INTRODUCTION 5
and James (2003) was 3 percent or less, whereas at the subcounty level the proportions were even smaller. Extension agents surveyed in Tororo district felt that decentralization had negative impacts on their ability to provide extension services (Enyipu, Semana, and Kabuye 2002), which is not surpris- ing considering that many other aspects of the system remained centralized or top down. Thus the NAADS program was born of and rationalized on the basis of deepening decentralization of extension services through a demand- driven, client-oriented, farmer-led system that targets the poor and women and funded by all, including development partners, central and local govern- ments, and farmers (Uganda, NAADS Secretariat 2001).
The NAADS Program
The NAADS program, which started in 2001, was planned as a 25-year program with an initial phase of 7 years that ended in June 2008. The goal of the pro- gram is increasing the proportion of market-oriented production by empow- ering farmers to demand and control agricultural advisory and information services. The objectives (Uganda, MAAIF and MFPED 2000) are as follows: 1. increasing the effectiveness, efficiency, and sustainability (including financ- ing, private-sector participation, farmer responsiveness, deepening decen- tralization, and gender sensitivity) of the extension delivery service;
2. increasing access to and sustaining knowledge (education), information, and communication among farmers;
3. increasing access to and sustaining effective and efficient productivity- enhancing technologies among farmers;
4. creating and strengthening linkages and coordination within the overall extension services; and
5. aligning extension to government policy, particularly privatization, liber- alization, decentralization, and democratization.
The program is implemented according to an institutional framework as defined in the NAADS Act of June 2001. The institutions involved are farmer organizations; local governments; the private sector; nongovernmental orga- nizations (NGOs); a board of directors; the NAADS Secretariat; the Ministry of Finance, Planning, and Economic Development (MFPED); and the Ministry of Agriculture, Animal Industries, and Fisheries (MAAIF). The NAADS Secre- tariat is responsible for providing technical guidance and operational over- sight to implementation of the program and for facilitating outreach and impact. The main principles and activities of the program are meant to be empowering farmers, mainstreaming gender issues, deepening decentraliza- tion, and targeting the economically active poor—those with limited physical
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