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Since the 1970s and 1980s, community-based forestry has grown in popularity, based on the concept that local communities, when granted suffi­cient property rights over local forest commons, can organize autonomously and develop local institutions to regulate the use of natural resources and manage them sustainably. Over time, various forms of community-based forestry have evolved in different countries, but all have at their heart the notion of some level of participation by smallholders and community groups in planning and implementation. This publication is FAO’s fi­rst comprehensive look at the impact of community-based forestry since previous reviews in 1991 and 2001. It considers both collaborative regimes (forestry practised on land with formal communal tenure requiring collective action) and smallholder forestry (on land that is generally privately owned). The publication examines the extent of community-based forestry globally and regionally and assesses its effectiveness in delivering on key biophysical and socioeconomic outcomes, i.e. moving towards sustainable forest management and improving local livelihoods. The report is targeted at policy-makers, practitioners, researchers, communities and civil society.
Dr Williams begins by exploring the role of the forest in American culture: the symbols, themes, and concepts - for example, pioneer woodsman, lumberjack, wilderness - generated by contact with the vast land of trees. He considers the Indian use of the forest, describing the ways in which native tribes altered it, primarily through fire, to promote a subsistence economy.
It is the rare book that remains in print for nearly fifty years, earning wide acclaim as a classic. The Forest Ranger has been essential reading for generations of professionals and scholars in forestry, public administration, and organizational behavior who are interested in the administration of public lands and how the top managers of a large, dispersed organization with multiple objectives like the Forest Service shape the behavior of its field officers into a coherent, unified program. Published as a special reprint in conjunction with the 100th anniversary of the U.S. Forest Service, The Forest Ranger is as relevant and timely today as when it was first issued in 1960. In addition to the original text, this special reprint of The Forest Ranger includes two new forewords and an afterword that highlight how much we have learned from Herbert Kaufman. The first foreword, by Harold K. (Pete) Steen, former president of the Forest History Society, considers the book's impact on the forestry community and explains its continued relevance in light of changes in the culture and mission of today's Forest Service. The second, by Richard P. Nathan, codirector of the Rockefeller Institute of Government, considers the book's contribution to our understanding of administrative and organizational behavior. The new afterword by author Herbert Kaufman describes how his landmark study came into being and offers a candid assessment of how his theories about the agency's operations and its future have held up over time. In 1960, the Forest Service had a well-deserved reputation for excellence, and The Forest Ranger was a seminal analysis of the hows and whys of its success. Kaufmanalso warned, however, that an organization so unified and well adapted to its environment would have difficulties navigating social change. He was right in his concerns: the environmental, civil rights, and women's movements have all presented challenges to the character and purpose of the Forest Service, ultimately changing the organization in subtle and not-so-subtle ways. Now, as then, The Forest Ranger is a striking and prescient case study of how a complex organization operates and evolves over time.