xx SUMMARY
government at the time, was its failure to strengthen other key rural services such as rural financial and marketing services to complement implementa- tion of the NAADS program. Thus efforts to strengthen the provision of rural financial and marketing services through cooperatives, for example, as stated in the government’s development strategies (e.g., the Rural Development Strategy, Prosperity for All, and the National Development Plan), if effec- tively implemented, would be key for overall agricultural and rural develop- ment in Uganda.
Progress in Implementation of the NAADS Program
We find that the NAADS program has helped to strengthen the institutional capacity and human resource skills of many farmers to potentially demand and manage the delivery of agricultural advisory services (e.g., enterprises, technologies, practices, and information) that are likely to meet their local production and market conditions. For example, more than 70 percent of the groups in the NAADS subcounties reporting responded positively to questions about their having received training in several areas, including development of a group constitution and bylaws, leadership skills, growth and development, planning, record keeping, and savings mobilization. Individual members’ level of participation in farmer groups’ activities was high, and a majority (about 90 percent) of the farmer groups found the various areas of training very useful or useful. Furthermore, NAADS service providers, compared to others, were rated very highly by a majority of the groups in terms of the methods they used in the training and their performance.
However, participation in group activities did not always seem to be com- mensurate with the power such participation is supposed to give farmers to effectively demand advisory services, which can limit farmers’ potential in achieving the expected outcomes of the program, because we assume that membership in a NAADS farmer group confers the previously stated benefits on the members of the group, so participation in the program should have a positive impact on outcomes. False farmer expectations of receiving cash funds and inputs rather than knowledge and advice could have played a signifi- cant role here. After all, it has not been that long since the supposed credit scheme called Entandikwa (meaning capital to start with for the poor) loaned out UGX 9.92 billion but recovered only 4 percent of it (Sunday Vision 2006). Farmers’ selected enterprises do not always materialize due to interference in the enterprise selection process for different reasons (ITAD 2008). Because the NAADS program is enterprise based and each subcounty has to prioritize three enterprises for which to receive advisory services, it is impractical to meet each farmer’s needs even without outside interference or elite capture.
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