42 CHAPTER 4


subcounties reported better access to crop input markets, livestock slaughter- houses, primary schools, a public health center, and water supply than did those in the NAADS subcounties.


To the extent that these kinds of infrastructure and services enhance the impacts of the NAADS program, the impact or average effect of the NAADS program can be expected to be lower as it rolls out to areas with poorer infrastructure and access to services, which points to the importance of con- trolling for such factors in assessing the impact of the program. For example, one of the weaknesses of the PMA commonly cited was its failure to strengthen other key rural services such as rural financial and marketing services. Thus efforts to strengthen provision of rural financial and marketing services through cooperatives, for example, as stated in the government’s develop- ment strategies (e.g., the Rural Development Strategy, Prosperity for All, and the National Development Plan), if effectively implemented, could enhance the impacts of the NAADS program.


To inform the policy debate on such issues, we explore some of the fac- tors that may have made the NAADS program more effective by including terms of interaction between the NAADS treatment variable and some key policy variables (e.g., access to credit and infrastructure). Estimating the distributional effects (see “Enhancing and Mitigating Factors and Distribu- tional Effects” in Chapter 3) also addresses some of this issue by looking at the effectiveness of the program across different regions.


Farmer Institutional Development and Empowerment Achieving the objective of the NAADS program, establishing an effective and sustainable demand-driven system, depends on how well NAADS-participating farmer groups and their members are empowered to demand and control the delivery of the advisory services. In the NAADS program, developing the institutional capacity of farmer groups begins with identifying existing groups in the communities. Typically these groups have differing objectives, rang- ing from purely social or mutual support to economic aspects. The identified groups are then supposed to be mentored or trained in several areas, includ- ing group dynamics, enterprise selection, and monitoring and evaluation. Community development officers and NGOs operating in the subcounty play leading roles in this process. The trained groups that subscribe to the NAADS principles are expected to register with their respective subcounty office to fully participate in the NAADS program and benefit from NAADS guidance. We now analyze several indicators relating to farmers’ institutional capacity development, participation of individual members in farmer group activities, and empowerment of farmers on several fronts. The analysis is based on data from the farmer group surveys.


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