Date of Award:


Document Type:


Degree Name:

Doctor of Philosophy (PhD)


Wildland Resources


Brien E. Norton


Range professionals are frequently involved in the arranagenent of range development projects, both dornesticalY and internationally. '!he success record of such projects has been uneven, particularly for projects in deveoloping nations. '!he objective of this study was to provide ~e specialists a better understanding of potential management obstacles and barriers to success. '!his is accomplished through an examination of the management of three AID-funded pastoral development proj ects in Africa: the Tanzanian Masai Livestock and Range Management Project, the Sanali Central Rangelarrls Development Project, and the ~tho Lard Conservation and Range Development Project. 'Ibe study examined the effects of two ilTIportant aspects of proj ect management, organizational structure and goal and strategy development, on project perfonnance. Firrlings indicated two major themes: project perfonnance is improved by actions that 1) increase flexibility and 2) result in appropriate strategies. Flexibility was increased by support from politically pcMerful institutions (e.g., pcMerful ministries, donors, etc.), ability to m:xlify internal stnlctures and external linkages to other organizations during implementation, ability to m:xlify strategy during implementation, devolution of operational decision-making to field levels, allowing field staff control over the resources needed to implement their activities, and participation in decision-making by pastoralists. Appropriate strategies are those having a high congruence with the interests of key actors (i. e., donors, national ministries, local administrators, pastoralists) , with pastoral household goals and extant production strategies, with the resources and capabilities locally available, and with inten1al structures and external linkages