To improve livelihoods and enhance quality of life for the participating communities through sustainable forestry practices.
To establish the path and business model(s) to allow community sawmilling to become independently viable, attractive, and sustainable.
To identify the business model(s) that could be commercially self-sustaining, improve the livelihoods of communities, and generate new technical and business skills orientated and founded on sustainable forestry practices.
Identify business models and practitioners, including reports, activities, locations, and local and international contacts that Papua New Guinea (PNG) can learn from.
A report summarizing the findings from a desktop review of the international literature on community sawmilling, where it has been successful, and why. Business models that are likely to be attractive to PNG communities are devised based on the findings.
Confirm the network of key stakeholders (including community forestry practitioners) to identify which business model(s) is commercially self-sustaining.
Engage communities to identify which business model(s) can improve livelihoods, offer the opportunity to learn new skills, and sustain the forest ecosystem.
The project laid groundwork for scalable, community-led forestry enterprises, linking sustainable practices with economic benefits. By embedding recommendations into national policy and fostering private-sector collaboration, it aims to empower PNG’s forest owners as key players in both local and international timber markets. The key impacts and outcomes listed as follow:
Policy Integration and National Influence: The project contributed to PNG’s revised National SME Policy and Master Plan, ensuring community-based forestry enterprises are recognized and supported. This institutionalizes pathways for local forest owners to access government resources, enhancing long-term viability and policy alignment for sustainable forestry practices.
Improved Business Model for Community Sawmilling: A consultant-developed roadmap recommended mechanization (e.g., 4WD tractors) and business development services to boost productivity and income. This addressed low output and sporadic operations, aiming to transform community sawmilling into a consistent, market-driven enterprise.
Private Sector Partnerships: Negotiations with companies like Gryph PNG Limited and Cloudy Bay Timbers opened avenues for partnerships, including potential donations of equipment and access to markets for FSC-certified timber. This bridges gaps between community operations and commercial demand.
Capacity Building and Skills Development: Efforts to hire a business development expert and integrate training aimed to enhance technical and entrepreneurial skills among communities. This aligns with the goal of reducing dependency on NGOs and fostering self-sufficiency.
