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Joint Forest Management at Soliya, Gujarat, India

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dc.contributor.author Tewari, Devi Datt
dc.date.accessioned 2010-09-08T18:49:57Z
dc.date.available 2010-09-08T18:49:57Z
dc.date.issued 1994 en_US
dc.identifier.uri https://hdl.handle.net/10535/6248
dc.description.abstract "The important lessons that I derive from this case are as follows. First, economic incentives are important bringing institutional change but they are just the necessary condition, not sufficient ones. In this case , there were enough economic incentives to attract villagers to agree to come on to a single platform; these incentives were in terms of fuelwood, grasses, bamboo , other nontimber forest products, and cash from sales of timber and bamboo, etc. A social change was needed prior to the fact that villagers could come to the terms to each other to understand the economic gains that can be reaped from collective action. In this context, formation of social capital was very crucial before the activities leading to physical capital formation were initiated. Second, peoples participation was always present from participatory rural appraisal in the very beginning to planting, protection, and the decision making at every step; the transparency automatically brought accountability. Third, commitments of change agency, here AKRSP, played the decisive role. Many other villages which were adopted by the FD did not fare well. The credible commitments by the change agency and more humanized relationship between the agency and people enhanced the grasp of ideas by villagers. All these findings are replicable irrespective of place and culture." en_US
dc.language English en_US
dc.subject economics en_US
dc.subject forestry en_US
dc.title Joint Forest Management at Soliya, Gujarat, India en_US
dc.type Working Paper en_US
dc.type.methodology Case Study en_US
dc.publisher.workingpaperseries University of KwaZulu-Natal, South Africa en_US
dc.coverage.region East Asia en_US
dc.subject.sector Forestry en_US

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