.00 0.00 0.00 0.00 105.21Color Monitor No. 0 1 0 0 0 1 16 0.00 15.78 0.00 0.00 0.00 0.00 15.78Cera/Accessories No. 2 0 0 0 0 2 32 63.13 0.00 0.00 0.00 0.00 0.00 63.13AC for Coiruter Roc. No. 3 0 0 0 0 3 42 126.26 0.00 0.00 0.00 0.00 0.00 126.26Laer Printer No. 2 0 0 0 0 2 42 84.17 0.00 0.00 0.00 0.00 0.00 84.17Slide Projector -C Mrosel No. 1 0 0 0 0 1 42 42.09 0.00 0.00 0.00 0.00 0.00 42.09Printer Dot Matrix No. 3 0 0 0 0 3 U 126.26 0.00 0.00 0.00 0.00 0.00 126.26Photocopier No. 2 0 0 0 0 2 lI5 210.43 0.00 0.00 0.00 0.00 0.00 210.43

Sub-Total 4079.12 1636.07 0.00 210.43 0.00 0.00 5925.61C. Training Equipnent

Lighting EqIulpmnt - Mat. No. 0 1 0 0 0 1 316 0.00 315.64 0.00 0.00 0.00 0.00 315.64 'Nigh lbnd Editing System No. 0 0 1 0 0 1 2104 0.00 0.00 2104.27 0.00 0.00 0.00 2104.27Video Titling Typewriter No. 0 2 0 0 0 2 53 0.00 105.21 0.00 0.00 0.00 0.00 105.21 °Special Effects Generator No. 0 0 1 0 0 1 210 0.00 0.00 210.43 0.00 0.00 0.00 210.43Videographic Geneator No. 0 1 0 0 0 1 210 0.00 210.43 0.00 0.00 0.00 0.00 210.43Traparency Market No. 1 0 0 0 0 1 63 63.13 0.00 0.00 0.00 0.00 0.00 63.13Silk Screen Printing Tabt No. 1 0 0 0 0 1 210 210.43 0.00 0.00 0.00 0.00 0.00 210.43Slide Draw No. 2 0 0 0 0 2 21 42.09 0.00 0.00 0.00 0.00 0.00 42.09 ,.X

Mp Cabinet No. 3 0 0 0 0 3 16 47.35 0.00 0.00 0.00 0.00 0.00 47.35 Q%IU1Audio Mixer No. 0 1 0 0 0 1 21 0.00 21.04 0.00 0.00 0.00 0.00 21.04Voltage Stabilizr 1.5 IV No. 3 0 0 0 0 3 16 47.35 0.00 0.00 0.00 0.00 0.00 47.35

Seb-Total 410.33 652.32 2314.69 0.00 0.00 0.00 3377.35D. Vehicles

Station Ibpon No. 0 1 0 0 0 1 631 0.00 631.28 0.00 0.00 0.00 0.00 631.2S2 W Twin Cabin 2 No. 0 3 0 0 0 3 631 0.00 1893.84 0.00 0.00 0.00 0.00 1893.6Sub-Totsl

0.00 2525.12 0.00 0.00 0.00 0.00 2525.12E. Motorccles No. 2 0 0 0 0 2 47 94.69 0.00 0.00 0.00 0.00 0.00 94.69F. Contract ServicmPrint Nedia-Prckjc. Value lo. - - - - - - 76.30 117.00 91.56 111.91 134.29 152.61 683.68Print Mdia-Print. Value lo. - - - - - 478.17 1017.38 712.16 854.60 1017.38 1220.85 U300.S4Radio Proeect.* Air Time No. 10 10 10 10 10 60 8 61.39 81.39 81.39 81.39 81.39 81.39 488.34Television Production No. 2 2 2 2 2 12 366 732.51 732.51 732.51 732.51 732.51 732.51 4395.07Miscetllueo No. - - - - - - - 122.09 122.09 122.09 122.09 122.09 122.09 732.51

SubTotsl 1490.46 2070.36 1739.72 1902.50 2087.66 2309.45 11600.14

Total IN_TNEUT COSTS 6074.60 11223.57 4054.41 2112.92 2067.66 2309.45 27J62.61

11. PtECIT COSTS...............

A. Opeation ad NaintenceCivi I oas O - - - - 0.00 43.52 43.52 43.52 43.52 43.52 217.61Equipnt - - - - - 429.18 601.31 601.31 623.45 623.45 623.45 3502.16Vehicles 4 - - - - - - - 0.00 398.51 398.51 398.51 398.51 396.51 1992.57

Sub-Total 429.18 1043.35 1043.35 1065.49 1065.49 1065.49 5712.35

Total REORYINT COSTS 429.18 1043.35 1043.35 1065.49 1065.49 1065.49 5712.35 Immzaguum IMaM inzmza inuuM mmTotal

6503.78 12266.92 5097.76 3178.41 3153.15 3374.94 33574.95I

'1) Catleuted at a rate of 10 of the lnvestent costs.'2> Cnr each to Prlnter ed 3 regional broadcating unit.3v3 Caiculated at a rate of 1X of the Iawest fw t costs.'4o Calculated at a rate of 101 of th invest ent costs.4zS Calculated at a rate of 1S% of thc invrtent costs.

Unit Costa Sc led by 1000.0 - Vlues scated by 1000.0 2/27/1992 11:39

so

0

SRI LAUWSecond Agricultural Extensmin Project

Tafbs . D.p, of Agriculture - SCPP Plant Protection Sub-DivisionDetailed Cost Table

Rs

ouantity Unit Coot Bsae Costs

Unit 1993 1994 1995 1996 97-96 Total 1993-96 1993 1994 1995 1996 1997-96 Total

1. INtfSTNET COSTS................

A. Civil Vorks46 quarters No. 5 2 0 0 0 7 910 4552.13 1820.85 0.00 0.00 0.00 6372.9936 Quarters No. 5 2 0 0 0 7 607 3034.76 1213.90 0.00 0.00 0.00 4246.662B quarters No. 2 0 0 0 0 2 303 606.95 0.00 0.00 0.00 0.00 606.95lnact Proof Nesh Nous No. 0 2 2 0 0 4 253 0.00 505.79 505.79 0.00 0.00 1011.59Plant Shed/Soll Foligat. No. 0 1 0 0 0 1 20 0.00 20.23 0.00 0.00 0.00 20.23Plant Scre.n ouse No. 0 2 0 0 0 2 253 0.00 505.79 0.00 0.00 0.00 505.79Insect rearing cages No. 0 5 5 0 0 10 1 0.00 5.06 5.06 0.00 0.00 10.12Lob Office Renowation No. 0 1 1 0 0 2 51 0.00 50.58 50.58 0.00 0.00 101.16Screen houee-rmaow tions No. 1 0 0 0 0 1 25 25.29 0.00 0.00 0.00 0.00 25.29Architects Fe s6> No. - - - - - - - 820.47 411.24 55.57 0.00 0.00 1287.25

SukbTotal 9039.59 4533.45 617.00 0.00 0.00 14190.05O. Office Equipemnt

Fax _achine No. 0 1 0 0 0 1 63 0.00 63.13 0.00 0.00 0.00 63.13Type writer - Englieh No. 2 0 2 0 0 4 42 84.17 0.00 8K.17 0.00 0.00 168.34Type writer - Sircbla No. 2 0 0 0 0 2 21 42.09 0.00 0.00 0.00 0.00 42.09 inRoneo Nchine No. 1 0 0 0 0 1 26 26.30 0.00 0.00 0.00 0.00 26.30Sewnr Laser No. 1 0 0 0 0 1 47 47.35 0.00 0.00 0.00 0.00 47.35Coquter w Printer No. 0 1 0 0 0 1 263 0.00 263.03 0.00 0.00 0.00 263.03Computer Softwre No. 0 1 0 0 0 1 105 0.00 105.21 0.00 0.00 0.00 105.21Steel Cabinets No. 2 3 0 0 0 5 7 14.73 22.09 0.00 0.00 0.00 36.62Fotocopy uchfno No. 1 0 0 0 0 1 79 78.91 0.00 0.00 0.00 0.00 7s.9Computer Furniture No. 0 1 0 0 0 1 11 0.00 10.52 0.00 0.00 0.00 10.52

Sub-Total 293.55 463.99 84.17 0.00 0.00 641.71C. Laboratory Equip-mnt

Oven Ii. 1 0 0 0 0 1 156 157.82 0.00 0.00 0.00 0.00 157.82Ultra violet ltop Nd. 1 0 0 0 0 1 11 10.52 0.00 0.00 0.00 0.00 10.52Popr cutter No. 1 0 0 0 0 1 3 3.16 0.00 0.00 0.00 0.00 3.16Sprayers, bnpswck No. 2 0 0 0 0 2 3 6.31 0.00 0.00 0.00 0.00 6.31Spryvers hand No. 2 3 0 0 0 5 0 0.86 1.26 0.00 0.00 0.00 2.10Slide Projector No. 1 0 0 0 0 1 32 31.56 0.00 0.00 0.00 0.00 31.56Glasswre lump sua - 5 - - - 52.61 S2.61 52.61 52.61 S2.61 31S.64Polythese eeler No. 2 0 0 0 0 2 2 4.21 0.00 0.00 0.00 0.00 4.21 8VGardn hose No. 1 0 0 0 0 1 2 2.10 0.00 0.00 0.00 0.00 2.10 bTerpentinw hoot No. 2 0 0 0 0 2 2 4.21 0.00 0.00 0.00 0.00 4.21 *Irncinr tor No. 1 0 0 0 0 1 53 52.61 0.00 0.00 0.00 0.00 52.61Plastic pots ljurp e - - -u - - 26.30 0.00 0.00 0.00 0.00 26.30 °Refrigerator No. 2 0 0 0 0 2 21 42.09 0.00 0.00 0.00 0.00 42.09 OChemicals lmtpaeu - - - - - - - 52.61 0.00 0.00 0.00 0.00 52.61 "iSub-Total 446.95 53.67 52.61 S2.61 52.61 711.24 0

D. Equip. Post Control UnitAir conditioner No. 2 0 0 0 0 2 S3 105.21 0.00 0.00 0.00 0.00 105.21Refrigerator 8 cu. ft. go. 2 0 0 0 L 2 26 52.61 0.00 0.00 0.00 0.00 52.61Cabinets for m*CsC ei No. S 5 0 0 0 13 11 84.17 52.61 0.00 0.00 0.00 136.78Light traps No. 6 6 12 0 0 24 3 18.94 18.94 37.88 0.00 0.00 75.75

Tarpentins C24'ic24') No. 2 2 0 0 0 4 5 10.52 10.52 0.00 0.00. 0.00 21.04TVIVCI No. 1 0 0 0 0 1 53 52.61 0.00 0.00 0.00 0.00 52.61Cm_a No. 1 0 0 0 0 1 21 21.04 0.00 0.00 0.00 0.00 21.04Slide Projector No. 1 0 0 0 0 1 42 42.09 0.00 0.00 0.00 0.00 42.09niwe.lnoua 42 tlp -swm 52.61 52.61 52.61 52.61 52.61 315.64

Sub-Total 439.79 134.67 90.48 52.61 52.61 822.77E. Vehictes

Pase r car no. 1 0 0 0 0 1 842 841.71 0.00 0.00 0.00 0.00 81.712W Picku.p No. 0 4 3 0 0 7 631 0.00 2525.12 1893.84 0.00 0.00 418.964 WD - ird tep NO. 0 1 0 0 0 1 736 0.00 736.49 0.00 0.00 0.00 736.49

Sub-Total 841.71 3261.61 1893.84 0.00 0.00 5997.16f. Notorcycles

Notorcycles 90 cc No. 0 5 4 0 0 9 47 0.00 236.73 189.38 0.00 0.00 426.11

Total IVESTNENT COSTS 11061.58 8684.33 2927.49 105.21 105.21 22989.04I. RECURIET COSTS

...............

A. Incremental StaffTechnical - R.0. 4 Person Year 0 1 2 0 0 3 20 0.00 20.00 40.00 0.00 0.00 60.00Technical A.0. '4 Person Year 2 3 2 2 0 9 20 40.00 60.00 40.00 40.00 0.00 180.00Tecnical A.I. Person Year 2 3 2 2 0 9 18 36.00 54.00 36.00 36.00 0.00 162.00K.V.S.I. <42 Person Year 2 3 2 2 0 9 16 32.00 48.00 32.00 32.00 0.00 14.00Support Staff Person Year 4 6 4 4 0 18 14 S6.00 84.00 56.00 56.00 0.00 252.00

Sub-Total 164.00 266.00 204.00 164.00 0.00 798.MOB. Operation A Naintenance

Civil Works *5> No. - - - - - - 90.63 136.08 142.27 142.27 142.27 795.80EQufpint cl No. - - - - - - 30.58 78.91 87.68 87.68 87.68 460.22Vehicles 47 No. - - - - - 131.52 641.17 937.09 937.09 937.09 4521.05

Sb-bTotal 252.73 856.16 1167.04 1167.04 1167.04 5777.07C. Travelling Expenses

Technical R.0. No. 0 1 2 0 0 3 9 0.00 9.00 18.00 0.00 0.00 27.00Technical A.0. No. 2 3 2 2 0 9 9 18.00 27.00 18.00 18.00 0.00 81.00Technical Ad1. No. 2 3 2 2 0 9 6 12.00 18.00 12.00 12.00 0.00 54.00K.V.S.N. No. 2 3 2 2 0 9 2 4.00 6.00 4.00 4.00 0.00 18.00

Sub-Total 34.00 60.00 52.00 34.00 .00O 180.00

Total REC_RENT COSTS 450.73 1182.16 1423.04 1365.04 1167.04 6755.07

Total 11512.32 9866.49 4350.S3 1470.26 122.26 29744.10

*1 Pathology (1); Entomology (10); Weeds (2).42> Protective clothing, olasssre and chemicals.3 Airport (2); O (1).

4< Ni (2); Regional (7). This distribution applies to AO, KVS, ad Al.45 Calculated at a rate of 1S of the Inetmnt costs.'6 Caleulated at a rate of 10X of the invntm_nt costs.73 Calculated at a rate of 15S of the investnt costs.

Utnit Costs Scaed by 1000.0 Values scaled by 1000.0 2271992 11:45

n

AwedDsicuAwal Oxtauicnl Projet

Waitlled Cost Tedsma

amtity emnit coat ies" Cost

Uiket IM9 19094 19M 1996 199? 199 Total im199.9 199 M99 19 19116 190? 1999 Ttall

A. Cvii Usuh,Office uwatlu io N. 1 0 0 a 0 0 1 51 0.51 0.00 0.00 0.00 0.00 0.06 3.564 o06atrs cm) No. a 0 0 0 0 0 2 i 11101 U0.00 0.061 0.00 . 0.00 0.00 11020.4620artarIS cm) 80. I 0 0 0 0 0 1 30 33.40 0.00 0.00 0.00 0.00 0.00 3013.48Architact has 4b 06. . 215.02 9.00 0.00 0.00 0.00 0.00 215462

VA-TOM ~~~~~~~~~~~2390.53 0.00 0.00 0.00 0.00 0.00 239.53

U. lqap as ow stic. l.*M. am. we 4b00. I 0 0 0 0 0 1 042 961.71 0.00 0.00 0.00 0.00 0.00 961.71

corinsogr. platssono. go. 1 0 0 0 0 0 1 2a3 263.03 0.00 0.00 0.00 0.00 0.00 03.05Studsr 43, 00. I 0 0 0 0 0 1 5 5.39 0.00 0.00 0.00 0.00 0.06 5.3900q-pp -cuttw rmAer 46 06. 1 0 0 0 0 0 1 a B0.2 0.00 0.00 0.00 0.00 0.00 L42Orludor4p so. I 0 0 0 0 0 1 5 5.39 0.00 0.00 0.00 0.00 0.00 5.39bsfrlgwsratrcu.ft. 06. I 0 0 0 0 0 1 39 26.30 0.00 0.00 0.00 0.00 0.00 39.306selum 4, ID. I 0 0 0 0 0 1 14 610.34 0.00 0.00 0.00 0.00 0."011014.34

Shoe.vsnrclet rotation no. 1 0 0 0 0 0 I I5O 157.62 0.00 0.00 0.00 0.00 0.001 11.02Cacultorm (Statistical) 06. 2 0 0 0 0 0 a 1 2.10 0.00 0.00 0.00 0.00 0.00 R.16Uhecelluu.a "Aimmont 01. o. 1 0 0 0 0 0 1 16 15.76 0.00 0.00 0.00 0.00 0.00 13.Caimlcos ND. I 1 1 0 1 0 4 59 526.07 5SU.0 526.07 0.00 539.0? 0.00 210.2?

C. 114hickesPommewCa 0 g. I 0 0 0 0 0 I 6129S1.M 0.00 0.00 0.00 0.00 0.400961.21asp-jep go. I 0 0 0 0 0 1 631 631.20 0.00 0.00 0.00 0.00 0.200031.211

*,%.Taw ~~~~~~~~~~~~~~1412.9191 0.00 0.00 0.00 0.00 0.001 1472.990. Offic W. 5pm"~

!)Imwite06. 2 0 0 0 2 39 0.0 77.s 0.00 0.00 0.00 0.00 77.06Ppleroi 06. 0 12 0 0 0 00 75.91 0.00 0.00 0.00 0.00 70.91A kneoNiim 06. 0 1 0 0 0 0 1 39 0.00 39.30 0.00 0.00 0.00 00 93"

Co -ar06Illprintar1l* 06. 0 1 0 0 0 0 I 308 0.00 368.25 0.00 0.00 0.00 0.00N 00O 3 "

Compter Furniturt No. 0 1 0 0 0 0 1 ii 0.00 10.5 0.00 0.00 0.00 0.00 10.52'SetCabldinatit 06. 0 3 0 0 0 0 3 7 0.00 22.090 0.00 0.00 0.00 0.00 22.09FOR sclimu to. 0 1 0 0 0 0 1 43 0.00 43.13 0.00 0.00 0.00 0.00 83.13lntatCom Tsqnell .*r 06n N. 0 1 0 0 0 0 1 79 0.00 78.91 0.00 0.00 0.00 0.00 IL.9

OAWTON ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~.0 7.9 000 0.00 0.00 0.00 72.97

Tqw cam ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~~56.61 1232.01 539.07 0.00 526.07 0.00 51617.39

Hi. REuaMmu cmi

A. Inicrasasta staffSnessch Offlcsr Person yew 0 2 I 0 0 0 3 20 0.00 40.00 20.00 0.00 0.00 0.00 00.00Assist. Esgistrwr Pam Vonw 0 1 0 0 0 0 1 0 00 000 0.0 0.0 0.0 000 10.00Cematsr Progmsr PsrsmnYea 0 1 0 0 0 0 11 16 0.0 0 16.0 0.00, 0.00 0.00 0.00 16.00AVIrt Staff PerSMowis 0 4 2 2 2 2 12 14 0.00 56.00 211.001 28.00 20.00 20.00 1U6.00

CivilwatarnS 4, PtiSel W. 23.97 23.97 23.97 23.97 23.97 23.9? 103.81wpmt 49~~~~~, Plirm TOW ~~~~~. 210.43 265.24 3210.01 320.04 374.86 374.86 109.41Vokictes -clol. persm TOW ~ ~ ~ ~ ~ ~ .230.16 230.16 230.16 230.16 230.16 230.16 1300.90

StopTOW 464.56 519.37 574.17 574.17 628.97 423.97 339.20

Towe a canm 46.6 41.? 4J.1 0.17 65.7 4.9 36.2

idd 6~~~~~~~~~~~~~~~~~~316.18 1903.40 1148.23 002.17 11M.03 656.97 11811.96

43, lIncludest softusr.'2' G". Chropotograiia. a01 coIltA t=. programale w/ datactoma £intour.4,c, wance blerodar. sxiplosiue proof 1.spew d tiii u ,r Jar size I Lit. Oc4p' Nbawt cotte sizer or atitrlvalent.a4S, Equipip. for reducing aWIs to 20 mob peaticlclee. C'6' Electronic top loading digital (rum 0.400'S).a?'. Syrins. miclro-pipettas a glsasamna. 41t Calculated at a rats of IS of the inveslotcosts.

49,o Calculatad at a rats of 1OX of thap investwas costs.,1t3s Calcultetd at a rate of 1S% of ties lewetanIt costs.

U1 LAWCASwcond Agriculturat Extensmin Project

T1e7. Dep. of Agriculture -Technology Tram. Division - TrainingDetailed Cost Table

Oumntity Unit Cost Rrse Costs_ -

Unit 1993 199 1994 I 96-9 Totat 193-9f 1993 1994 199S 1996 1997 1995 Totat

1. IWESNWT COCTS...........................

A. Civil WorksPTI Training CoqAe x d1, No. 0 1 0 0 1 6070 0.00 6069.51 0.00 0.00 0.00 0.00 6069.51lmnoatiomns -RTI lup- - - - 0.00 4248.66 3034.76 0.00 0.00 0.00 7283.41Staff wrters gr. iv No. 0 3 0 0 3 724 0.00 2351.94 0.00 0.00 0.00 0.00 251.94Staff wrters gr. III No. 0 2 0 0 2 550 0.00 1100.60 0.00 0.00 0.00 0.00 1100.60Netel Extmns.-Cunnorums '2 No. - - - - 0.00 2023.17 2023.17 2023.17 2023.17 2023.17 10115.85DATC Renevation No. - - - - 0.00 809.27 89.27 809.27 809.27 809.27 4846.34Water Pump SystWNoausing No. 0 2 0 0 2 514 0.00 1028.16 0.00 0.00 0.00 0.00 1028.9fArchitects/Ens. Fe r3 No. - - - 0.00 1745.54 581.51 200.73 0.00 0.00 2607.75

..... .......... ...... ......... ...... ......... ........ ......... ...... ........... ......... ............. .........

Sub-Totnl 0.00 19377.65 6448.71 3113.17 2832.44 282.44 34604.40S. Field Equipment

Negaphonee-Eat. No. 0 2 0 0 2 6 0.00 12.63 0.00 0.00 0.00 0.00 12.63Negphones-Pro. No. 0 15 0 0 15 6 0.00 94.69 0.00 0.00 0.00 0.00 94.69Tep Recorders-Nat. No. 0 2 0 0 2 42 0.00 84.17 0.00 0.00 0.00 0.00 54.17Tape Recorders- Pro. No. 0 3 0 0 3 42 0.00 126.26 0.00 0.00 0.00 0.00 126.26 1Spray Units/Water Pu pft no. 0 4 0 0 4 18 0.00 71.55 0.00 0.00 0.00 0.00 71.55 usSpray Units/Water PuW-Pr No. 0 17 0 0 17 i8 0.00 304.07 0.00 0.00 0.00 0.00 305.07 01

Sub-Totat 0.00 693.36 0.00 0.00 0.00 0.00 693.36C. Training Equipeet/S2ppt.

VIVCR-Nat. No. 0 2 0 0 2 42 0.00 84.17 0.00 0.00 0.00 0.00 t4.17TV/VCR-Pro. No. 0 5 0 0 5 42 0.00 210.43 0.00 0.00 0.00 0.00 210.43Cmra accessories-Nat. No. 2 0 0 0 2 32 63.13 0.00 0.00 0.00 0.00 0.00 63.13Camra accessories-Pro. No. 3 0 0 0 3 32 94.69 0.00 0.00 0.00 0.00 0.00 94.69PA System - at. No. 0 2 0 0 2 32 0.00 63.13 0.00 0.00 0.00 0.00 63.13PA System - Pro. No. 0 3 0 0 3 32 0.00 94.69 0.00 0.00 0.00 0.00 94.69Conf. Rooo Audlo Unit-Nat No. 0 0 1 0 1 210 0.00 0.00 210.43 0.00 0.00 0.00 210.43Conf.Room Audio Unit-Pro. No. 0 1 0 0 1 210 0.00 210.43 0.00 0.00 0.00 0.00 210.43Laser Scanners-Nat. No. 0 1 0 0 1 68 0.00 68.39 0.00 0.00 0.00 0.00 68.39Laser Scmers-Pro. No. 0 2 0 0 2 68 0.00 136.78 0.00 0.00 0.00 0.00 136.75Duplicator - Not. No. 2 0 0 0 2 53 105.21 0.00 0.00 0.00 0.00 0.00 105.21Dupticator - Pro. No. 3 0 0 0 3 53 157.82 0.00 0.00 0.00 0.00 0.00 157.J2Digitel Dupticator No. 1 0 0 0 1 631 631.28 0.00 0.00 0.00 0.00 0.00 631.28Coqputer-Nat. No. 2 0 0 0 2 126 252.51 0.00 0.00 0.00 0.00 0.00 52.51Ccuter-Pro. No. 0 S 0 0 5 126 0.00 631.28 0.00 0.00 0.00 0.00 631.28Printer Dot Natrix No. 0 5 0 0 5 32 0.00 157.82 0.00 0.00 0.00 0.00 157.82Printer KLO No. 2 0 0 0 2 42 84.17 0.00 0.00 0.00 0.00 0.00 84.17 "Computer Room AC - Nat. No. 2 0 0 0 2 42 84.17 0.00 0.00 0.00 0.00 0.00 84.17 00Computer Roae AC - Pro. No. 3 0 0 0 3 42 126.26 0.00 0.00 0.00 0.00 0.00 126.26 0Node No. 4 3 0 0 7 16 63.13 47.35 0.00 0.00 0.00 0.00 110.47 'DI OSlide Projector - Nat. No. 2 0 0 0 2 42 84.17 0.00 0.00 0.00 0.00 0.00 84.17 cI§Slide Projector-Pro. No. 3 0 0 0 3 42 126.26 0.00 0.00 0.00 0.00 0.00 126.26 '. ,jOverhead ProJector - Nat. No. 2 0 0 0 2 16 31.56 0.00 0.00 0.00 0.00 0.00 31.56 1ePhotocopiers - nat. No. 2 0 0 0 2 63 126.26 0.00 0.00 0.00 0.00 0.00 126.26 ClunPhotocopier - Pro. No. 2 0 0 0 2 63 126.26 0.00 0.00 0.00 0.00 0.00 126.26Overhead Projector-Pro No. 5 0 0 0 5 16 78.91 0.00 0.00 0.00 0.00 0.00 78.91Teaching Naterials No. - - - - - - 105.21 105.21 105.21 105.21 105.21 105.21 631.28

Sub-Total 2341.0 1809.67 315.64 105.21 105.21 105.21 47ai.940. OffSce EJIpm*t

NmUul Typewritr-Nat. No. 2 0 0 0 2 16 31.56 0.00 0.00 0.00 0.00 0.00 31.56auoml Typewriter-Pro. no. 8 7 0 0 1s 16 126.26 110.47 0.00 0.00 0.00 0.00 236.73Air Conditioners - at. No. 2 0 0 0 2 42 84.17 0.00 0.00 0.00 0.00 0.00 84.17Office Supplies o - - - - 42.09 42.09 42.09 42.09 42.09 42.09 252.SI

Sub-Total 284.08 152.56 U.09 42.09 42.09 42.09 6c4.96E. Othr Equipment

eavy Duty Fl. Polls. Nat N. 0 2 0 0 2 16 0.00 31.56 0.00 0.00 0.00 0.00 31.S6Heavy Outy Fl. Pot. Pro. No. 0 1 0 0 1 16 0.00 15.78 0.00 0.00 0.00 0.00 15.78Vaccua Cltean - Nat. No. 2 0 0 0 2 32 63.13 0.00 0.00 0.00 0.00 0.00 63.13crassMOW - Not. NO. 2 0 0 0 2 37 .6s 0.00 0.00 0.00 0.00 0.00 73.65Orss* Nlr - Pro. NO. 2 0 0 0 2 37 73.65 0.00 0.00 0.00 0.00 0.00 73.6S

Sub-Total 210.43 0.00 0.00 0.00 0.00 257.77f . Vehicles

ZUD Twin Cob - fot. No. 0 2 0 0 2 631 0.00 1262.S6 0.00 0.00 0.00 0.00 1262.562aD Twin Cob - Pro. No. S 2 0 0 7 631 3156.40 1262.56 0.00 0.00 0.00 0.00 4418.96

Sutb-Total 31S6.40 2525.12 0.00 0.00 0.00 0.00 5681.52C. Motorcycles

Motorcycls s0 cc Nt. S 0 0 0 5 47 236.73 0.00 0.00 0.00 0.00 0.00 236.73Notorcycles 90 cc-Pro 9 9 0 0 18 47 426.11 426.11 0.00 0.00 0.00 0.00 852.23

j ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~. ......... ......... I. ..... ......... ......... ............. ......... ............. ... .......__...... ...SUb-Total 662.84 426.11 0.00 0.00 0.00 0.00 1066.96

. furnitureos tel I A tTI - - - - - - 150.00 400.00 300.00 0.00 0.00 0.00 850.00 uDATC - - - - - - 60.00 250.00 250.00 65.00 0.00 0.00 625.00 -.

Sub-Total 210.00 650.00 S50.00 65.00 0.00 0.00 1415.001. ate(l Eqai.ubnt

Dep freewr - Nt. No. 2 0 0 0 2 31 62.43 0.00 0.00 0.00 0.00 0.00 62.43O ep Frezer - Pro. No. 5 5 0 0 10 31 156.00 156.00 0.00 0.00 O.00 0.00 312.16Refrigerator - Pro. No. 10 0 0 0 10 26 260.14 0.00 0.00 0.00 0.00 0.00 260.14

efrigerator - Nat. No. 2 0 0 0 2 26 52.03 0.00 0.00 0.00 0.00 0.00 52.03Gas Stoe & Acces. - Nat. No. 2 0 0 0 2 62 124.87 0.00 0.00 0.00 0.00 0.00 124.8Oas Stow & Acces. - Pro. No. 5 10 0 0 15 62 312.16 624.33 0.00 0.00 0.00 0.00 936.49lTI - N" vDutyNixer No. 6 0 0 0 6 31 187.30 0.00 0.00 0.00 0.00 0.00 187.30NIl- FoodPressor No. 5 0 0 0 S 31 156.0t 0.00 0.00 0.00 0.00 0.00 6.0RTIiIATC-Food Processor No. 10 5 0 0 1S 31 312.16 156.00 0.00 0.00 0.00 0.00 466.25RTI/DATC-Noew Duty Mixer No. 10 5 0 0 1S 31 312.16 156.00 0.00 0.00 0.00 0.00 468.25Crockery/Pantry Utensis 4> IuWl s - - - - - - S20.27 0.00 0.00 0.00 0.00 0.00 520.27oas Cylindrs - Nat. No. 2 0 0 0 2 5 10.41 0.00 0.00 0.00 0.00 0.00 10.41a sCylind" rPro. Uo. 10 S 0 0 1S S 52.03 26.01 0.00 0.00 0.00 0.00 75.01

5Ub-Totai 2518.13 1118.59 0.00 0.00 0.00 0.00 3636.71J. Technical Asiste

Ext. Ipwcilstst (Foreign) Person Month 6 0 0 0 6 379 2M.61 0.00 0.00 0.00 0.00 0.00 2272.61Org. Dev. 5pec.(Foreign) Person onth 6 0 0 0 6 379 2272.61 0.00 0.00 0.00 0.00 0.00 2272.61 'd

Sub-Toutl 454S.21 0.00 0.00 0.00 0.00 0.00 4545.21

Total IWESTIET CCSTS ;13 .0i 26800.40 i356.43 3325.47 2i9.74 2979.74 573 69

11. i ECUT CS p I........... ....A. Opwrotiom & Noint nmne

Civil wrks 45 - - - - - 0.00 196.02 261.26 292.75 321.40 350.05 1421.48field Equdpmnt 4b - - - - - - 0.00 72.95 72.95 72.95 72.95 n2.95 364.75Training Equipment 4J - - - - - - 246.30 436.70 469.91 480.96 492.05 503.12 Z629.09

Office Equipment c6- - - 29.89 45.94 50.37 54.80 59.22 63.65 303.87Vehicles c- - - - - 498.U 896.66 896.66 896.66 896.66 896.66 4981.42

Sub-Total 774.33 1648.27 1751.14 1798.13 1842.28 1886.43 9700.61B. Travelling Expenses

OATC-AOs Person Month 22 22 22 22 132 9 198.00 198.00 198.00 198.00 198.00 198.00 1188.00DATC-Als Person Month 44 44 44 44 264 6 264.00 264.00 264.00 264.00 264.00 264.00 1584.00DATC KVSs Person Month 110 110 110 110 660 2 220.00 220.00 220.00 220.00 220.00 220.00 1320.00RTI ADs Person Month 8 8 8 8 48 9 72.00 72.00 72.00 72.00 72.00 72.00 432.00RTI S9Ss Person Month 28 28 28 28 168 8 224.00 224.00 224.00 224.00 224.00 224.00 1344.00RTI Als Person Month 14 14 14 14 84 6 84.00 84.00 84.00 84.00 84.00 84.00 504.00RTI KVSs Person Month 21 21 21 21 126 2 42.00 42.00 42.00 42.00 42.00 42.00 252.00UTI SYS Person Nonth 4 4 4 4 24 8 32.00 32.00 32.00 32.00 32.00 32.00 192.00NTI Ala Person Month 4 4 4 4 24 6 24.00 24.00 24.00 24.00 24.00 24.00 144.00

Sut-Total 1160.00 1160.00 1160.00 1160.00 1160.00 1160.00 6960.00...... ......... ...... ............ ................ ........... ... ........... ......... ............. ....

Total RECURRENT COSTS 1934.33 2808.27 2911.14 2958.13 3002.28 3046.43 16660.61

Total 15862.41 29608.67 10267.57 6283.60 5962.02 6026.17 74030.45

d1> Inct. 15-room hostel, admin. block, dining and kitchen facilities. S'ag.<2 Addition of 15-ro hostel.43b Calculated at a rate of 10 of the investmrnt costs.WW- Inct. coconut scrapers, sprintopper uch., crockery * cutlery. etc.65> Calculated at a rate of 1X of the Investment costs.46& Calculated at a rate of 10X of th investment costs.03, Calculated at a rate of l5X of the investment costs.Unit Costs Scaled by 1000.0 - Values scaled by 1000.0 2/271992 11:36

on

o

0

381 UJKlamd gricuttwat cxtensin PrejectTebte S. mumn evm Dowel0ewtoI

Detailed Cot Tabtl

Oumtity unit Cat Se cot

unit l1 1994 1995 1996 1997 1996 Tot 1993-96 1 1994 1995 1996 199? 196 Total

1. INWSIiUuT COSTS

a. FeLtch.4 Taw.*Long TerAG.Econ. & Ptavang Div. .1> Person Month 24 24 24 21 0 0 96 66 2070.60 2070.60 2070.60 2070.60 0.00 0.00 6239Agri. Remrch Dlv. 4b Peson Month 48 48 48 48 0 0 192 86 4141.19 4141.19 4141.19 4141.19 0.00 0.00 16564.7STech. Irwie- Extension 433, Perso Month 12 72 96 48 0 0 228 86 1035.30 6211.7? 628.39 4141.19 0.00 0.00 19670.6?Tech, Tram.. Training 43> PFe.sn MoNth 36 60 48 24 0 0 168 66 3105.90 5176.49 4141.19 2070.60 0.00 0.00 14D94.16Tech. Trans.-Mme edia 4>3 Peron Month 24 48 60 48 0 0 180 86 2070.60 4141.19 5176.49 4141.19 0.00 0.00 15529.48Ocp. of Export Agr.-Ext. 4< Person Mnth 24 24 24 24 0 0 96 w6 2070.60 2070.60 207D.60 2070.60 0.00 0.00 623239Animel P.nductIon Parson Month 24 24 0 0 0 0 48 66 207.60 207.60 0.00 0.00 0.00 0.00 4141.19Controt of Pesticides person Mnwth 24 24 10 0 0 0 Ss 86 207.60 ZVOo.60 862.75 o.oo 0.00 0.00 500.94Seed Certification Person Month 30 30 30 30 0 0 120 86 258.25 2588.25 2588.25 2588.25 0.00 0.00 10352.99Ptant Protection Persm Month 16 16 16 18 0 0 72 86 1552.95 1552.95 1552.95 1552.95 0.00 0.00 6211.79

at .......... .......... .......... .......... ...... .............. ..........

9. Follows.& % Short-Tom 22776.57 32094.26 30686.41 22776.57 0.00 0.00 1065.80Ag. Econ. Pluming Div. Person Month 5 5 10 10 0 0 30 174 S68.01 t68.01 1736.02 1736.02 0.00 0.00 5208.06Aort. Reseech Olvision Person Month 12 12 6 0 0 0 30 174 2083.22 2083.22 1041.61 0.00 0.00 0.00 520S.06Tech. Trens.-Mess Media 45; Parso MNwth 6 2 0 0 0 0 10 174 13858.2 347.20 0.00 0.00 0.00 0.00 1736.02Tech. Trme. - Trafning S perso Monthd 10 10 10 0 0 0 30 174 1736.02 1736.02 1736.02 0.00 0.00 0.00 5208.06Tec. Tref .-Extenslon 45> Peon Month 20 20 24 24 12 0 100 174 3472.60 3472.04 4166.45 4166.45 2083.22 0.00 17360.19Dep. af Export Ag. -Ext. Person Month 10 10 10 0 0 0 30 174 1736.02 1736.02 1736.02 0.00 0.00 0.00 5208.06Anifl Prod.& Neetth Dep. Persn Mth 0 12 12 0 0 0 24 174 0.00 2083.22 2003.22 0.00 0.00 0.00 4166.45Control of Pesteldes Pe son Month 6 6 4 0 0 0 16 174 1041.61 1041.61 694.41 0.00 0.00 0.00 2777.63Seed Certification Person Mont 30 30 30 30 0 0 120 174 5208.06 5208.06 5206.06 5206.06 0.00 0.00 2032.23Plant Protection Person Month l 1s IS la 0 0 72 174 3124.3 3124.83 3124.03 3124.03 0.00 0.00 12499.36

C. Lcal Training 20658.63 217.00.24 21526.61 1423536 20e3.22 0.00 0S0.0Famwer Trainng-Extan. 443 tuwp ear m 0.00 225.00 225.00 225.00 225.00 225.00 1125.00Training of EO,LOI, etc. 4 Mo. 1S50 150 150 150 150 150 900 4 600.00 600.00 600.00 600.00 600.00 600.00 3600.00Frwr Trainino Ctase . 7> No. 500 5C0 500 500 soO 5W 3000 1 500.00 500.00 soo.00 500.00 5w.00 500.00 3000.00Farmr/Deattrs/MmIAg. 0l No. 2 5 5 S 3 0 20 26 52.00 130.00 130.00 130.00 78.00 0.00 520.00Farmer Develogment 9a tau u VA 80.00 80.00 80.00 80.00 80.00 80.00 480.00Pant Priotection training No. so 100 100 100 100 10 550 2 100.00 200.00 20.00 200.00 200.00 20.00 1100.00

D. Field Dnatrations 4> 1332.00 1735.00 1735.00 1735.00 1683.00 1605.00 965.00Sloping Agr. Taciatoeg no. 10 10 10 tO 0 0 40 14 140.00 140.00 140.00 140.00 0.00 0.00 560.00Soil Conervation lo. IS 15 1s is 10 10 8O 6 90.00 90.00 90.00 90.00 60.00 60.00 480.00Mixed Cropping with SAC No. 10 10 10 10 0 0 40 16 160.00 160.00 160.00 160.00 0.00 0.00 610.00Intercp. Coconut & SAC No. 10 10 10 10 0 0 40 1s 150.00 150.00 150.00 150.00 0.00 0.00 600.00

Sub-Total ..... .......... .......... ..........540.00 540.00 540.00 540.00 60.00 60.00 2280.00

.......... .......... .......... .......... .................................................. ....................

4307.19 56069.49 S4688.04 39s26.92 3S26.22 1665.00 200642.68Tot,ti m i i

45307.19 56069.49 54686.04 39286.92 3626.22 1665.00 200S62.38

41> 48-sanths of PhM. Degr ad 48-ont %A l.30. Degree.42* 192-mhntx of Ph.D. (Adaptive k Ae'h)4& For Technotgy Trn. Div. 192-a s of PatO. ad 34-mnths of l.Se. A

e5 She of 140 menth of sort-tem training. N<6> Farmer training in 6 RTils a FNTC, A'pr.a7> Loecal Training for Dcp. of Export Aer. - Extimn Programme.

d> Local Training for thoe Dp. of A4r. Control of Pesticas SuboDivison.494 Farmer training for the Anfit Proadction 0 Nealth Dep. 0410o Field Do_ntratfm org. by the Dap. of Exp. Ar.-Ext. Progrm.Unit Cots Scated by 1000.0 4/2711M92 16:05

SRI LAWASecond Agricultural Extesion Projet

_Sbe. Pilot Extawlon ProgrmDetailed Cost Table

Rs

Quantity Unit Cost Base CostsUnit 93-95 96-98 Total 1993-96 1993-94 1995 1996-9 Total..... ....... ...... ......... ....... .............. .... .........1. INVESTMENT COSTS

A. Pilot Activities lt - - - 6894.14 6893.13 6893.13 41360.80B. Tehnical AssistanceExt.Socfo.Spec.(For*imn) lup s_ 1 0 3 364 363.75 363.75 0.00 1091.26Ext. Soaio. Spec. (Localulwp sum 2 0 6 20 40.42 40.42 0.00 121.25

Sub-Total 404.17 404.17 0.00 1212.51Total INESTENIT COSTS 7298.31 7297.30 6893.13 42573.31

- -s- _ # Total 7296.31 7297.30 6893.13 42573.31Unit Costs Scaled by 1000.0 - Values scaled by 1000.0 2/27/1992 11:42

000

o

0l b

SRI LANKASecond Agricultural Extension Project

Table 10. Natfonal Seed Policy DevelopuentDetaoled Cost Table

RS

Quantity Unit Cost Base Costs Base Costs in USS= _ _ = - e= =

Unit 1993 94-98 Total 1M93-98 1993 1994-98 Total 1993 94-98 Total........................... ......... ........... . ..... . .... .... ------------

1. INVESTMENT COSTS

A. Technical Assistance n1Seed Specialist (Foreign) Person Month 3 0 3 379 1136.3 0.0 1136.3 25.6 0.0 25.6Seed Specialist (Local) Person Month 1 0 1 21 21.0 0.0 21.0 0.5 0.0 0.5

Sub-Total 157.3 0.0 1157.3 26.1 0.0 26.1Total INVESTMENT COSTS 1157.3 0.0 1157.3 26.1 0.0 26.1

= = == Total 1157.3 0.0 1157.3 26.1 0.0 26.1

1- Consultants to assist In drafting of the Seed Legislation.Unit Costs Scaled by 1000.0 - Values scaled by 1000.0 4/27/1992 11:49

.e >.

3a

SRI LANMASecond Agricultural Extension Project

Tabte 11. Project Manaement UnitDetailed Cost Table

RS

Quantity Unit Cost Sase Costs_m mmm.zmmmmmm-

Unit 1993 1994 95-98 Total 1993-98 1993 1994 1995-98 Total

1. INVESTNENT COSTS................

A. Vehictes PA esier car 0 1 0 1 642 0.0 841.7 0.0 841.72 WD Tuin Cob 0 1 0 1 631 0.0 631.3 0.0 631.3

Sub-Total 0.0 1473.0 0.0 1473.0B. EquIpment

Nicro Cowputer No. 0 2 0 2 210 0.0 420.9 0.0 420.9Printer Dot Matrix No. 0 1 0 1 126 0.0 126.3 0.0 126.3

Sib-Total 0.0 54i 0.0 547.1C. Contract Services

Studies - - - - 0.0 407.0 407.0 2034.8... .....,.... ............ ................ .........

Total INVESTMENT COSTS 0.0 2427.0 407.0 4054.80%

11 RECURRENT COSTS...............

A. Operations & MaintenanceEquipment 2> - - - - - 0.0 54.7 54.7 273.6Vehicles c3, - - - - 0.0 230.2 230.2 1150.8

Sub-Total 0.0 284.9 284.9 1424.4B. Operating Expenses

Ag.Ext.Com./Ag.Ex.Group <4' - - - 160.0 160.0 160.0 960.0C. Rent of Office - - - - - 800.0 800.0 800.0 4800.00. Incremental Staff

Project Manager Person Year 1 1 1 6 50 50.0 50.0 50.0 300.0Project Adviser Person Year 1 1 1 6 50 50.0 50.0 50.0 300.0Procurement Officer Person Year 1 1 1 6 45 45.0 45.0 45.0 270.0Civil Engineer Person Year 1 1 1 6 45 45.0 45.0 45.0 270.0Training Coordinator Person Year 1 1 1 6 45 45.0 45.0 45.0 270.0Accounts Officer Person Year 1 1 1 6 45 45.0 45.0 45.0 270.0Other Support Staff Person Year 3 3 3 18 23 69.0 69.0 69.0 414.0

Sub-Total 349.0 349.0 349.0 2094.0

Total RECURRENT COSTS 1309 .0 1593 .9 1593 .9 9278 4zmmz xmama =mm

Total 1309.0 4020.9 2000.8 13333.2

<1) Funds for Monitoring and Evaluation and Specific Studies.420 Calculated at a rate of 10X of the Investment costs. o'3o Calculated at a rate of 15X of the investment costs. I.h4> Operating expenditures.

Unit Costs Scaled by 1000.0 - Values scaled by 1000.0 4/27/1992 11:51

SRI LANKASecond AgriculturaL Extension ProjectTabLe 12. NORTH AND EASTERN PROVICES

Detailed Cost TableRs

Quantity Unit Cost Base Costs_3 = 3Z33 _ : _ _ _ _ _ _

tint 93-98 Total 1993-98 1993-95 1996 1997 1998 Total.... ... ... --- --- - . ... .... ... ... ... ... ... ... ... ...........

1. INVESThENT COSTS................

A. Cviv L orks No. - - 0.00 6718.95 6069.51 6069.51 18857.97B. Equilpant - - - 0.00 3240.57 3240.57 3240.57 9721.71C. Vehicles - - - 0.00 7575.36 7575.36 7575.36 22726.07Total INVESTMENT COSTS 0.00 17534.87 16885.43 16885.43 51305.74

It. RECURRENT COSTS...............

A. Operations & Maintenance - - - 0.00 5376.21 5376.21 5169.43 15921.85 C........ ............... ... .... .... ...... ......... .................. ......... .................. .........Total ECURRENT COSTS 0.00 5376.21 5376.21 5169.43 15921.85

Total 0.00 22911.08 22261.64 22054.87 67227.59

Unit Costs Scaled by 1000.0 - Values scaLed by 1000.0 2/27/1992 11:55

OQ(D

0

oAlL

SRI LANKASecord Agricultural Extension ProjectFinancing Plan by Project Components

US,

IDA Farmers Goverrnment Total Local........... ------.. ----.-----------------------------------. For. (Exct. Duties C%AmDont X Amount % Amount X Amount X Exch. Taxes) & Tax. X-

A. Extension Services 14.07 78.45 0.18 1.02 3.68 20.53 17.93 97.90 9.34 6.09 2.50B. Seed Legislation 0.03 100.00 0.00 0.00 0.00 0.00 0.03 0.15 0.03 0.00 0.00C. Project Nanagement Unit 0.24 67.81 0.00 0.00 0.11 32.19 0.36 1.95 0.07 0.26 0.03Total Disbursement 14.34 78.28 0.18 1.00 3.80 20.73 18.32 100.00 9.44 6.35 2.53........ ................. . ._. .. . ._. .. . .. ._. . . .. , .. . .. _ ___ .. _____. _ . .. . .. . .. . .. . .. . .. . .Values Scaled by 1000000.0 4/28/1992 11:56

3Q

0

(D )

- 65 - ANNEX 6

Page 2 of 3SRI LANKA

Scnd Agricultural Extenfon ProjectSury Account by Project Component

NS

Physical PriceProject Continencis Cantingmncies

zzeioo Seed Ma _nt...................Sorce PoUYe Unit Total X Aauwt 2 AmX mt

1. tNWSiTEUT COSTS....................

A. Civilt Works (Buildings)1. Tech. Trwn. -Extension 10.53 0.00 0.00 10.53 5.00 0.53 16.17 1.702. Tech. Tran. - Training 34.60 0.00 0.00 34.60 5.00 1.73 21.14 7.323. Tech. Trae. 11 Ned-Com 4.34 0.00 0.00 4.34 5.00 .o22 13.90 0.604. Control of Postic.. 2.39 0.00 0.00 2.39 5.00 0.12 s.14 0.125. Plan Protection Sub-Div. 14.19 0.00 0.00 14.19 5.00 0.71 8.68 1.236. North & Eastem Provicos 18.86 0.00 0.00 18.86 S.00 0.94 36.45 6.87

..................................................................................

Sub-totat 84.92 0.00 0.00 84.92 5.00 4.25 21.02 17.851. Equipment

1. Tech. Tranf. - Extenion 11.83 0.00 0.00 11.83 5.00 0.59 16.n 1.982. Tech. Tranf.-Trafning 11.45 0.00 0.00 11.45 4.58 0.52 11.09 1.273. Tech. Tran. Naa-Commn. 9.30 0.00 0.00 9.30 5.00 0.47 11.67 1.094. Oept. of Exp. Aor.- Ext. 1.68 0.00 0.00 1.68 S.00 0.08 6.88 0.125. Plant Protection 5.97 0.00 0.00 5.97 5.00 0.30 12.92 0.776. Control of Pesticides 0.73 0.00 0.00 0.73 S.00 0.04 12.99 0.09T. Project Management Unit 0.00 0.00 O.SS 0.55 S.00 0.03 12.99 0.078. Animl Prod.4 Health Cop. 0.76 0.00 0.00 0.76 5.00 0.04 5.91 0.059. North 4 Eastem Provices 9.72 0.00 0.00 9.72 5.00 0.49 33.06 3.21

............................................................... . .- -- . .. . .. .- - ..

Sub-total 51.4S 0.00 0.55 51.99 4.91 2.5S 16.63 8.6"C. Vehicles

1. Tech. Traf. - Extanion 49.19 0.00 0.00 49.19 S.00 2.4 853 4.202. Tech. Trnsf.-Troining 6.77 0.00 0.00 6.77 5.00 0.34 8.99 0.613. Tech. Trans. Nasa-Comm. 2.62 0.00 0.00 2.62 5.00 0.13 12.73 0.334. Control of Psticidfe 1.47 0.00 0.00 1.47 2.86 0.04 5.78 0.095. Plant Protection 6.42 0.00 0.00 6.42 5.00 0.32 14.39 0.926. Project Management Unit 0.00 0.00 1.47 1.47 S.00 0.07 12.99 0.197. Dop. of Export Agr. 6.63 0.00 0.00 6.63 5.00 0.33 5.91 0.398. niml Prod.& Health Cop. 7.10 0.00 0.00 7.10 5.00 0.36 8.27 0.599. North & Entern Provfces 22.73 0.00 0.00 22.73 5.00 1.14 33.06 7.51

...................... ..... ............................ . . .. .. . . ....... - -.........- -- - ...

Sub-totel 102.93 0.00 1.47 104.40 4.97 5.19 14.21 14.830. T.A. (Proj.Iopl.support)

1. Toch.Trow. Div.-Training 4.55 0.00 0.00 4.55 5.00 0.23 5.91 0.272. Pilot Extlenon Progrm 1.21 0.00 0.00 1.21 5.00 0.06 13.69 0.173. Seed Logistation 0.00 1.16 ).00 1.16 5.00 0.06 5.91 0.07

........................... .................................................. .---........... [email protected].........

Subtotal 5.76 1.16 0.00 6.92 5.00 0.35 7.27 0.50E. Fetlosihips Training1. Tech. Trof. - Extesion 37.03 0.00 0.00 37.03 5.00 1.85 18.68 6.922. Tech. Trwaf.-Trainfng 20.83 0.00 0.00 20.83 5.00 1.04 15.63 3.253. Tech. Tram. Ms-Comm. 17.27 0.00 0.00 17.27 5.00 0.86 16.9f 2.934. Dept. of Exp. Agr.- Ext. 22.37 0.00 0.00 22.37 S.00 1.12 18.68 4.185. Control Pestfeidis 9.40 0.00 0.00 9.40 5.00 0.47 14.11 1.336. Agr. Resarch Division 21.77 0.00 0.00 21.77 5.00 1.09 15.23 3.327. Agr. Economic ad Pltailg 13.49 0.00 0.00 13.49 5.00 0.67 17.27 2.33

8. Animl Prod.& Health DGp. 8.79 0.00 0.00 8.79 5.00 0.44 13.73 1.219. Seed CertificatIon 31.19 0.00 0.00 31.19 S.00 1.56 16.38 5.1110. Plant Protection 18.71 0.00 0.00 18.71 5.00 0.94 16.38 3.06

...................... ........................................ ....................

Sub-total 200.84 0.00 0.00 200.84 5.00 10.04 16.74 33.63F. Contract Servfces

1. TTD-m t Media Comnic. 11.60 0.00 0.00 11.60 S.00 0.58 26.27 3.052. Dop. of Exp. Ag. - Exton. 13.43 0.00 0.00 13.43 5.00 0.67 23.41 3.143. Animl Product. N Health 34.84 0.00 0.00 34.84 5.00 1.74 21.24 7.404. Project NInegement Unit 0.00 0.00 2.03 2.03 5.00 0.10 28.79 0.59

.............................. ...................................................... ..............

Iub-total s9.86 0.00 2.03 61.90 5.00 3.09 22.90 14.180. Pilot Extanfon 41.36 0.00 0.00 41.36 5.00 2.07 25.25 10.44

............................................... .............................................................................................

Total INVSTMENT COSTS 547.12 1.16 4.05 552.33 4.99 27.54 18.12 100.08

It. RECRRENT COSTS...................

A. Inc. *tf. Sal. and 01t 14.23 0.00 9.28 153.51 0.58 0.89 25.48 39.11S. Contract ServIes 0.95 0.00 0.00 O.95 0.00 0.00 13.21 0.13

............................................................. ...................................................................... .....

Total RECMINT COSTS 145.18 0.00 9.28 154.46 0.58 0.89 25.40 39.24

Total AELINE COSTS 692.30 1.16 13.33 706.79 4.02 28.43 19.71 139.32Phsical Contingenci 27.78 0.06 0.60 28.43Price Continncisn 136.00 0.07 3.25 139.32 3.58 4.98

Total PROECT COSTS 856.08 1.28 17.18 874.54 3.82 33.41 15.93 139.32

Tae 119.37 0.00 1.47 120.83 3.71 4.48Foreign Exchange 44.23 1.28 3.18 448.70 4.29 19.25

................................................................................................................Values caltd by 1000000.0 4/28/1i2 11:55

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ASNMM 6Page 3 of 3

SRI AK


Estimated Schedule of Disbursements

AccumulatedIDA Fiscal Year Semester DPsbursemp=s DLburwments

.____ ___ ------US$ -------------------

1993 I 0.0 0.0II 0.4 0.4

1994 I 0.4 0.8II 0.6 1.4

1995 I 1.1 2.5II 1.2 3.7

1996 I 1.1 4.8-I 1.2 6.0

1997 I 1.1 7.1II 1.2 8.3

1998 I 1.1 9.4II 1.2 10.6

1999 I 1.1 11.7II 1.2 12.9

2000 I 1.4 14.3

- 67 -

ANNEX 7

SRI AK


Implementation Schedule

Estimate Armual Contractual and Other Payments

Pro1ect Year TotalProject Element Pre-Project 1 2 3 4 5 6 Payment Remarks

Loan Timing

WorksBuilding .3 .9 .3 .3 .2 .2 2.2 LCB

GoodsEquipment, Transportation 1.2 .8 .1 .2 .2 .1 2.6 ICB/LCL/OtherAgriculture (tractors & Lab) .2 .2 .1 .1 .6Data Processing (Computers) .2 .2 .1 .1 .6Educational Training Material .1 .1 .2

ConsultanciesTechnical Assistance .2 .2 Other

TrainingFellowships (Overseas) 1.0 1.5 1.5 4 *4 4.8 OtherLocal Training .15 .15 .3 Other

Contract ServicesMass Media .2 .5 .3 .3 .3 1.6 LCB/Other

Private Pilot Extension .2 .2 .2 .2 .2 .1 1.1 OtherStudies .1 .1 Other

MiscellaneousInc. Staff Salaries & Oper. Cost .4 .6 .6 .8 .8 .8 4.0 Other

Totals 3.9 5.1 3.6 2.4 2.1 1.2 18.3(IDA-Financed) 3.1 4.0 2.8 1.9 1.6 0.9 14.3

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ANNEX 8Page 1 of 4

SRILAR


PLAN OF ACTION FOR THE

INTRODUCTION OF THE PILOT EXTENSION PROGRAN

TERMS OF REFERENCE FOR THE CONSULTANTS

1. Obiective

The consultants would assist the Agricultural Extension Committeein identifying practical organizational and institutional arrangementsand support for agricultural extension in Sri Lanka. While the emphasisis on alternatives, i.e., alternatives to the "normative" governmentalMADR/DOA arrangements, these alternatives should be viewed as optionsthat can be complementary and symbiotic vis-a-vis the extension functioncurrently resting with the GOSL.

2. Background

Regular civil servants depend on their length of service and theviews of their superiors with respect to their careers, i.e., theirpromotions and postings. That is true the world over and it is truefor extension cadre in Sri Lanka. Under those circumstances, there isvery little linkage between the performance and quality of serviceprovided by agricultural extension officers and their clients (thefarmers in the area of their responsibility). The Plan of Action willidentify practical ways, based on Sri Lankan traditions and practices,but not bounded by them either, in which alternative institutional andorganizational arrangements can better link the well being of extensioncadre, their performance and the views of the clients. In short, toimprove the accountability linkage between extension and farmers.

Government budgets are always stretched. The budget foragricultural extension in Sri Lanka is no exception with most of theavailable resources going to pay salaries. Consequently, there islittle left to meet the needs of extension agents for travel, materialsand supplies for demonstrations, etc. The Plan of Action will seek toidentify ways in which the farmer resources can, in conjunction withGOSL resources, be mobilized for support of extension.

- 69 -

ANNEX 8Page 2 of 4

Agriculture is Sri Lanka is extremely heterogeneous as are the SriLankan farmers. Agro-ecological niches are varied, complex and many, asare the varied and many needs of farmers. Agricultural extension isessentially a service that expands the knowledge and skills of farmers,which in turn empowers them to better deal with their problems or meetnew opportunities. In that context and because of the heterogeneity ofagriculture and farmers, centrally administered extension has an extremedifficulty in being relevant and responsive to the varied needs offarmers. The Plan of Action will aim at identifying institutional andorganizational arrangements that promote and/or enhance a more demand-driven extension service.

Agricultural extension has been "provided to" farmers as somethingnot so much demanded by them, but "given to them" by the government.For good reasons, but an out growth of this approach is that there is alack of "ownership" by the clients in the service that is suppose to befor their benefit. The Plan of Action will seek arrangements thatpromote sense of "ownership" in extension and empower clients with"drawing rights" on extension because instead of a "government provided"service, it is their service.

3. ScQp of Wok

(a) The Plan of Action would identify alternatives for agriculturalextension that:

(i) Link performance and the well-being of extension agents tothe view of clients;

(ii) Mobilize farmer support for agricultural extension;

(iii) Are demand driven, i.e., extension that is relevant andresponsive to the needs of farmers as they define theirneeds for new knowledge and skills (activities within therealm of what extension can reasonably do); and

(iv) Give ownership and drawing rights to the clients ofextension, the farmer.

(b) The Plan of Action would review and build on various experiencesin rural Sri Lanka, as well as from outside that are deemedworkable with appropriate "adjustments." These experiences shouldinclude government and non government, public and private sectorsas well as local, informal community based organizations.

- 70 -

ANNEX 8Page 3 of 4

(c) The Plan of Action should identify:

(i) Center/local cost-sharing partnerships. For example,extension agents might be hired by a local governmental unitor farmer group/association, but the center would reimbursethe local group for a proportion of the costs.

(ii) Contracting arrangements by/with professional "advisory"services such as those supported by the Bank in Chile/ toprovide a specified area, or to a specified kind of farmerand/or a specific commodity. These arrangements might bemade by the MADR itself and/or by local level units ofgovernment or farmer organizations/associations.

(iii) Local/Center/NGO partnerships or cost-sharing arrangements.

(d) Other

(i) The Plan of Action should pay particular attention to, butnot be limited to work done by the Agrarian Services andTraining Institute and the Post Graduate Institute ofAgriculture.

(ii) Valuable lessons can be learned from traditional villageirrigation systems in which village level arrangements havefor long periods of time handled the management, operationand upkeep of irrigation tanks/systems. These arrangementsshould be reviewed for relevancy. Traditional creditsocieties, burial societies, etc., to the extent they may berelevant, may be other kinds of arrangements that should beused as reference experiences.

4. The ReRort

(a) The report would provide a description of relevant experiences inSri Lanka and abroad as appropriate.

(b) The report should identify alternative options for pilotimplementation, recognizing that there is not likely to be "one"answer. The report must lay out the details of organizational andinstitutional arrangements, identifying who is responsible forwhat and identifying particular bodies, individuals and/orofficials who would need to take action.

.1/ "Second Agricultural Credit Project: Project Performance Audlt Report"(No. 7302). Chile. June 22, 1988.

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ANNE9 aPage 4 of 4

(c) The report should identify areas in which pilot testing shouldtake place, the breath of the pilot area and length of time(years) pilot testing should be run.

(d) The report, including the Plan of Action satisfactory to IDA,would be completed by June 30, 1993.

5. Consultants Required

Senior Consultant (3 Person-Months)

The senior consultant should have a broad range of internationalexperience, particularly with farmers, and demand driven agriculturalservices at the village level. Preferably the person should have hadprior experience in Sri Lanka and working knowledge in Sinhala would beextremely helpful.

The consultant should have agricultural, agricultural economics,anthropology and/or rural sociology background with preferably a Ph.D.in one of those areas. The consultant should have 10 to 15 years offairly broad-based experience in agriculture in developing countries,particularly with respect to institutional arrangements concerningagricultural extension and research.

The three person-months of consultancies should be split into twoseparate trips. Five weeks at an early stage and overlapping with localconsultants, and seven weeks at the end.

Local Consultant (6 Person-Months)

The local consultant should have at least 10 to 15 years ofexperience with rural Sri Lanka via research, community organizing,farmer organization, and/or agricultural extension.

The consultant should have a Ph.D. in extension, sociology,anthropology, and/or agricultural economics.

- 72 -

ANNE 9

SRI NK

SECOND AGRICULTURAL E$TENSION PROJECT

Related Documents in Proiect File

1. Sri Lanka, Integrated Agricultural Support Services Project,Initial Preparation Report, FAO, February 1990.

2. Sri Lanka, Agricultural Support Services Project, PreparationReport, FAO, February 1991.

3. Agricultural Extension Rationalization Study, Draft Final Report,ULG, June 1991.

4. Sri Lanka, Agricultural Extension, Division of Responsibilitiesbetween the Center and the Provinces and the Relevant Sector Ministries andthe Provincial Administration regarding the Provision of Support Services,NADR, October 31, 1991

5. Sri Lanka, Census of Agriculture, 1982. Small Holding Sector.

6. Sri Lanka, Census of Agriculture, 1982. Estate Sector.

7. Sri Lanka, Department of Agriculture, Peradenya - 1990. CropRecommendations for Adoption in Gram Niladari Divisions of Sri Lanka.Agrotechnical Information.

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