Technical competence alone cannot save a farm from climate shocks or market volatility. Trevor Morepje from the Agricultural Research Council unpacks the friction between overstretched public extension systems and emerging farmers.
Anyone who has spent time moving between farming communities and institutional offices will quickly realise that agriculture is weighed down not only by climate risks and market volatility, but also by a persistent cycle of mutual frustration that rarely leads to meaningful change.
When researchers sit with farmers after a long day in the fields, the conversation often turns to disappointment about limited extension visits, delayed specialist interventions, and advice that feels too general to address the specific realities of their operations.
However, when those same researchers later engage with government officials or representatives from non-governmental organisations, a very different story emerges, one that highlights poor implementation of recommendations, weak farm management, and reluctance by some farmers to invest adequately in their own enterprises during times of crisis.
These parallel narratives reveal a tension that continues to shape the agricultural sector, especially in contexts where public extension systems are expected to serve as the backbone of rural development.
Farmers frequently describe situations in which support arrives too late to prevent losses from flooding, pest infestations, or disease outbreaks, such as foot-and-mouth disease (FMD). At the same time, institutional stakeholders point to cases in which farm owners delegate operational decisions to inexperienced family members or undertrained staff who lack the capacity to execute technical advice properly.
The result is a cycle in which each side feels justified in its frustration, yet neither side comprehensively examines its own limitations with sufficient honesty.
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Where extension works best
Extension services play a crucial role in the early stages of establishing a farming enterprise, particularly for new entrants who lack practical experience and familiarity with local value chains.
At that point, guidance on land preparation, input selection, compliance requirements, and record keeping can be transformative, as emerging farmers are usually eager to learn and receptive to structured support that helps them avoid costly mistakes.
In many cases, extension officers have successfully connected farmers to buyers, introduced improved production techniques, and strengthened understanding of grading standards and market expectations within nearby trading hubs, thereby laying a solid foundation for growth and confidence during the formative years of a farm’s development.
However, as enterprises expand and production stabilises, the nature of challenges shifts from purely technical matters to increasingly complex managerial and financial concerns that are not always adequately addressed through conventional extension approaches.
Production efficiency remains important, but decisions about credit management, labour supervision, logistics, market diversification, and risk mitigation gradually become equally critical to long-term sustainability, and these dimensions require a broader skill set than technical production knowledge alone.
The overlooked business dimension
The business side of farming often receives far less attention than it deserves, even though agriculture ultimately operates within competitive markets that reward strategic planning and financial discipline as much as agronomic expertise.
A farmer may understand soil fertility management in remarkable detail and still struggle to recover from a flood because cash reserves were insufficient, credit arrangements were poorly structured, or insurance mechanisms were never explored.
Compliance with biosecurity protocols during disease outbreaks requires careful budgeting, systematic record keeping, and disciplined management practices that extend beyond technical livestock or crop production skills.
When farmers prioritise cost-cutting during crises rather than injecting the necessary capital to stabilise operations, the immediate relief may seem sensible. However, it can lead to deeper, long-term losses that threaten the enterprise’s survival. Technical competence alone cannot compensate for weak financial planning, particularly in an environment where climate variability and market fluctuations are becoming increasingly unpredictable.
Accountability is not one-sided
Institutional stakeholders are correct to emphasise accountability, especially when public funds or donor resources are invested in supporting agricultural development initiatives. It is reasonable to expect farmers who receive grants, subsidised inputs, or advisory services to implement agreed recommendations, maintain proper records, and remain actively involved in farm management rather than delegating key responsibilities without oversight.
Weak operational control and inconsistent implementation of advice can undermine even the most well-designed support programmes. At the same time, accountability cannot rest solely on farmers while systemic limitations within extension services remain unaddressed.
In many regions, a single extension officer may be responsible for an overwhelming number of producers spread across vast areas, thereby inevitably limiting the frequency, depth, and quality of engagement each farm receives. Resource constraints, transport challenges, administrative workloads, and insufficient opportunities for specialised training further reduce the effectiveness of extension personnel who may be committed but overstretched.
Non-governmental organisations also operate within structural pressures that shape the nature of their interventions, particularly when funding cycles prioritise short-term outputs over sustained impact. Projects designed to meet donor reporting requirements may not align with agricultural seasons or the gradual pace of behavioural change, thereby weakening continuity and reducing trust among farming communities.
Towards a shared path forward
Constructive progress requires more than identifying weaknesses; it demands deliberate collaboration grounded in transparency and mutual respect.
Structured dialogue platforms that bring together farmers, extension officers, agribusiness representatives, and policymakers could help clarify expectations, address misunderstandings, and foster collective problem-solving.
Clear performance indicators should measure not only the number of extension visits conducted but also tangible improvements in productivity, income stability, market integration, and resilience against shocks.
Capacity building efforts must evolve to reflect the realities of modern agriculture, where entrepreneurial competence is as essential as technical expertise. Training programmes that integrate financial literacy, market analysis, risk management, and value chain navigation can equip farmers to make informed decisions during periods of uncertainty.
Joint crisis preparedness planning between farmers and extension services could also reduce losses associated with recurring challenges such as flooding, pest outbreaks, and livestock diseases.
Agriculture functions as an interconnected system in which the performance of one actor influences the stability of many others, from household livelihoods to regional food security and national economic growth.
Sustainable advancement will depend on a shift away from mutual blame and toward shared responsibility, where farmers strengthen the managerial foundations of their enterprises, extension services broaden their scope and responsiveness, and policymakers ensure that support structures are adequately resourced and continuously evaluated.
Real progress will emerge not from defending institutional positions, but from a collective willingness to confront shortcomings honestly and commit to improvement for the benefit of the entire agricultural sector.
- The views and opinions expressed in this article are those of the author and do not necessarily reflect the views or positions of Food For Mzansi.
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