Social accountability and community forest management: the failure of collaborative governance in the Wombat Forest. Bonds and Bridges: Social Capital and Poverty.

Institutional Conﬁgurations around Forest Reserves in Zimbabwe: The Challenge of Nested Institutions for Resource Management. International Journal of Sustainable Development & World Ecology 13, 16-24. The Significance od Social Capital in Fores Management in Laos: Overcoming Latent Conflict Between Local People and Local Forestry Officials. Deforestation and Net Forest Area Change. Jawa Tengah: Badan Pusat Statistik Jawa Tengah.įAO. SFC is pursuing their target in generating benefits merely for their own benefits without taking LMDH in as their equal partner in PHBM activities.ĪRuPA. Consequently, LMDH feels that SFC is reluctant in taking seriously the roles of LMDH in planning the PHBM activities. Over 12 years, the SFC is still become the dominant actor who have dominant power in determining which stakeholders that they wanted to be involved in planning PHBM activities.

The result shows that the villagers through LMDHs are, in fact, never closely engagein planning PHBM activities. It investigates how villagers and its local institutions (Lembaga Masyarakat Desa Hutan, LMDH), and street-level bureaucracy (SLB) responses toward the current development of State Forest Cooperation (Perum Perhutani, SFC) orientation in generating profit rather than the people and the planet/environment. This paper explores the power relations between state and society, specifically, after 12 years of implementing the policy of community-based forest management (Pengelolaan Hutan Bersama Masyarakat, known as PHBM). Perhutani lebih fokus mengejar target keuntungan untuk kepentingan perusahaan tetapi di pihak lain tidak meningkatkan pembagian peran dengan LMDH sebagai mitra sejajar dalam program PHBM. Dengan kata lain, peran LMDH hanya ada diatas kertas tetapi realitasnya tidak banyak berperan. Akibatnya, LMDH (masyarakat) merasa Perhutani tidak lagi menganggap serius peran LMDH dalam proses pengelolaan program-program PHBM.

Lebih dari 12 tahun, Perhutani masih menjadi aktor dominan dengan kekuasaan besar menentukan pemangku kepentingan mana yang dikehendaki untuk terlibat dalam perencanaan programnya. Hasil penelitian menunjukkan bahwa LMDH tidak dilibatkan secara signifikan dalam perencanaan program pengelolaan hutan bersama masyarakat (PHBM). Pendekatan studi menggunakan studi kasus. Penelitian ini bertujuan untuk menganalisis pandangan masyarakat dan Lembaga Masyarakat Desa Hutan (LMDH) dalam merespons orientasi Perhutani yang memprioritaskan pengembangan usaha (profits/bisnis) daripada pemberdayaan masyarakat desa hutan.

Contoh program pengembangan masyarakat