| This research examines the link between the distribution of power in political and economic systems or institutions, and the potential for sustainability. A working hypothesis on the relationship between structure and sustainability posits that linear structures act as barriers to sustainability. The nature of these barriers is examined in the context of the Western model of political economy. Hierarchy, large scale, and the lack of feedback loops are described as structural barriers to sustainability.;A framework for sustainability indicators is developed based on the structural barriers to sustainability. These indicators are developed as an evaluative tool for policies and programs of natural resource-based decision-making institutions. Indicators of hierarchy include economic, political, gender and species equity. Indicators of scale include distance to decision-makers and scope of human impact of decisions. Indicators of feedback loops include the use of indigenous knowledge and accountability. The framework is applied to a case study to assess the validity of the proposed barriers to sustainability, the effectiveness of the indicators framework, and the sustainability of the projects.;Jhabua District, a predominantly tribal area in Madhya Pradesh, India, provides the case study for this research. Three watershed restoration projects involving reforestation are examined from the perspectives of local people who describe the relationship between implementation strategies and project success. The dynamics of this relationship are compared to the indicators framework and framed as barriers or aids to sustainability.;It was found that hierarchically organized or linear structures of power act as barriers to sustainability while communally organized or systems-oriented structures act as aids. Key dynamics include equity, participation, social infrastructure and mutual relations. General recommendations are identified for structural reform of reforestation policies and projects in India. |
