Adoption of Sustainable Agriculture Practices in ... - Horizont3000

Systematisation of Experiences
“Adoption of Sustainable Agriculture Practices in
Banana Production in Rakai District”
Kampala, December 2010
Systematised project:
Implementing partner
organisation:
Water, Agriculture and Sanitation Integrated
Programme (WASIP), project no P-07-125
Caritas MADDO, Masaka, Uganda
Period of systematised project: Overall: 01/01/2007 to 31/12/2010
Funding of systematised project:
Presentation of systematisation:
Facilitation of systematisation:
Participants and co-facilitators of
systematisation of Caritas
MADDO:
Reviewed by:
Scope of systematisation: 01/01/2007 to 31.03.2010
Austrian Development Co-operation (ADC)
Bruder und Schwester in Not Innsbruck (BSI)
This systematisation process was presented at the
Regional Conference East Africa on Rural
Development and Natural Resources Management in
Masaka, Uganda, on 7th October 2010.
Jennifer Okusia, Assistant Programme Officer
Uganda, HORIZONT3000
Lilo Massing, Technical Advisor, HORIZONT3000
Fr. Peter Ssekanyi, Deputy Development Coordinator.
Andrew Tamale, Project Desk Officer
Charles Luswata, Head of Agriculture Department
John Muwonge, Head of Water and Sanitation
Department
Paul Lusagi, Extensionist
Josua Burkart, Regional Director East Africa,
HORIZONT3000
Petra Koppensteiner, Sector Coordinator Rural
Development and Natural Resources Management,
HORIZONT3000

Table of Contents:
1 CONTEXT .................................................................................................................................... 3
1.1 NATIONAL CONTEXT ....................................................................................................................... 3
1.2 LOCAL CONTEXT ............................................................................................................................ 3
1.3 SECTOR, AREA OF WORK .................................................................................................................. 4
1.4 INSTITUTION CONTEXT .................................................................................................................... 4
1.5 PARTICIPANTS OF THE SYSTEMATISATION EXPERIENCE ........................................................................... 5
1.5.1 Caritas MADDO Team ....................................................................................................... 5
1.5.2 Project beneficiaries.......................................................................................................... 5
1.6 THE THEORETICAL APPROACH ........................................................................................................... 5
1.6.1 Integrated programme approach ..................................................................................... 5
1.6.2 Sustainable agriculture ..................................................................................................... 5
1.6.3 Methodology .................................................................................................................... 6
2 DESCRIPTION OF THE PROCESS ................................................................................................... 7
3 ANALYSIS .................................................................................................................................. 10
3.1 LESSONS LEARNT ......................................................................................................................... 10
3.1.1 Labour pooling and working together ............................................................................ 10
3.1.2 Selection of lead farmers ................................................................................................ 11
3.1.3 Setting standards for everyone to follow ........................................................................ 11
3.1.4 Competition within the groups ....................................................................................... 12
3.1.5 Training before input support ......................................................................................... 12
3.1.6 Use of farmer trainees before electing and training CBEAs ............................................ 12
3.1.7 Democratic election of CBEAs ......................................................................................... 13
3.1.8 Extension and facilitation skills of the WASIP team ........................................................ 13
3.1.9 Use of experienced farmers to mentor groups of the WASIP project ............................. 13
3.1.10 Group strengthening, including formation of by-laws and leadership ........................... 14
3.2 RECOMMENDATIONS .................................................................................................................... 14
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1 Context
1.1 National Context
Uganda‟s economy performed remarkably well from independence in 1962 up to 1970.
Between 1970 and 1985 the country experienced both economic and political instability;
however, the situation changed after 1986. Since then the country has experienced relative
political stability and satisfactory economic progress evidenced by among many things, the
significant increase in both foreign and local investment flows into the economy (National
Development Plan 2010/11-2014/15).
Agriculture remains the most important sector of Uganda‟s economy with the majority of
Ugandans deriving their livelihood from it. Despite the importance of the agriculture sector to
the economy, its performance has not been impressive since 1997.
Statistics by the Uganda Bureau of Statistics (UBOS) indicate a decline in the sectors growth
since 2000/01, with the sectors contribution to the GDP declining from 50% in early 1990s to
23.7% in 2008/09 especially in the crop, livestock as well as fisheries sub-sectors.
Reasons for the decline in crop production are attributed to limited extension services and
inadequate funding of the sector, declining prices, lack of transport and equipments, and
negative attitude of farmers towards change in farming practices.
In the face of inadequate provision of agriculture extension services to communities, the
Ministry of Agriculture, Animal industries and Fisheries (MAAIF) designed farmer-led
agricultural extension strategies that hinge on private sector involvement in service provision.
Although, the National Agricultural Advisory Services (NAADS) was established as one of the
main pillars of the Plan for Modernization of Agriculture (PMA) to increase the efficiency and
effectiveness of agriculture extension services and boost agriculture production and
productivity, the implementation of these programmes have remained a challenge.
Additionally, the growth in Information Communication Technology (ICT), along with the
dynamic consumer markets, has improved accessibility to information by the rural farmers.
1.2 Local Context
Rakai district is located in the central part of Uganda. It has a total area of 4,973 square
kilometers, of which land area is 3,889 and a total population of 383,501, with an average
number of 7 persons per household. Since the insurgency from the 1979 war that ousted
President Idi Amin, this region has enjoyed peace and stability, with a favourable environment
that has enabled people to actively participate in the WASIP project. However, the District is
one of the most hit by HIV/AIDS in Masaka Diocese, which effects burden the rural
households today.
The rainfall distribution for Rakai has been known to range between 1000–1500mm per year;
distributed between two rainy seasons, March to May and September to November.
Temperature ranges between 22 0 C – 30 0 C. However, that effect of climate change is evident
in the district with some seasons experiencing longer drought, and generally the climate
condition becoming unpredictable. This has in some instances negatively affected agriculture
production and productivity.
The district has passable access roads, although some roads are inaccessible during rainy
seasons. The soils are sandy loam in the sub counties of Lwanda, and Nabigasa and turn
clayey and stony towards Dwaniro sub-county. Although suitable for crop production, much of
soil has been over utilized leading to low production.
In Rakai district, crop farming is the major economic activity, engaging 83.3 % of the land.
Coffee and bananas are the main cash crops in the district. Other seasonal crops grown
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include finger millet, ground nuts, maize, potatoes and various vegetables. Some of the
farmers rear livestock that include cattle and goats and others keep poultry. Other economic
activities include fishing, lumbering and occasional quarrying for granite and gneisses stone.
Most of the households derive their income from subsistence agriculture. The agriculture
sector is characterized by low production attributed to the use of poor agriculture practices
which is a consequence of inadequate knowledge of improved farming practices, inadequate
extension services, as well as lack of appropriate technology transfers from research
institutions.
Limited farmer exposure, plant and animal diseases, inadequate knowledge of pest and
disease control, as well as government‟s failure to adequately enforce disease control
measures are other factors contributing to low production and productivity.
Gender inequality and dependency on women labour for agriculture production also
contributes to low agriculture production and poor incomes.
While women provide over 80% of the agriculture labour, they lack ownership of the factors of
production such as land, capital, technology and information mostly owned by men. Men
prefer to look for quick income generating activities that are usually not forthcoming in the
villages, hence rural urban migration in search of petty trade and other business e.g.
motorcycle [boda-boda] transport leaving women responsible for agriculture production.
1.3 Sector, area of work
The WASIP project belongs to the “Rural Development - Natural Resource Management
(NRM)” sector of HORIZONT3000.
These interventions aim at sustainable agricultural production and food and income security,
as well as improving farmers‟ access to markets, environment protection and management of
natural resources.
1.4 Institution Context
Masaka Diocesan Development Organization (Caritas MADDO) is a Catholic Church
organization, spearheading development work and social service delivery in the Diocese of
Masaka. Caritas MADDO covers an operational area of 21,299 square kilometers that
comprise eight districts, forming the Diocese of Masaka with a total population of 1,454,211 1 .
Caritas MADDO was established 25 years ago when it was formed as the office for social
services and development. Projects were developed in the sectors of agriculture, animal
husbandry, water and sanitation, care and support of orphans and widows, medical care and
environment protection, implemented with funding from external donors, with a vision “to see
the people of Masaka Diocese attain holistic development”. The church structure provides a
powerful resource for operations in remote areas which is tapped by the project.
Caritas MADDO has now work experience of more than 20 years in implementing agriculture
projects. The Water, Agriculture and Sanitation Integrated Programme (WASIP) in Rakai
District was funded by BSI Innsbruck and the Austrian Development Cooperation and
contributes to three objectives of the strategic plan of Caritas MADDO:
1. To increase the capacity of poor beneficiary households to effectively practice
sustainable agro-economic activities
2. To increase food security and environmental conservation practices at household
level, and
3. To increase access to sustainable safe water and sanitation facilities in poor rural
communities.
1 Uganda Bureau of Statistics 2002
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1.5 Participants of the systematisation experience
1.5.1 Caritas MADDO Team
The Head of the Agriculture Department, Mr. Luswata Charles, is responsible for organising
agricultural extension schedules and work plans, supervising and providing technical support
to the rest of the extension staff. Extension staffs were responsible for implementing the plans
and programmes and following up the groups‟ progress through Community-based Extension
assistants (CBEAs).
The Head of the Water and Sanitation Department, Mr. Muwonge John, and his team actively
participated in the project by providing water and sanitation extension services to the farmers.
These two departments have worked closely in implementing this integrated project.
Some of the Caritas MADDO administrative and programme staff had an influence on the
project at various levels.
1.5.2 Project beneficiaries
The Project has contributed to improving livelihood of 1,400 farmer households in the subcounties
of Lwanda, Nabigasa, and Dwaniro in Rakai district. In general the households were
resource-poor and selected to participate, using criteria developed to select them by Caritas
MADDO and local authorities in the project area.
1.6 The theoretical approach
1.6.1 Integrated programme approach
The WASIP programme was designed as an interdisciplinary programme of water, sanitation
and agriculture sectors, as a more holistic approach to rural development. Sustainable
agriculture is one component that was systematized.
1.6.2 Sustainable agriculture
Caritas MADDO promotes principles of sustainable agriculture (SA). These include farming
techniques that use locally available and affordable inputs, enhance soil fertility and counter
environmental degradation. Because of the characteristics of these techniques they are
suitable for rural farmers who have limited resources to invest in agriculture production.
The SA practices promoted in banana production in the WASIP project are:
Plantation establishment: Involves excavation of a planting hole of at least two feet (2”x2”x2”),
applying manure at a quantity of one 20 kilograms per hole, selection of planting materials
(banana suckers) of between one to one and a half meters and planted early at the start of the
first rains of the season. This is aimed at obtaining adequate water that is needed for proper
banana growth.
Mulching: This is the use of grass to cover the banana plantation with the aim of reducing loss
of moisture, and promoting growth of weeds. The mulch should leave a space of half a meter
around the plant uncovered to enable rain water absorption.
Appropriate spacing: An appropriate spacing for planting of banana suckers is recommended
at a spacing of 3x3 meters, with suckers of not more than 3 stems per plant for healthy growth.
Pruning: The removal of dry banana leaves and sheath from the banana stem prevents the
stem from harbouring weevils.
Couture establishments: Involves digging ridges running at the same altitude in the banana
plantation aimed at trapping runoff water in the banana plantation, thereby reducing soil
erosion.
Intercropping: This entails planting of seasonal crops that add nitrogen to the soil within the
plantation, e.g. soya beans and velvet beans.
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Tree planting: Trees are planted to demarcate the perimeter of the plantations and also to
interplant selected tree species. This practice is aimed at nutrient recycling to increase the soil
nutrients and mitigating deforestation in the area. It also aims to provide farmers with a variety
of fruits, fodder for livestock, fuel wood and timber for construction.
Clean gardening: For environmental conservation farmers have been taught how to keep their
surrounding clean by establishing rubbish pits which can be composited and recycled back
Pest and disease control: The project promoted integrated pest management, using cultural
practices and natural pesticides. This involves establishment of herbariums as source of raw
materials
1.6.3 Methodology
The methodology employed to promote SA by the project is training-of-trainers with close
follow-ups and a group-centred approach. A participatory approach was used to engage the
beneficiaries from the onset of the project. The methods applied are:
Training of Community Based Extension Assistants (CBEAs): Initially each group selects two
members to be trained in SA practices and act as group trainers. After this „test run‟ the
groups select two CBEAs, who were trained extensively by the project and passed on the
skills to their groups, under supervision and guidance of the project staff.
Group training: Farmers are organized in groups of about 30 members, brought together to
discuss and be trained by CBEAs in SA production techniques. On average the training of
farmers takes seven days. In order to ensure that farmers are adequately prepared for the
training, the discussion topics are given to the farmers a week before the training.
Demonstrations: Sustainable Agriculture techniques were demonstrated to farmers on
different fronts. This was done in form of training to CBEAs by the WASIP staff, secondly by
the CBEAs to their group members, and then by the experienced farmers and through other
exposure visits. This was one critical activity of the program. The main objective was to ensure
that the trainees get hands on experience and learn the technique practically.
Follow-up training: Following the group training and demonstrations by CBEAs, individual
farmers receive follow-up training support from the WASIP team on their respective farms. The
follow-up is intended to establish the level of adoption and identifying needs for additional
support or training.
Farmer-to-farmer skills sharing: Novice farmers visit other farmers who have excelled in the
adoption of sustainable agricultural practices. The method enables farmers to see production
methods at work and share innovations made by other fellow farmers.
Use of experienced farmers: In addition experienced farmers visit and stay some days with
new farmers, work with them and share.
Songs: Farmers compose songs to describe to their counterparts the sustainable agriculture
practices that they have adopted on their plantations. Through the songs farmers are able to
remember important concepts.
Competitions among farmers: This involves setting of implementation standards that the
farmers want to achieve. It involves farmers visiting each other‟s plantations to evaluate each
other and to advice. At the end of the set period the best farmers are given prizes.
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2 Description of the process
The sentences in italics are for activities undertaken by the farmers themselves.
2007
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
PHASE 1: Mobilization, awareness creation and training
Launch of WASIP project: A sensitisation workshop was held at sub-county level
with 30 to 40 leaders (religious, local council, opinion leaders, some NGO
representatives)
Mobilisation visits to farmers for group formation was done by sub-county leaders
with support of the WASIP staff. Some guidance on group management was
already given.
Out of all interested groups, 16 known from former programmes and 24 new
farmer groups are selected. A few smaller groups merge to bigger groups to fit in
the recommended numbers (min 15, recommended 30-35).
The 40 groups are screened using a criteria developed by the WASIP team and
their location in the sub-county is mapped.
Each group selects two farmers for training in basic sustainable agriculture (SA)
concepts by the WASIP team.
Groups establish a clear leadership structure (comprising of chairperson,
secretary and treasurer with defined roles and responsibilities), while others redraft
their constitutions to define their existence and cooperation with assistance
of the WASIP team.
WASIP staff train the selected two farmers per group for seven days in SA
concepts, at parish level.
The two trained farmers return to their groups and start training others the basic
SA concepts at group level. After this training, some groups start to pool labour
and work together at each other‟s farm.
On farm training in SA practices is held for groups in banana production. The two
trained farmers continue to train others in SA practices at group level. Back
stopping is provided by WASIP team to see how the trained farmers are
performing and to make necessary corrections
Farmer groups start implementing basic concepts in SA. Some farmer groups
start pooling labour to implement labor-intensive SA practices like contour
making.
Farmer groups are advised by the WASIP staff on the criteria for selecting
CBEAs. A gender balance for the selection of the two CBEAs per group was a
must.
Farmer groups select two members each, one male and another female to be
trained as CBEAs.
These CBEAs act as group trainers and contact person between the groups and
WASIP staff. The WASIP team then trains the selected CBEAs on extension
skills, SA concepts and group dynamics in a seven day residential training held in
Masaka town. During the trainings, CBEAs are taken for exposure visits to
successful farmers from other Caritas MADDO programmes.
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Oct
CBEAs are trained in nutrition concepts and nutrition support, especially
vegetable gardening/kitchen gardens. They are provided with vegetable seeds to
pass on the training to their respective groups.
Training is conducted in SA concepts at group level by CBEAs and WASIP
trainers. Groups receive some input support, like cassava, potato vines and
livestock of pigs and goats. Farmers establish kitchen gardens. More groups
apply pooling of labour.
PHASE 2: Scaling up and dissemination phase
Nov
Dec
2008
Jan
Feb
Mar
Apr
May
Jun
CBEAs and group leaders receive training in hygiene and sanitation
improvement, nursery establishment and tree planting.
Five farmers per group are selected to visit successful farmers from other
programmes.
CBEAs continue to train their respective groups in SA practices and other issues
learnt. Some groups select lead farmers to spearhead implementation of specific
SA concepts.
WASIP team continues with exposure visits for all groups.
CBEAs and the WASIP staffs continue training farmers in SA concepts.
Some of the farmer groups establish smaller working groups for SA concept
implementation.
WASIP team do follow-up visits to farmer groups to track implementation
progress. Additional training is given to groups in group dynamics, co-savings
and constitution making.
Groups receive crop support inform of coffee, cassava, potato and banana
varieties for mother garden establishment.
Farmers implement the SA agronomical concepts on rotational basis at each
other’s farms.
WASIP provides female and male goats to groups and continues to sensitize
farmers on group constitutions.
Farmers continue implementing the SA concepts and start pooling labour
especially for contour construction. Lead farmer’s follow-up on and guide their
members in particular aspects of implementation. Some groups start
competitions within their group and organize prizes for best performers. More
groups select lead farmers.
Groups continue implementation of SA concepts, pooling labour and intra-group
competitions. Farmers work collectively once a week in selected member’s
garden, other days on their own farm.
WASIP staff provides training to CBEAs in tree nursery establishment.
The CBEAs reciprocate the trainings on tree nursery establishments to their
groups.
Some groups start a saving scheme for generating local sources of capital for
investment in garden improvement. Groups also start to compete among
themselves and prizes are awarded to best implementers of the SA practices.
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Jul
Sept
Oct
Nov
Dec
2009
Jan
Feb
Mar
Apr
May
Jun
Jul
Sept
Oct
Nov
Training continues on nursery establishment and tree planting. Selection of tree
species is done in a participatory way. Local species, like the bark cloth tree
(Ficus sp.) are promoted as well as modern agro-forestry species. Some tree
species are used for intercropping in the banana garden.
Successful farmers from previous programmes are taken to stay with the groups
for 2-3 days to share with them concepts of SA.
Groups host visiting farmers and work with them on SA practices. Some groups
start setting implementation standards. More groups select lead farmers for
particular SA practices that they do well.
No funds for activity
Farmers working on their own to implement SA concepts
PHASE 3: Self Actualization & consolidation phase
No funds for activity
Farmers working on their own to implement SA concepts
Some groups receive support in livestock and planting materials. WASIP staff
sensitizes groups on group management when receiving inputs.
CBEAs and group leaders are trained in food processing.
Input support is given to farmers, e.g coffee, bananas, cassava and potatoes.
Farmers continue implementing SA practices, pooling labour and making follow
up visits to each other to track implementation progress.
Farmers implement the SA agronomical concepts on rotational basis at each
others farms.
WASIP team continues to do follow-up visits to farmer groups.
WASIP staffs provide general training in agronomy of crops, including banana
production to groups. Goats and pigs are provided to more groups, as well as
banana suckers, cassava cuttings, potato vines and tree planting.
Groups continue implementation of SA concepts, pooling labour & intra-group
competitions.
Training of CBEAs in extension skills and group dynamics.
Implementation of SA concepts, labour pooling, intra-group competitions and
prize giving. More groups receive successful farmers who train them. Some
groups are visited by local government representatives.
Some groups participate in district farmer competition.
More groups receive livestock input support - pigs, goats, chicken. Exposure
visits are conducted for selected farmer representatives.
WASIP staff continues follow-up support visits to farmers. Exposure visits to
successful farmers are continued.
Some groups receive livestock support.
Group leaders and CBEAs receive exposure visits.
Farmers continue on their own to implement SA concepts.
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Dec
2010
Feb
Mar
July
Aug
Sept
Exposure visits are organized for selected farmers.
Some groups receive support in livestock & crop materials
Exposure visits are organized for selected farmers.
One of the WASIP groups is selected by the District administration as a Best
performer and their village declared a Model Village for SA production as well as
hygiene and sanitation.
Farmers are working on their own to implement SA concepts.
External evaluation is held
Systematization
Systematization
3 Analysis
During the process of retrieving the history of the experience, the WASIP staff and beneficiary
farmers identified critical elements of the methodology applied by the WASIP team. The critical
elements included:
Farmers pooling labour and working together
The use of lead farmers
Setting of implementation standards
Establishing group competitions
Providing training before input support to farmers
Democratic selection of the two farmers per group
Democratic selection of two CBEAs per group
Extension and facilitation skills of the WASIP staff
The use of experienced farmers
Group strengthening
These critical elements were discussed and analyzed in a participatory workshop with
representatives of six selected groups.
3.1 Lessons learnt
3.1.1 Labour pooling and working together
Having received sustainable agriculture (SA) training in contour construction and for water and
soil conservation, the farmers realised a need for working together to implement some of the
labour intensive activities. Individual farmers couldn‟t cope with making as many contour
bands in their banana gardens when they worked on their own, even losing motivation. In
order to make work easier and more effective, pooling of labour was adopted.
Labour pooling involved farmers working on a rotation basis on each others gardens on
selected days of the week. By-laws (establishment of laws limited to a particular groups
operations) were developed and followed strictly. Group members sat regularly and developed
work-plans or schedules indicating where to start, what to do and when to do it. Individual
farmer prioritized the SA practice where she/he required labour support assistance from the
rest of the team members.
A committee was established to follow up the implementation process. Out of the 30 group
members, clusters of five members were formed to reduce the rotation period to enable all
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farmers in the group to benefit from the labour pooling. Although the initial plan was to help out
in support for labour-intensive activities, with time another advantage of sharing experiences
or skills on other SA concepts for banana production emerged. This included labour pooling
also for tasks which are less labour intensive such as construction of ridges, spacing the
matooke (bananas) plantation, mulching and application of organic manure. An additional
advantage of labour pooling is that it increased group cohesion and mutual understanding
among group members which later on became important for uniform adoption of SA concepts.
The farmers pointed out that they got the idea for labour pooling when they worked together
on the practices during group training.
3.1.2 Selection of lead farmers
Sometimes after SA training, the WASIP trainers and the beneficiaries realised there were
different levels of adoption of the different key SA practices. The WASIP team introduced the
idea of identifying and electing lead farmers to spearhead implementation of specific SA
practices. This idea was embraced after CBEAs undertook farmer training and realised that,
much as they trained farmers, they needed support of other individuals to pass over the SA
skills. Over time the lead farmer became a key segment of the programme to ensure better
implementation and follow-up support to the farmers, besides the CBEAs.
Farmer groups selected volunteers to become lead farmers. To qualify as a lead farmer, one
had to have excelled in adopting a particular SA practice and/or had to be capable of sharing
knowledge about the SA practice with other farmers. Lead farmers also must have enough
time and be willing to support members of the group in adopting a particular SA practice.
The lead farmers were identified for contour making, mulching and spacing the banana
plantation as well as for the manufacture and application of organic manure. It is important to
note that the lead farmers did not receive extra trainings.
With time the roles of lead farmers became rotational where some groups chose to use
members they considered weak in adopting a particular practice as lead farmer. This strategy
was found to work among the groups, who used it as a means to support and encourage the
weaker farmers to adopt a particular practice. On the other hand this would motivate the
farmer to prove to the other members he/she can lead by working hard to embrace the
practice.
3.1.3 Setting standards for everyone to follow
Groups started to set standards for implementing the SA practices. This included general
banana garden management, number of organic manure heaps and application of the
manure, proper garden hygiene, number of vegetable gardens and the existence of a garden
for root crops (e.g. cassava, for food security). Other standards also included improved home
and household hygiene (clean latrine, establishing a hand-washing facility at latrine & bathshelters).
This idea of setting implementation standards within groups was generated during SA training
by the WASIP trainers who challenged the farmers to set implementation standards for their
groups to enhance adoption of the SA practices. Farmers took up this idea, which was used to
establish uniformity of production for all the group members as well as used to impress and
entice neighbouring farmers to join the groups.
Group members sat and agreed on which standards in SA practices to set for their groups.
The visit by the experienced farmers from other programmes also contributed towards setting
of and concretizing the standards. According to the information from the farmers, standards
did not remain as initially set. Higher standards were set as farmers progressed in adoption of
SA practices or after attending subsequent trainings in SA practices.
Although adherence was voluntary, setting of standards led to some kind of competitive spirit
amongst the group members and led to better adoption of the SA practices. Regular follow-up
by lead farmers and regular review meetings acted as an encouragement. Farmers set a
benchmark of excellence to be maintained by member, believing that they had good products
to market collectively.
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3.1.4 Competition within the groups
During the time of rotational labour pooling and visits to the members‟ farms, group members
realised that there was diversity of implementation levels at the different homes they visited.
This coupled with the setting of implementation standards triggered competition.
Exposure visits to successful farmers from previous MADDO programmes inspired farmers to
try and do better, thus triggering competitions within the groups. One farmer of Bigando
Group said: “Visiting each other we observed new things and ways of implementing SA
practices and thought we could challenge ourselves to do better.”
Different groups had different ways of organizing competitions. All group members were
involved in planning for the competitions and agreed on the processes and rewards systems.
Competitions within the groups resulted in:
more cohesiveness within the group
increased farmers‟ desire to excel
farmers copying new ideas and sharing during the competition
improved adoption of SA practices by the farmers
uplifting of weaker members as they worked hard to avoid being left behind
Some groups have become models to others, have competed and won prizes awarded by
Rakai District Local Government which has motivated them to work even harder. Two groups
were privileged to be visited by the Rakai District Chairperson due to their outstanding
performance.
3.1.5 Training before input support
Inputs provided to groups included improved banana varieties [„mpologoma‟], drought resistant
cassava cuttings and sweet potato vines for food security and agro-forestry tree seedlings. Hibreed
goats and pigs were given to groups to enable farmers rear an animal and obtain dung
used for manufacturing organic manure.
The approach of training farmers in SA practices before providing input support was initiated
by the WASIP team. Beneficiary farmers agreed to this approach as they said it helped to
eliminate those farmers who wanted to receive inputs without putting an effort to learn the
required SA practices. They however mentioned that, some of the inputs could be given during
the training but also acknowledged that inputs such as livestock farming required more time
for training before to enable farmers adequately prepare to adopt the practice.
Crop and livestock input support stock was provided to the entire group as common property.
Farmers would agree on the way to share the livestock offspring, applying the pass-on-a-gift
system. Crop support to the farmer group would be used to establish a mother garden, where
the members would subsequently pick the planting materials for propagation.
Group ownership of the resources caused cohesion among group members.
3.1.6 Use of farmer trainees before electing and training CBEAs
The WASIP team applied a community entry approach by training two farmers per groups
selected by the groups themselves in SA concepts. The two farmers would then disseminate
the concepts to the rest of the group members.
This served to assess the training-of-trainers approach.
Once groups had a better understanding of the programme and the criteria for selection of
their trainers, then selected the CBEAs. Having been exposed to the magnitude of the training
work undertaken by the two farmers, groups managed to develop criteria for selection of future
CBEAs. In the same line potential CBEAs were exposed to the future tasks.
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3.1.7 Democratic election of CBEAs
The approach of recruiting and facilitating CBEAs was introduced by the WASIP team as a
general practice in the WASIP project. The idea behind the use of CBEAs was to create a
project link that would be close to the beneficiaries, with the ability to continually share
knowledge and skills of SA practices with the farmers.
Much as the WASIP team was responsible for training and empowering the CBEAs to
undertake this role, they had to be democratically elected by everyone in the group. In fact,
this has been a general practice in the WASIP project. Selection of group members for any
position within the group or as representative of the group had to be done the groups
themselves. WASIP staff only facilitated the setting of criteria for selection.
CBEAs play a very important role in continually disseminating SA practices and theories. They
have to be individuals acceptable by all the members of the group, while at the same time
acting as contact persons to the WASIP team.
Desired qualities of CBEA candidates are being approachable, discreet, able to share
knowledge, hard working, and available for other group members. CBEAs also should have
enough land to implement the practices.
According to farmers, the inclusion of CBEAs has been very instrumental in the adoption of SA
practices. Their frequent support visits have been an encouragement to farmers. By electing
the CBEAs, democratically, farmers felt responsible for the performance of the CBEA.
3.1.8 Extension and facilitation skills of the WASIP team
The WASIP team used extension and facilitation skills which contributed to the adoption of the
SA practices. The extension and facilitation methods applied are:
Use of theories and practice (on farm training to put theories into practice)
Establishment of local capacity of skills sharing through CBEAs
Availability of an SA practice manual with a set syllabus for clear guidance on the training
programme
Use of the experienced farmers to enhance the SA practices through farmer-to-farmer
sharing
Exposure visits for selected members of the groups to successful farms
Input support to enhance adoption [livestock and crop varieties]
Regular follow-up support visit were conducted to correct mistakes, share lessons learnt
with the farmers and also encourage the farmers on track.
Creating friendships and bonds with the beneficiary groups (relationships go beyond
training to become a big family during times of sorrow and happiness)
3.1.9 Use of experienced farmers to mentor groups of the WASIP project
The idea of introducing experienced farmers to the programme was an initiative of the WASIP
team, which turned out to be very successful. The experienced farmers were chosen among
those farmers who had participated in previous Caritas MADDO programmes and had
adopted the SA practices. These experienced farmers were taken to stay with the groups for
two to three days. Farmers themselves would provide for their accommodation, usually in one
of their homes. The WASIP team felt these experienced farmers could contribute to the
adoption of practices, because
They had great knowledge and experience in the SA practices and were likely to be better
change agents, having seen the benefits of the practices themselves.
They live close to the farmers and are likely to make an influence
They are able to sleep in the households and be available for consultation anytime and
even help to work
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They are practicing farmers who have engaged in innovations in SA practices and are
able to share with fellow farmers.
They could give advice on the benefits of SA practices from their own experience and
enriched the SA practice theories with their own innovations which had been proven to
work through practice over time.
Through these visits of experienced farmers, the groups were encouraged to start some of
their own strategies like the setting of standards and selecting lead farmers for specific SA
practices.
3.1.10 Group strengthening, including formation of by-laws and leadership
The WASIP team has applied a group–centred approach for the promotion of SA practices; all
programme activities were implemented through farmer groups. There was a deliberate effort
to ensure that strong groups were in place. Soon after the groups were selected, the leaders
were provided with training in group dynamics and management, which has laid a foundation
for strong farmer groups in the WASIP project.
The group dynamics training was given to two selected leaders from each group together with
the groups CBEAs. Some of the topics covered under this training included, leadership,
constitution making and effective by-laws, consensus and team building skills and gender
related issues.
The WASIP team suggested qualities or standards for group management. Groups were then
left to organise themselves and to adapt the standards, with occasional follow-up reviews by
the WASIP team, whenever they interacted during SA training. The final aspiration of the
WASIP programme was to have all the beneficiary farmer groups get registered as
Community Based Organisations (CBOs).
According to the farmers, strong groups have been instrumental in ensuring SA practice
adoption. Trusted and transparent leadership was crucial for sharing the input support of seed
materials and live stock animals. As only two animals were given per group, good leadership
was necessary to make the revolving scheme work.
By-laws, which were developed by the groups, had helped to guide the different strategies of
labour pooling, competitions, savings which all facilitated high adoption of SA practices.
Farmers pointed out that having clear by-laws and enforcing them, encouraged group
members to be active and excel.
Some groups developed smaller working groups which had their own leadership. These lower
level leaders were very useful and contributed to adherence of the whole group.
The WASIP team has promoted rotational leadership, which proved successful.
3.2 Recommendations
Based on the analysis above, the following recommendations for achieving a high adoption of
SA practices in banana production can be given:
1. As some of the SA practices are labour-intensive, labour pooling should be initiated,
through group training and guiding groups on how to organise it.
2. It requires clear rules that the group has to set and follow. It enhances group
cohesion and creates a competitive spirit.
3. Despite the existence of two selected CBEAs per group, the selection of different lead
farmers for each SA practice is an effective method to increase adoption. It also
distributes responsibilities and workload in the group. Once given the lead, even the
weaker members of the group are inspired and supported to adopt the SA practice.
4. Exposure visits of the farmers to successful farms have been very useful to the
adoption of SA practices. But an even higher impact was achieved through the visits
of experienced farmers from other programmes to individual farmer‟s homes which
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led to closer farmer-to-farmer sharing of particular SA practices and other
complementary skills.
5. To be able to effectively apply this methodology, it is essential that the project staff
have excellent facilitation skills and use a highly participatory approach, even
developing bonds with beneficiary groups throughout the implementation process.
6. Throughout implementation of the project much attention has to be given to
strengthen groups to work together effectively.
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