TERMINAL EVALUATION OF THE MASAI LIVESTOCK RANGE MANAGEMENT PROJECT

Evaluation covers the period 1969-10/79 and is based on document review, site visits, and interviews with project personnel and beneficiaries. During the period 1969-76, of seven projected outputs, only improved water availability met with more than very limited success; even this component experienced problems with equipment failure, faulty construction, and lack of fuel. Little progress was made in range management, animal health, or other livestock targets: plans were left unimplemented, the mortality rate of imported bulls was high, repair needs left animal dips inoperable, and lack of adequate equipment left disease control centers nonfunctional. Moreover, after a promising first year, the Government of Tanzania (GOT) lost interest in the RAA's and in related marketing and extension efforts, dooming these components to failure. During the period 1976-79 (following a major project revision), achievements were strongest in the areas of disease control and participant training. Even here, however, animal dip breakdowns, lack of supplies, and the failure of the GOT to assign returned participants to the Masai project reduced potential benefits greatly. Although sketchy range management plans have been drawn up, and one rural training center established, both of these efforts have been plagued by serious organizational problems and implementation failures. Plans for registration of and adequate water coverage for 40 villages and for short livestock and range management courses have either been suspended or are being implemented only haphazardly. Targeted outputs regarding development of baseline data and 40 miles of market access roads were a failure. Overall, additional watering points and control of tick-borne diesases have been the components most valued by the Masai and represent the project's greatest contribution to increased livestock production and improved range care. Some 50 recommendations were made, among them that future projects: be limited in scope; include Masai input during the planning stage; collect baseline data; define priority project activities; and develop an indigenous capacity to maintain equipment and facilities provided under this project.