Kibale forest wild coffee: challenges to market-based conservation in Africa.

摘要: Declining rural security and pressures to reduce public-sector expenditures in the late 1990s spurred efforts develop alternative funding models for Uganda's Kibale National Park (KNP). The Wild Coffee Project, established 1999 with support from U.S. Agency International Development, World Bank, Ford Foundation, sought a market wild coffee that had been harvested traditionally areas within today's KNP. Forest U.S.-based nonprofit organization, was created legalize harvests, obtain third-party organic certification, coordinate management between KNP, industry, local communities. Although project successful legalizing, harvesting, processing world's first certified coffee, gain entry into international marketplace failed. Chief among lessons learned this is many wild-grown products, value of "the story"--in both human conservation terms--is likely far exceed actual product values. This differential should be captured through high-value niche markets avoid low commodity pricing subsequent improve financial returns over harvesting. In addition, producers hold significant assets whatever brands are developed, creating shared-equity approach serves social responsibility goals, fosters sustainability, ensures steady stream positive stories use marketing build brand value. Shared equity--in case ownership interest intellectual property embodied brand--provides second incentive beyond transactional profits can only realized if resource maintained.