The project covered the Tapajós region, where part of the territory was preserved due to the presence of conservation units (CUs) and Indigenous lands (ILs). However, the region faced challenges related to the disorderly and illegal occupation of forest areas, resulting in land grabbing, deforestation, fires, and the illegal exploitation of natural resources such as timber and minerals. These issues caused serious environmental and social impacts. The local economy was mainly based on the primary sector, with emphasis on grain agriculture and livestock farming, but it showed low human development indicators, poor infrastructure, and social conflicts.

The Tapajós National Forest stood out for its community-based sustainable timber production, with the Mixed Cooperative of the Tapajós National Forest (COOMFLONA) carrying out timber extraction and furniture production. COOMFLONA held Forest Stewardship Council (FSC) certification, which attested to the sustainable forest management practices.

In the region’s conservation units, there was also potential for developing value chains of non-timber forest products, such as rubber, waxes, oils, and food products. However, these products were mostly produced artisanally, with low quality and limited commercialization. The qualification of extractivists and local communities was low due to limited access to formal education and training initiatives. In addition, representative organizations faced challenges in management and in adopting technologies for sustainable production. The Trairão and Itaituba I National Forests had management plans, but they were outdated and poorly implemented, requiring actions for revision and strengthening of consultative and productive bodies.

One of the project’s objectives was to strengthen the community-based timber production chain in the Tapajós National Forest (Flona Tapajós). A processing unit was established to support the production and commercialization of higher value-added products, aiming to increase the revenue generated by this activity and the income of the local population involved. Training activities were also carried out for community-based forest management and timber processing, as well as initiatives to strengthen and revitalize the value chains of timber by-products (fallen wood) through infrastructure improvements and the provision of equipment in three artisanal furniture workshops.

The project also contributed to strengthening the value chains of non-timber forest products by identifying business opportunities related to these chains and selecting, through a public call, subprojects from community organizations. These subprojects received investments aimed at improving production processes and increasing production scale.

Additionally, the project supported the improvement of managerial capacities within local communities and the strengthening of social organization. Training activities related to small business management, adapted to the characteristics of the target audience, were carried out.

Finally, the project implemented activities to strengthen the management councils of the Tapajós, Trairão, and Itaituba I National Forests, as well as exchange initiatives among council managers.

The project was part of components “Sustainable Production” (1) and “Territorial Planning” (3) of the Amazon Fund’s Logical Framework.

Three direct effects were defined as expected results from the project’s implementation, namely: (1.1) Economic activities for the sustainable use of the forest and sociobiodiversity identified and developed in the supported Conservation Units (CUs); (1.2) Value-added forest and sociobiodiversity product chains expanded in the supported CUs; (1.3) Managerial and technical capacities strengthened for the implementation of economic activities related to the sustainable use of the forest and sociobiodiversity; and (3.2) Protected areas with consolidated management in the supported CUs.

Click on the following image to view its objectives tree, that is, how the project's outputs and linked to the expected outcomes and impact.

Component 1: Strengthening community-based sustainable timber value chains

• Installation of the Timber Processing Unit (UBM) in partnership with COOMFLONA, including the construction of a warehouse and installation of machinery. Training was provided to 21 community members, totaling 500 hours of SENAI courses, covering machine operation and safety standards. A wheel loader was acquired, and administrative facilities were built.

• Technical training in areas such as fire prevention and best practices in sustainable forest management. Two exchange visits were also organized for COOMFLONA members, focusing on machinery operation and UBM management.

• Risk assessment of COOMFLONA, conducted by Etno Consultoria, mapping 103 risks (54 high, 35 medium, 14 low). A risk discussion workshop resulted in the development of a Risk Management Plan.

• Strengthening and revitalization of timber by-product chains, with the construction of workshops for artisanal furniture in three communities. The process included environmental licensing with ICMBio and INCRA, construction of the workshops, and delivery of equipment. Capacity-building activities were conducted with the support of experienced community members.

Component 2: Strengthening community-based sustainable non-timber forest product (NTFP) value chains

• Mapping of the economic potential of non-timber forest value chains in the Tapajós region.

• Development of action plans to strengthen NTFP activities. A total of ten PDOs (Operational Development Plans) were delivered - seven for non-timber chains and three for timber-related chains, including the artisanal furniture chain. The PDOs enabled the identification of weaknesses and the definition of support strategies with community leaders to mitigate risks and enhance business strengths.

• Public call to support initiatives involving non-timber forest products. Six proposals were selected under the direct funding modality, covering value chains such as oils, bio-jewelry, açaí, cupuaçu, and mixed fruits.

• Four training sessions were delivered to beneficiaries in areas such as bio-jewelry design, GPS use, digital marketing, financial improvement/management, and entrepreneurship.

• Mapping and engagement of potential beneficiaries of the public call, including the development of a socioeconomic report.

Component 3: Strengthened management of Conservation Units

• Strengthening of the management councils of the Tapajós, Trairão, and Itaituba I National Forests and organization of an exchange program among council managers.

• Publication of communication materials related to the Tapajós National Forest Management Plan.

Component 4: Participation in thematic forums

• Dissemination activities such as press releases, photographic documentation of the UBM and training workshops, and organization of the project's image database and calendar.

• Active participation in thematic forums related to the project’s focus areas, including the Observatory of Community and Family Forest Management, the Forest Dialogue, and the Amazon Forest Forum.

• Organization of the project’s closing event in Santarém, attended by 94 participants, including community leaders and authorities from various governmental spheres.

• Implementation of a project management transparency module, ensuring that beneficiaries, partners, and civil society could monitor project progress.

Component 5: Project management

• The project was implemented by a team based in Santarém, and the transition to other CI-Brazil projects occurred efficiently after the closure of the office. The technical team’s management was well structured, with key functions absorbed to ensure continuity of activities.