Discussion
We found that all six eco-forestry organizations ultimately failed to facilitate sustainable small-scale native forest management in PNG using the eco-forestry management model. Financial viability was the greatest challenge experienced by all organizations and the failure to establish a financially sustainable eco-forestry business ultimately resulted in all the organisations failing. All organizations received funding from donors to facilitate their operations over the period of two decades. Total funding was estimated to be in excess of $26.8 million (2016 USD). Some of the organizations developed revenue streams through commission or levy payments to assist with meeting operational costs. However, none of these revenue streams were sufficient to enable the eco-forestry organizations to attain financial sustainability and ultimately, they all ceased to operate when the donor funding declined. The cessation of operations by the portable mill produces quickly followed, due to their strong reliance on the eco-forestry organizations for support. The second challenge experienced by the six organizations was related to the quality and quantity of the lumber produced. The issue of lumber quality is likely related to the numerous portable mill producers involved. Invariably, each of these producers had varying degrees of training and experience, and the type and condition of portable sawmills was also likely to be highly variable throughout these operations. With these variations, a lack of consistency in the quality of the aggregate lumber is to be expected. Furthermore, the lumber produced by the eco-forestry operations was competing against lumber produced by industrial-scale sawmills utilizing modern processing technology and equipment. In the global marketplace, lumber is considered a commodity product and meeting standard moisture and grade specifications of the market is the minimum requirement for lumber producers to participate.