Ameti And Its Sustainability

By Marketing Research Team, 3EA
Ameti And Its Sustainability

AMETI (Agricultural Management & Extension Training Institute) is an autonomous institute, located in University of Agriculture, Chandigarh. It was established in March 2000 under the National Agricultural Technology Project (NATP).

World Bank funded NATP is a $ 200 million project. The project period initially was March 1998 to Dec 2004. There are two major objectives of the project viz.

  • To readjust the Indian agriculture so as to enable it to face existing challenges as well as new challenges
  • To provide operational funds to State Governments who have the staff to implement various action plans, but by and large are deficit in finance.

Under the project, to help out the farmers, "Agricultural Technology Management Agencies(ATMAs)" at district level and "Farm Information and Advisory Centres(FIACs)," at block level have been established. "Block Technology Teams (BTTs)" of Government Officials and "Farmers Advisory Committees (FACs)," represented by farmers have been constituted to prepare block action plans. FIACs are operated by officers of Agriculture and allied departments, posted at block headquarters.

As a part of "Innovation in Technology Component (ITD)" component of NATP, to facilitate extension management through effective functioning of FIACs and ATMAs, Punjab has been sanctioned "Agricultural Management and Extension Training Institute (AMETI)." AMETI has been established to provide extension and management input by organizing need based training programmes and other means for Government officials of department of Agriculture and allied departments, serving as extension functionaries. At present, FIACs, ATMAs and AMETI are receiving funds from the World Bank under the project and are providing their services free of cost. But after completion of the project, these agencies would have to look for means to sustain themselves.


  • How to change mind set of the Government officials, serving as extension functionaries so as to ensure their belief and interest in the training and learning programme of AMETI?
  • How to assess the training needs of extension functionaries?
  • How to design the best possible training module for extension functionaries so as to equip them with expertise to handle the farmers' grievances and queries?
  • How to equip FIACs with expertise to make the farmers realize the utility and pay for the services, provided by FIACs?
  • What should be the pricing strategy, keeping in view the services provided by FIACs?
  • How should AMETI diversify its activities so as to sustain after the completion of the project?

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Case Study by: Marketing Research Team, 3EA