8 CHAPTER 2
tive assets by individuals or FUGs. Under this component, fadama resource users were required to pay 30 percent of the cost of the productive assets acquired.
3. Demand-responsive advisory services to support advisory services that will enable fadama resource users to adopt output-enhancing techniques and more profitable marketing practices in their enterprises. Beneficiaries were required to pay 10 percent of the cost of providing these services.
4. Capacity building to increase the ability of beneficiaries to assess their needs, participate in planning, and implement and manage economic activities, and to increase the capacity of the project coordinators to con- duct monitoring and evaluation. Capacity-building support was provided through trained facilitators. In addition, FUG members were trained to negotiate and manage contracts and conduct basic financial analysis.
5. Conflict resolution to address one of the shortcomings of Fadama I by increasing the capacity of FUGs to manage conflicts, which were particu- larly serious and frequent between pastoralists and crop farmers. More than 98 percent of conflicts among fadama resource users were between pastoralists and farmers (Schoen, Hassan, and Okoli 2002). The project set an objective of reducing the number of conflicts by 50 percent by 2010.
Because we evaluated the progress of the project and its income impacts after only one full year of implementation, this study should not be consid- ered a final assessment of Fadama II. Rather, it is a quantitative evaluation of initial progress and a potentially useful baseline against which to measure future results.
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