ISSN 1656-1637
1989 PHILARM JOURNAL
Philippine Association
of Research Managers, Inc.
Volume 10 No. 1 April 2013
Nurturing Social Responsibility Among Research Managers
Editorial Note C.B. Aquino
Competing Papers Governance of Mining in Palawan, Philippines: Collaborative S.B. Rama Governance and Sustainability
Multi-Sectoral Partnership in the Establishment of Ilin Island as N.A. Orfiano and a Critical Habitat of the Ilin Bushy-Tailed Cloud Rat M.Y.A.M. D. (Crateromys paulus) and the Philippine Teak (Tectona Ruedas philippinensis )
National Goat Farm Production Performance Project: A P.M. Barcelo, et. Challenging Collaborative National Project al. Naic Fish Sanctuary: Towards a Sustainable Fish Harvest J.X.B. Nepomuceno and A.F. Ferre
The Channels: Approaches in RD&E Management Towards J.N. Nayga and the Small Ruminant Industry Advancement in Region II A.J.M. Balbin
Harmonizing Economic Profitability and Environmental S.G. Lumbo and Sustainability: A Management’s Commitment of an Agro- A.N. Venturina Industrial Project in Occidental Mindoro CHED -DMMMSU Client Partnership’s Silk Technology C.F. Gapuz and Promotion and Commercialization: Nurturing Social F.V. Gapuz, Jr. Responsibility of R&D Managers as Catalysts for Livelihood Generation and Climate Change Adaptation
Utilizing System’s Functional Redundancy Theory in Managing J.. Floresca and Transdisciplinary Action Research on Climate Change Adaptation P.N. Medrano and Advocacy in Cagayan Valley A Post -Normal Science Approach to Sustainable E.G. Fetalvero, Development: The Case of Romblon Province et.al.
The printing and publication of this issue of the PHILARM Journal is co-sponsored by: DA-Bureau of Agricultural Research (BAR) and DOST- Philippine Council for Agriculture, Aquatic and Natural Resources Research and Development (PCAARRD).
The printing and publication of this issue of PHILARM Journal is co- sponsored by the DA-Bureau of Agricultural Research and DOST- Philippine Council for Agriculture, Aquatic and Natural Resources Research and Development (PCAARRD).
PHILARM Journal Volume 10 No. 1 April 2013
EDITORIAL STAFF
Carmencita B. Aquino, Ph.D. Editor
Lemuel C. Lopez Associate Editor
Almira G. Magcawas Managing Editor
Arturo S. Argañosa, Ph.D. Consultant
ISSN 1656-1637
PHILARM JOURNAL 1989
Philippine Association of Research Managers, Inc.
Volume 10 No. 1 April 2013
Nurturing Social Responsibility Among Research Managers
Editorial Note 1
Competing Papers 5
Governance of Mining in Palawan, Philippines: Collaborative 7 Governance and Sustainability Multi-Sectoral Partnership in the Establishment of Ilin Island as a 30 Critical Habitat of the Ilin Bushy-Tailed Cloud Rat (Crateromys paulus) and the Philippine Teak (Tectona philippinensis) National Goat Farm Production Performance Project: A 35 Challenging Collaborative National Project Naic Fish Sanctuary: Towards a Sustainable Fish Harvest 48
The Channels: Approaches in RD&E Management Towards the 68 Small Ruminant Industry Advancement in Region II Harmonizing Economic Profitability and Environmental 87 Sustainability: A Management’s Commitment of an Agro- Industrial Project in Occidental Mindoro CHED-DMMMSU Client Partnership’s Silk Technology Promotion and 100 Commercialization: Nurturing Social Responsibility of R&D Managers as Catalysts for Livelihood Generation and Climate Change Adaptation Utilizing System’s Functional Redundancy Theory in Managing 117 Transdisciplinary Action Research on Climate Change Adaptation and Advocacy in Cagayan Valley A Post-Normal Science Approach to Sustainable Development: The 133 Case of Romblon Province Climate Change Center - Education, Research and Development 147 (CCC-ERD): Establishing Frontline Source for Climate Change Adaptation and Mitigation Initiatives Stakeholders Participation on Tamaraw Management in 163 Occidental Mindoro DMMMSU-SRDI Six-Year Mulberry R & D Plan Implementation and 168 Output: Assessing Performance Towards the Attainment of Institutional Goals Institutional Convergence for Resources Integration and Utilization: 177 MSU-Maguindanao Approach to Research & Development Management Research as an Emancipation Tool: Managing Information for the 187 Development of an Indigenized Curriculum for the Mangyans RDE Management on Dragon Fruit and Its Implication to Social 192 Responsibility: The Project SANIATA Experience Mapping the Research Journey of Occidental Mindoro State 212 College (OMSC): Lessons Towards Improving Research Productivity
Non-Competing Paper 229
Putting Concepts to Practice: Some Insights for Research 231 Managers in Collaborative Research, Development and Extension Service Delivery
EDITORIAL NOTE
Nurturing Social Responsibility Among Research Managers
Carmencita B. Aquino, Ph.D. 1
According to Greek mythology, Heracles confronted the multi-headed Lernaean Hydra guarding the entrance to the Underworld as his Second Labor. The hero was able to sever each of the poisonous monster’s heads; however, each neck stump, where a head was previously attached to, grew two more heads from it. Upon realizing this unbelievable phenomenon, he enlisted the help of his nephew, Iolalus. They now both strategically battled the chthonic Hydra: As soon as Heracles cut off a head, Iolalus scorched each stump with a firebrand. After what seemed to be an eternity, they finally slew the monster.
Only, this riveting story sounds too familiar to a research manager.
We research managers have been trying to slay the multi-headed ills of our society like poverty, environmental abuse, and climate change through our projects. As Gargantuan as this task is, we have always been fortunate to have many Iolaluses on our side to lend us a hand to manage our way to success: the local government units, the non-government organizations, the academic institutions, the private sector, and of course, our local communities. Through our persevering nature, we have enriched our professional, even our personal relationships with these entities in a network of camaraderie and collaboration.
The Philippine Association of Research Managers, Inc. (PHILARM) 22nd Convention’s theme, “Nurturing Social Responsibility Among Research Managers” poses this profound question: Who benefits from our labors? I am happy to say that this year’s competing papers have unanimously answered – the local communities where our researches are conducted. From fisheries to sericulture, from species conservation to sustainable development, from goat to carabao, the papers have consistently emphasized that social responsibility’s end goal is to not just engage the community, but to empower it. Constant communication, participative partnership, and meaningful monitoring help pave the way to establish an effective socially-conscious program.
1 Public Relation Officer and Publication Committee Chairperson, Philippine Association of Research Managers, Inc. (PHILARM)
Editorial Note 3
With 41.4% of fishermen and 36.7% of farmers in the Philippines living in poverty in 2009 according to the National Statistical Coordination Board, we have our jobs cut out for us as social responsibility is not a mere afterthought; it is an inherent component of every research project we handle. Thinking along this line leads us to the conclusion that research managers would naturally gravitate to the ideals of this concept.
Nurturing the sense of social responsibility in all of us is, indeed not a Herculean task at all.
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COMPETING PAPERS
Governance of Mining in Palawan, Philippines: Collaborative Governance and Sustainability
Sol de Villa B. Rama 1
ABSTRACT
River basin organizations (RBOs) are promoted internationally as institutions that implement integrated water resources management. Basin organizations have been in place since at least the 1930’s in many places. Today, new and reformed basin organizations such as the Mekong River Basin Commission, the Murray-Darling Basin Commission, and the Delaware River Basin Commission have emerged motivated by sustainable development imperatives. These “new” entities often were derived from former basin organizations, national water agencies, or international water organizations, and they continually “retool” their business towards a broader mandate of social and ecological sustainability.
This paper underscores the present collaborative governance (CG) landscape of mining in Palawan and its impact on the socio-economic and ecological conditions of mining communities through the presence of sustainability indicators or the absence thereof. This study used the case study method using surveys, focus group discussions (FGDs), in- depth analyses, and ground truthing.
Results show that CG in mining, at least in Palawan remains rhetoric and just a theory among stakeholders. The Multipartite Monitoring Teams (MMTs) as an approach to multi- stakeholdership failed to initiate CG in mining. Mining operations did not improve the economic status of most of the stakeholders, but it improved social services – education, health, and infrastructure projects in communities. Stakeholders had diverse views and opinions about mining, but unanimously believed that mining has both positive and negative impacts on their lives and on the environment. Moreover, most of them
1 Associate Professor V , College of Business and Public Administration, Western Philippines University, Aborlan, Palawan, Philippines
Competing Papers 7
seemed to be more inclined toward the negative perceptions about mining.
The key indicators of sustainability of mining on socio- economic, collaborative, and ecological conditions of the community; the Decommissioning Plan; and the economic performance of nickel in the world market provided the bases for an analysis of uncertainties in the mining industry. These uncertainties were used as a logical framework for scenarios of Palawan’s mining industry’s future. These scenarios were categorized into: Utopian, Economic Priority, Civic Priority, and Dystopian.
CG of mining can effectively be functional under certain conditions. Hence, a model for CG anchored on effective dialogues was developed and designed based on the premise that collaboration reduces the risks of dispute and implementation failure in the policy cycle of environmental governance such as mining governance.
INTRODUCTION
Collaboration and community socio-economic sustainability issues in mining industry have become a major concern not only in the Philippines but on a global scale as well. Actions by local communities and pressure groups have crystallized into recognizable threats to the development of mineral projects. In some instances, projects have been delayed or were totally abandoned because of oppositions from communities where the projects were located.
Although the mineral industry has proven its adeptness at quickly designing and integrating engineering and management models into its operations that promote sound environmental practices with increasing environmental awareness, new issues have arisen that have since been under constant debate. Two of these issues include: 1.) A greater number of stakeholders are involved in all phases of the development process along with their various demands; and 2.) There is the call for the socio-economic and ecological dimensions of mining activities as being inherent in the concept of sustainable development.
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MEANINGS, CONCEPTS OF COLLABORATIVE GOVERNANCE (CG), AND SUSTAINABILITY INDICATORS
CG as a strategy to enhance mining operations implies not only sharing resources, but powers and authority as well wielded primarily by the state and by other stakeholders such as local government units (LGUs), non- government organizations (NGOs), indigenous peoples’ organizations (IPOs), and the private sector. The question, however, remains: “Is CG good for the environment?” Practitioners and academics frequently ask this question because collaboration has increasingly supplanted other forms of governance, such as centralized planning and command-and-control regulation. Collaboration is one of several forms of new governance making its way into the environmental policymaking process. Hence, debates continue whether collaboration improves the environment and the socio- economic situation of communities inside the program over other governance systems. The debate however, is largely rhetorical and theoretical, because there is little empirical evidence that suggests whether CG has a positive or negative impact on the environment.
Most researches on collaborative environmental governance focus on processes (e.g., consensus, public participation, and mediation). Some researches also address outputs (e.g. plans and projects) and social outcomes (e.g., trust and social capital); but only a few address environmental and socio-economic outcomes. Much is known about how collaborative processes vary (Koontz, et al., 2004; Sabatier, et Al., 2005). Emerging research also suggests how collaborative outputs vary (Wilkinson, 2007; U.S. IECR, 2007; U.S. GAO, 2008) and how collaborative outputs differ from non-collaborative outputs (Leach, 2007). Studies also indicate that collaboration on environmental problems tends to increase social capital among participants, though little is known about the effect of collaboration on non-participants (Sabatier, et Al., 2005; U.S. IECR, 2007). One recent study, for example, suggests that increased social capital among collaborative participants may come at the expense of reduced social capital in other venues (Lubbell, 2007). In sum, one may know much about what CG is and what collaborative partners do, but one may know very little about the impact of CG on environmental and socio-economic conditions of the stakeholders.
This paper reviews the state of knowledge and practice on CG and its impact on the socio-economic and ecological performance of two mining operations as perceived by the people and major stakeholders of the host mining communities through in-depth analysis and ground truthing of mining activities and outcomes of mining in the host communities.
Competing Papers 9
MINING POLICY FRAMEWORK OF THE PHILIPPINES
Republic Act (RA) 7942, or the “Act Instituting a New System of Mineral Resources Exploration, Development, Utilization, and Conservation” (Philippine Mining Act of 1995) declares:
“All mineral resources in public and private lands within the territory and exclusive economic zone of the Republic of the Philippines are owned by the state. It shall be the responsibility of the state to promote their rational exploration, development, utilization, and conservation through the combined efforts of government and the private sector in order to enhance national growth in a way that effectively safeguards the environment and protect the rights of affected communities.”
This law was a realization of the time and effort invested by the government, the private mining sector, and other concerned entities to put together a practical and modern mining law designed to meet the needs of a mineral-rich country. It has aptly addressed the conditions sought by foreign investors such as security of tenure, ability to expatriate profits, majority equity ownership, and guaranteed right to mine. Its governing principles under its Implementing Rules and Regulations (Department of Environment and Natural Resources [DENR] Administrative Order No. 96-40) provide strict adherence to the principle of “sustainable development”. Sustainable development indicates that the use of mineral wealth shall be pro-people and pro-environment in sustaining wealth creation and improving the quality of life. It is considered in the industry today as one of the most socially- and environmentally-sensitive legislations in its class. It has specific provisions that take into consideration the engagement of all entities which has a stake on mining, referred to as MSPs.
JUSTIFICATION
The mining industry in the Philippines has developed a conducive environment through the implementation of the Revitalized Mining Act of 1995. The industry was considered as an economic focus of the Arroyo administration to help alleviate the socio-economic difficulties of the majority of the marginalized members of the Filipino society, specifically the rural communities.
To effect desired reasonable changes, helpful guides and insights should be readily available from studies of various areas affecting the industry. Existing literature on mining in the Philippines show that much
10 PHILARM Journal: Volume 10 No. 1 ▪ April 2013
emphasis has been given on the adverse environmental impacts and other technical studies such as mining exploration studies. The governance aspect, socio-economic impact, and sustainable development issues have often been overlooked, which explains the scarcity of related literature that could be helpful in addressing issues on governance, ecological, socio-economic impacts, and sustainability indicators of mining projects. Hence, this study of CG and community sustainability indicators of mining projects came into being.
BRIEF PROFILE OF THE BERONG NICKEL MINING PROJECT (BNMP)
The BNMP is operated and managed by the BNC, whose focus is solely on mining nickel (Ni) laterite in the Philippines. It is located at Barangay (brgy.) Berong at the northwestern part of the municipality of Quezon, Palawan. Initial activities were centered at developing a direct-shipping operation that sold the ore free-on-board (FOB) to Ni smelters.
The Toledo Mining Corporation has a 56.1% stake in BNC. Berong, Moorson, Long Point, and Ulugan deposits (collectively referred to as the Berong deposit) have a combined pre-Joint Ore Reserves Committee (JORC) resource of approximately 2.75 million tons of Ni ore at around 1.3% Ni. The company also has interests in an additional laterite property, Celestial that has pre-JORC resource of approximately 75 million tons and around 1.25% Ni. Both Berong and Celestial deposits total a pre-JORC resource of some 350 million tons at 1.3% Ni.
Berong is believed to be the world’s fourth largest Ni laterite resource company. Together, Berong, Ipilan, and Ulugan represent world-class projects with a combined resource of some 345 million tons at 1.3% Ni and an estimated total Ni content of more than 4.6 million tons. The deposits have the potential of recovering both limonite and saprolite ore.
The company has entered into a Mineral Production Sharing Agreement (MPSA No. 235-2007-IVB) with the Philippine Government, covering the 288-hectare BNMP. The current direct shipping operation falls under the MPSA and the Associated Special Mines Permit. The key highlights of the Philippine Government’s initiatives, within which the company has jurisdiction, are as follows:
1. Temporary Exploration Permit granted on the 15th of November, 2005 that commenced the test pitting, drilling, sampling, GPR, and topographical survey; 2. Environmental Clearance Certificate granted on the 14th of June, 2006;
Competing Papers 11
3. Priority Project Status granted in October of 2006; 4. Special Mines Permit granted in November of 2000; 5. Trial metallurgical shipment commenced in January of 2000; 6. Extension on Mining Permit granted on the 5th of June, 2007; 7. Berong MPSA (commercial) granted in November of 2007; and 8. Berong Tree-Cutting permit granted in January of 2008.
BRIEF PROFILE OF RIO TUBA NICKEL MINING PROJECT (RTNMP)
The RTNMP is one of the pioneering large-scale mining projects in Palawan that has been in operation since 1975. It is located at the southern part of the province, specifically at Brgy. Rio Tuba, Bataraza, Palawan. It mines Ni ore from laterite, a reddish soil rich in iron (Fe) and clay originally formed from the deep weathering of bedrock in tropical and subtropical regions. There are two types of ore being mined by the project: an upper layer of limonite that typically has lower Ni and higher Fe content and an underlying layer of saprolite that typically has higher Ni and lower Fe content. All mining operations of the project are conducted aboveground using bench mining techniques. The project supplies various types and grades of saprolite and limonite to customers in Japan, China, and the Philippines. Deliveries are made through barges to the customers’ vessels near the mining areas. It also supplies all of the limonite required for the operation of the Coral Bay High-Pressure Acid Leaching facility adjacent to the RTNMP. The annual production rate of the project is placed at 10,000 metric tons (mt) for Ni and 7,050 mt of cobalt with an estimated potential mine life of 20 years.
The RTNMP is currently owned by the RTNMC, a subsidiary of Nickel Asia Corporation.
OBJECTIVES
1. To determine the most relevant local sustainable indicators through CG, ecological, and socio-economic conditions based on public perceptions; 2. To develop a model to create sustainable collaboration in mining communities through dialogues; 3. To determine the future of mining industry and surrounding communities based on identified sustainable indicators of collaboration, ecological, and socio-economic aspects; and 4. To recommend criteria and governance ideas from mining and environmental management, taking into account the three fundamental variables: ecological certainty, social and economic viability, and institutional sustainability.
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RESEARCH METHOD
This research primarily used the case study method in determining the extent of CG implementation and practice in mining projects as reflected by socio-economic and ecological sustainability indicators. The research design generated comprehensive and relevant information on how mining plans and programs were formulated and implemented. The information also enabled the study to have an in-depth analysis on views and perceptions of mining stakeholders in achieving sustainable development in terms of policy, process, and policy outcomes complementation.
Reviews and analyses of government agencies’ documents were an important data collection scheme. Anchored to the analyses are key informant interviews, focus group discussions (FGDs), surveys, and ground truthing to validate data from stakeholders such as government agencies, NGOs, community people including IPs, and local officials. Since the research was highly qualitative in nature, it adopted descriptive statistics using averages as a measure of central tendency, specifically to analyze and summarize data. It also used the Likert scale method to measure the attitudes of respondents towards mining.
Economic performance, the high volatility of international market price of nickel, and a sustainable indicator of civic capacity of mining communities as drivers of change of mining industry were the bases for the scenario framework analysis.
SUMMARY OF FINDINGS
CG leading to socio-economic and ecological sustainability was the main focus of this study as contextualized by Palawan’s mining industry. This new governance concept highlights the sharing of resources and powers by multi-stakeholders with the end goal of bringing better services to the community without endangering the environment. Communities of Brgy. Rio Tuba, Bataraza and Brgy. Berong in the municipality of Quezon are host to mining companies RTNMC and BNC, respectively. Respondents from these two communities shared how these mining companies have responded to their concerns and offer other insights as to how other organizations have collaborated with these mining companies.
Analysis of key results of the study revealed that CG in the form of a multipartite monitoring team (MMT) of the community is effective in bringing economic change, but is only limited to the targets stipulated pro forma in the Mining Act of 1995 (RA 7942). Other forms of governance such as formal and non-formal dialogues have emerged to bring services to the community
Competing Papers 13
as initiated by the mining companies themselves, but limited to the mining companies’ interests and targets. As local officials have “ridden on” or have become beneficiaries of mining companies, they have jeopardized their oversight function and integrity thus, failing to assume or to explore alternative methods in delivering basic services to the people. In this context, CG may have resulted in an economic betterment, but only superficial as these benefits were good during the active operation of mining. When a mining company declares “maintenance status”, all of these benefits were severed and could not be sustained collaboratively because preparation for this unforeseen circumstance was beyond the MMT’s mandate.
The residents of mining host communities in Palawan are generally poor in terms of family income, are in their middle ages, and are literate. Majority are engaged in farming and other related jobs. Almost all of them have other sources of income in order to augment family needs and expenses. They are also members of community organizations such the Parents-Teachers Association, farmers association, tribal association, church organizations, and other organizations that are related to the nature of their present work and community activities. Their primary civic participation is limited to community and school activities such as the “gulpi-mano” or “bayanihan”, and medical missions. The barangay captains, chieftains, schoolteachers, and the mining companies are considered active sponsors of civic activities in the community.
The respondents had diverse views as far as mining was concerned. However, majority believed that mining activities have adverse effects on the environment; but also believe that mining would bring development and other benefits to the community as reflected through socio-economic sustainability indicators. Mining has created job opportunities, provided revenues for the government (fees, rentals, excise tax, etc.), established business opportunities, and has realized livelihood projects. In spite of these indicators, the respondents from RTNMC and BNC generally regarded them as “fair”.
CG offers substantial opportunities for mining stakeholders to interact and address common concerns as reflected through CG sustainability indicators. Although other studies point to CG as a shared problem-solving mechanism, the study indicated that proactive opportunities could be achieved through CG. Hence, problems needed not be present for CG to be activated. Rather, a formal collaboration such as the MMT enhanced with formal and informal dialogues and community mobilization was observed to be necessary to achieve the intended goals or outputs of collaboration such as the Environmental Protection and Enhancement Program (EPEP), Social
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Development and Management Program (SDMP), and the Decommissioning Plan.
In terms of the respondents’ participation in planning activities related to mining, a great majority confirmed that they have never been involved and have never been informed of mining operations and related activities. They claimed that only the barangay captains, barangay officials, and the chieftains were ones invited to such planning activities. They also claimed that the mining companies failed to respond to their concerns on the environment and were never transparent about the latter group’s operations.
In spite of the perception of the community that they were not consulted in the planning stage of mining activities, it appeared that local leaders had been consulted by the mining companies and had actively engaged the community through informal dialogues as observed in the community’s participation and acceptability of mining. Considering that there were no incidents of rallies or indignations against mining operations, the community felt to be only involved in activities that required considerable manpower such as tree-planting exercises.
The stakeholders were aware that the mining companies had external linkages with other industries at the provincial, regional, national, and even international locations. These external linkages were either inherent to their operations or were a need for the companies to exist.
In terms of employment, trainings, and skills development, these two companies provided opportunities for their employees as well as to non- employees, either in-service or outside the companies. The trainings and skills development were a way for employees to keep abreast of the latest technologies related to their present work.
The significant community programs that the two companies provided to the host communities were about health such as free hospitalization and medical assistance; education through the maintenance of a school, provision of scholarships, and a special school for indigenous peoples (IPs) called Indigenous Learning System; and infrastructure projects such as water systems, livelihood projects, and social services. These projects were implemented under the companies’ SDMP. The SDMPs are policy compliance and serve as a guidepost for their socio-economic responsibility to the host communities. These services were made possible through formal dialogues between the mining companies and NGOs such as academic institutions and the Gawad Kalinga Foundation. These instances indicate that CG is possible and not exclusive to one formal CG mechanism such as the MMT.
Competing Papers 15
The mining companies have a continuing rehabilitation program by planting exotic and endemic trees in the mined-out areas. They also established research and development (R&D) projects in support of their rehabilitation program. The R&D projects were focused on growth performance and adaptability studies of different tree varieties.
The mining companies’ operations are periodically monitored and evaluated by the MMT, including ecological concerns. Mitigating measures to monitor the quality of air, water, noise, siltation, and reforestation should have been within the DENR standards as stipulated in the EPEP. The two companies have so far been effective in implementing their EPEP as shown by the result samplings done by the MMT in the area for the past several years. This was further justified by zero-incidence in major hazards to the environment during the period. In fact, RTNMC for this matter has received several commendations and awards given by the DENR and other award- giving bodies in the country for its environmental performance.
Respondents identified mining operations as within the standards such as enhanced forest cover, air, and water quality standards, continuous tree- planting activities, and continuous rehabilitation of mined-out areas as ecological sustainability indicators.
CG in mining in the province of Palawan does not go far from the old system of command-and-control type of governance. This means that policy and decision-making rests primarily with DENR-Mines, particularly the Mines and Geosciences Bureau (MGB). Although the scope and function of the MMT is in itself a form of CG mechanism, the Manila-based DENR still issues mining permits without consultation with LGUs and concerned communities. In essence, CG at the national level is still a baseless rhetoric. This realization paved the way for the proposition of a model for CG in mining as a general recommendation of this study.
SCENARIO ANALYSIS
The study shows that at one extreme, collaboration and civic capacity became more open, holistic, and inclusive with increased trust and respect for differences. Self-interest was tempered by the willingness to give and take and was able to find workable solutions to problems. There was an understanding of mutual interdependence across social, economic, and environmental factors.
At the other extreme, values became more divided and rigid, leading to conflict and distrust. Narrow perspectives and self-interest hampered
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dialogues and efforts to resolve disagreements. The community was compartmentalized and segmented; moral and ethical positions became fixed and closed creating divisiveness, distrust and acrimony in decision- making.
In terms of economic growth under which, mining would operate in the future, could experience extended periods of strong prices, growth, and productivity supporting the economic viability of the industry. On the other hand, the mining industry could experience extended periods of downturn with weak prices, low growth, and limited improvements in productivity.
The two key variables–economic growth and collaborative and civic capacity–provided different scenarios for each quadrant. Thus, each quadrant serves as basis for defining a different scenario.
SCENARIO DESCRIPTIONS
Utopia: The Best Scenario (high economic growth with high collaboration and high civic capacity)
The scenario here reflects a strong economic condition and a high level of trust and respect, characterized by overall collaboration and civic capacity. For the most part, this same trust and respect were found between the two cases of mining projects and communities. Vision and change are guided through collaborative activity, involving the communities of interest, and interacting in a constructive way with high confidence in the future. Within the mining industry and regulatory agencies, strong leadership recognizes the need for drastic change in social and environmental performance, community engagement, and open communications. Cooperation is strong and will likely create new opportunities such as the emergence of common language terminologies that all stakeholders can understand. This is vital in bridging differences, ensuring shared understanding while reducing frustration and mistrust.
Accompanying the improved economics, collaboration, and civic capacity is a new generation of senior executives in the corporation and a new set of public leaders sensitive to evolving social values and are experienced in the operational and corporate challenges of modern mining. They recognize the need to engage stakeholders in planning and decision- making, raise environmental and social performance, and improve the reputation of the industry in the province. They understand the need to promote best practices in operations, expand stakeholder engagement, and embrace sustainable development principles in practical ways.
Competing Papers 17
In this environment that reflects a major commitment to local capacity-building activities, such as rehabilitation and restoration work is contracted to local communities. With this, a new sense of trust and legitimacy begins to emerge among IPs, NGOs, and local communities. Evidence of broad acceptance of the key principles of sustainable development emerges and is reflected not only in general policy statements, but also in specific programs of actions.
Civic Priority Scenario (low economic growth with high collaboration and high civic capacity)
The scenario is reflective of a difficult economic condition that serves to drive innovation and at the same time, respectful collaboration and civic capacity further facilitate change. Economic and social pressures initially push the mining companies to the limits of survival. Low demand undermines economic growth and real prices decline. Simultaneously, public environmental and social concerns remain high and NGOs are vocal in raising their concerns. Declining earnings may lead to closure of mining companies and to the devastation of host communities. This raises concerns by the government in supporting these communities suffering job losses and in dealing with abandoned mines. Bankrupt mining companies are unable to undertake proper closure and post-closure procedures. The government itself is forced to step in and deal with abandoned sites. The overall dynamics create an atmosphere of uncertainty and discourage new technological investments.
As time passes, the determination to change grows and innovative practices are initiated. Dialogue is opened with local communities and a variety of NGOs and other interest groups. New managers with new attitudes attempt to bridge the gap of distrust. There is transformation in thinking and recognition for a need to change in behavior and performance to resolve the issues of the past; build open relationships; and create conditions for reducing social, environmental, and economic costs while sharing benefits. In time, these developments create new coalitions. Mining companies are able to approach government for support as more credible and responsible organizations. With a more flexible approach to mining and community development, IPs are more actively and often, directly involved in mine development, add support to the industry in dealing with the government. The government may likely provide incentives like tax credits for the implementation of closure and post-closure plans, R&D and training programs, income support programs for the host communities, and infrastructure projects to assist the diversification of mining communities.
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Economic Priority (high economic growth, with low collaboration and low civic capacity)
In this scenario, economic growth raises prices and creates financial prosperity for the mining industry. As the financial prosperity of mining companies rises, a new sense of confidence is established. There is an increase in public credibility and in financial support to communities as well. Stakeholders are vigilant and are against the expansion of new mines. There is a growing state of mistrust in the government. Mining companies are performing well financially and are increasingly efficient in producing needed minerals, but is frustrated in its efforts to expand existing mines and develop new ones because NGOs and advocacy groups are very actively against the idea. Mining companies “buy” local support, which is an unhealthy measure because it creates divisiveness among stakeholders. Such approach is extremely divisive and destructive. This situation of decline in the face of financial prosperity persists for some time, but it is not sustainable.
Dystopia: The Worst Scenario (low economic growth with low collaboration and low civic capacity)
Low economic growth creates insufficient demands for nickel and other minerals. Investor interest in mining shares continues to languish and mining share values remain depressed. Funding for, and participation in joint research efforts with government entities are de-emphasized. Leadership is dominated with “old school” thinking that does not tend to support new ideas. The antagonism and mistrust that exist between companies and environmentalists deepen and the demand on funds from programs to restore abandoned mine sites skyrockets above revenues from existing mining operations. Mining companies respond by hunkering down and becoming even more closed and inward-looking. The only dialogue between the industry and the public, community organizations, and NGOs happens through the media as accusations and charges of poor practices become increasingly common. Mines close temporarily to avoid the costs associated with permanent closure. Adverse economic impacts are widespread and highly scandalized.
This scenario envisions the best scenario of the host communities after the mines’ life. In comparison with the other mining projects in the country, the RTNMC and BNC did not receive any major criticism in terms of pollution and damages to life and the environment.
With a highly-financed and well-planned SDMP of both companies that stretch well into the year 2034 in the case of RTNMC, and year 2017 for BNC, there is considerable enough time to strengthen and improve the CG in
Competing Papers 19
host communities in order to impact socio-economic improvements for the communities’ families and the host communities themselves in general. Stakeholders would then realize that building confidence is essential for a revitalized and responsible mining.
Corollary to this, however, is the realization that the lack of reliable information is a stumbling block to effective dialogue and mutual trust. During the Mine Rehabilitation Fund Committee (MRFC) meeting of RTNMC and Coral Bay Nickel Mining Corporation in October of 2008, MRFC Chair R.D. De Jesus emphasized the importance of inviting representatives from the municipality of Bataraza and the concerned barangays to take part in the development planning of the companies’ SDMP. He further emphasized that their involvement would help synchronize the SDMP with development plans of the impacted municipality and barangays. At this point, it can be deduced that the MRFC recognized the importance of the concerned communities’ participation and collaboration in the development planning and implementation as far as the mining governance is concerned.
Each company has a well-developed Five-Year Decommissioning Plan that will have been implemented before the mine ceases to operate. With a good road network, complete facilities and infrastructure projects, continuous and progressive rehabilitation of mined-out areas, the mine sites would likely be best suited for an industrial economic zone since Bataraza is considered a gateway to Malaysia and the provinces of Sulu, Jolo, and Tawi- Tawi.
CONCLUSION AND RECOMMENDATIONS ON INSTITUTIONALIZING CG IN MINING
The CG of mining in Palawan was seen only through the creation of MMTs as prescribed by RA 7942, whose responsibility is periodic monitoring of mining activities on extraction, environmental enhancement program establishment, and social development program implementation. Through the MMTs, intergovernmental and stakeholder collaboration was very limited and periodic. The true essence of CG, as espoused by some theorists, was not found in the actual practice of the mining projects.
No exceedances or habitat fragmentation, speed soil erosion and transportation, water source reservoir depletion, mercurial, nor cyanide water contamination were found based on reports and documents analyses. Validations were made in river banks. Mined areas were found to be in good speed of reforestation of various forest tree species.
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There was very limited confidence in institutional transparency and bureaucracy, neither was in economic performance. However, the mining companies showed good performance in the delivery of social services, such as education, housing, water system, electricity, livelihood, and service roads and bridges. Sustainability indicators were identified in two mining communities:
CG: Harmonious relationship of mining stakeholders; compliant to proper implementation of mining and environmental laws; increased participation of community in decision-making process; sense of community ownership of development projects; transparency of the company in its operation in some aspects; strong linkages of the company with barangay and municipal governments; Community Assistance Program; zero violation of mining and environmental laws; absence of severe protest or opposition to mining; regular assembly meetings; regular public consultations, especially in gaining approval of projects to the community; rights of host communities respected and recognized; balance of the company’s social relationship with host community maintained; local labor and skills recognized and given priority; mutual understanding of stakeholders role in mining operation; strong linkages with NGOs, government organizations, POs in the community;
Socio-economic aspect: Jobs to IPs provided; new businesses opened; high standard of living of those at the middle level of management of the mining companies; secured employment; various privileges enjoyed by the communities; economic and job security; good peace and order situation that enhanced economic activities; health and safety of the community secured; infrastructure support services improved; literacy rate increased; mortality and morbidity incidence decreased; tax revenue collection increased; health facilities, school facilities, and availability of livelihood financial assistance improved; and
Ecological aspect: Reforestation (open to the community); community monitoring system; progressive nursery development; forest cover increased; air and water quality within standard; ecological balance maintained; absence of mercurial and cyanide water contamination; minimal habitat fragmentation; low soil erosion and transportation; no water source reservoir depletion; activities within the standards set by the regulatory agency; rehabilitation of mined areas, converting it to other sustainable project and other land use suited for the environment; continual tree planting activities; siltation measures installed; ecological balance maintained; no exceedances of mercurial and cyanide water contamination.
Collaboration for environmental governance is a multi-faceted concept and practice. It rests on the reality that the benefits of
Competing Papers 21
environmental governance are non-exclusionary and therefore, the responsibility to manage common property resources such as the environment should be undertaken by various sectors and not just by the government. The government has the primary responsibility to safeguard these resources and to ensure the genuine participation in the management of these resources among sectors. This is especially important among those that rely on such resources for their livelihood.
At the heart of effective governance is the people’s participation that reflects the sense of ownership and to some extent, the sustainability of efforts. In many cases, stakeholders who have much to gain in resource management are often those who neither have the power nor the influence to make decisions. This can be a factor in several socio-economic and political environments within which, participation happens.
For instance, the economic conditions of communities and partners determine, to a large extent their capacity to participate. In cases where communities are economically better off, they are able to devote more time to participate in civic activities, such as environmental management.
In looking at collaboration therefore, one must be conscious of the broader framework within which it operates. In many cases, the process of collaboration in environmental governance is much more difficult than any form of collaboration as the benefits of environmental governance may only become tangible in the long term. Notwithstanding the number of stakeholders, environmental governance is so broad and complex that no single approach can resolve issues as stakes and risks run high. It also transcends borders, political divisions, and cultural beliefs.
Several factors come into play that determines the effectiveness of collaboration on environmental management and sustainable development as espoused by the study. These include:
Broader policy framework that supports the process of collaboration and legitimizes the protection of resources either through legislation or national policy;
A set of clear action plan that provides direction with which, to concretize legislation or national policy;
Institutional arrangement that would facilitate collaboration, a set of clear roles and responsibilities among various actors; in the case of environmental management, an inter-agency, multi-sectoral arrangement would be necessary coupled with scientific and
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technical support, which might come from the academe or research institutions;
An effective information and public awareness drive that provide accurate and timely information between and among partners, including the results of the collaboration;
Capacity development that continually improves the process of partnership by strengthening individual and institutional capacity to participate or improve the condition within which, participation happens; and Public-private partnership that allows the involvement of the private sector, especially in cases where they themselves exploit the resources.
In examining these, it is important to provide the context in which, collaboration and environmental governance on mining are crucial; hence, a model for effective CG in mining is being recommended by the study.
TOWARDS A FRAMEWORK FOR EFFECTIVE CG IN MINING
The study has provided an opportunity to understand the importance of the need for policy reforms and governance measures in the successful implementation of the mineral industry in the province of Palawan.
The implementation of multi-stakeholdership as a form of collaboration and stakeholders’ participation in monitoring the activities of mining as introduced by the Revitalized Mining Act of 1995 is a great challenge in the mineral industry. The policy reform is envisioned to be responsible in bringing down to reality and action the true essence of responsible and sustainable development in the mining host communities through increased pluralism, participation, and collaboration of the mining stakeholders.
However, this multi-stakeholdership as represented in the study by MMTs as a form of collaboration in monitoring the EPEP and SDMP of the mining companies in Palawan has not gone far enough to bring to the ground the true essence of engagement among the stakeholders. It failed to serve as a tool in bringing stakeholders together for clear objectives and outcomes beyond what the laws provide. It is a mere compliance to the law but never metamorphosed as a convenor of genuine collaboration and engagement among stakeholders of mining.
Competing Papers 23
The study suggests a collaborative process model for mining governance towards attaining the best scenario in the mining host communities as its contribution to present-day governance perspective, based on the findings.
Gray (2005) defines collaboration as: 1. The pooling of appreciations and/or tangible resources (such as information, money, labor, etc.); 2. By two or more stakeholders; and 3. To solve a set of problems, which neither can solve individually.
An underpinning concept of collaboration is the domain that can be thought of as the set of actors (individuals, groups, and/or organizations) that become joined by a common problem of interest. The study revealed that there are four major actors in Palawan’s mining industry, namely: the government organizations/agencies, such as DENR-MGB, the Palawan Council for Sustainable Development (PCSD), and LGUs; the NGOs, such as Haribon-Palawan; the IPs, such as the Tagbanuas and Pala’wan of Bataraza and Quezon, Palawan; and the mining companies RTNMC and BNC.
THE MODEL FOR CG IN MINING
This Collaborative Governance Model proposes that by improving the quality of the decision-making process, collaboration reduces the risks of dispute and implementation failure in the policy circle. Attempts at collaborative problem solving may involve several repetitions of this cycle and the length of time devoted to each phase will vary on a case by case basis.
Context. In the said model, it is the expanded Utopian (best) scenario, wherein the host communities would experience a strong economic condition and a high level of trust and respect from the stakeholders of mining. For the key players to gain legitimate support, super-ordinate goals must reflect the desires and aspirations of the collaborating organizations, must be feasible, and must be deemed worthwhile by society-at-large. In practice, the establishment of long-term goals and actions is unlikely to be straightforward due to different understandings, values, attitudes, and aspirations among the collaborating organizations in the policy arena. Structures and procedures must be created or strengthened (for those existing structures), or be totally removed (non-functional structures) to guide subsequent collective action. Failure to develop adequate structural arrangements for the inter-organizational environment has major implications, since the stakeholders or collaborators would not be able to move forward to the desired direction.
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Scope, direction, and outcomes. Watson (2004) argues that collaboration should not be viewed as an end in itself:
“By working through the first three steps of collaboration, organizations should be able to develop joint policies, programs and projects (outputs) designed to produce outcomes, which are consistent with established long-term goals and desired end. Failure to generate outputs or to achieve positive outcomes is likely to undermine the commitment of participants to the collaborative arrangement.”
Civic community. In the framework, it represents the basic human dimensions that relate to the success or failure of collaborative processes. Literature suggests six aspects of civic community: human capital, social capital, trust, political efficacy, collective action beliefs, and legitimacy. Among them, trust is identified as the most important for collaborative action to succeed. Collaborative processes that give members a sense of fair treatment can create considerable trust and new social and human capitals. With respect to legitimacy, Lubell, et al. (2007) argue that it must be understood as a twofold normative requirement, expressed by procedural criteria (based on fundamental values of autonomy and hold that those bound by mining policies must have a voice in formulating it) and substantive criteria (based on fundamental values of welfare and justice and hold that mining policy outcomes must improve the conditions of life for mining stakeholders; and the costs and benefits must be distributed fairly).
The context is the background for collaboration. It encompasses socio- economic conditions, ecological conditions, the type of environmental problems or issues, the constellation of political actors and venues, the civic culture, the legal system, the existing mining policy or laws, and the performance of the mining companies. The context is highly influenced by the process structure: the GOs, NGOs, mining companies, IPs, host communities, civic community, and legitimacy. The background of the process structure is hinged on a strong and productive collaborative process or continuous dialogues by and among the stakeholders.
Continual dialogues comprise the foremost CG mechanisms proposed by the study and reflected throughout the model. Apparently, stakeholders were not involved in the planning of mining activities. Mining companies called for community assemblies only when they required support either for their operation or expansion. There was no regularity in the information drive or interfacing with the community and stakeholders. In reference to the framework of the study particularly in the CG process, continual dialogues could either be formal or informal. It could be a quarterly town hall assembly
Competing Papers 25
in which, stakeholders would report to the people their sector’s achievements and plans. Mining companies could have also taken advantage of organizations or affiliations for practicality that most community members belonged to such as the Parent-Teacher Associations, tribal associations, and religious organizations.
Members of the mining company’s Community Relations Office could have communicated with the imam or priest to set aside a portion of their time of worship for announcement purposes or distribute newsletters to members of these organizations. Collateral activities such as medical missions, sports, and tribal festivals could have also been a means of informing or consulting the public.
Figures derived from these reportorial activities could serve as benchmarks for planning and monitoring purposes. The bottom line was that proactive efforts must be exerted in reaching out to the public instead of just working in the confines of their EPEP and SDMP.
According to the framework, building CG for the mining industry in Palawan should begin by understanding the scope, direction, and outcomes of mining at the perspective of each collaborative actor: A perception that a new approach to reach the best scenario (high economy, high civic capacity) of the context was necessary. This step establishes the basis for compatibility and complementarity of the stakeholders by closely examining the objectives, motivations, the scope of participation, and characteristics of each. It will also draw the level of accountability and responsibility of each stakeholder. Literature suggests that actors must understand not only the values, goals, and constraints of each actor. If this perception was shared by the actors, then a participative or collaborative process would start. If the perception was easily shared with the broader public, then the initiative would gain legitimacy. Once the scope of each institutional structure is established, the next step is to set the direction and perceived outcomes of each actor and finding the common ones for all actors that will serve as the overall direction of the collaborative effort.
A collaborative effort needs to have a direction, an overall goal that is shared by all the stakeholders of mining. For example, GOs, such as the DENR- MGB, PCSD, LGUs, and National Commission on Indigenous Peoples would set their directions and outcomes based on their mandates and regulatory frameworks: RAs 7942, 7611, 7160, and 8371, respectively. The LGUs should extend extra effort to find complementarity of directions with the mining companies’ EPEP, SDMP, and Decommissioning Plans by institutionalizing the Municipal Planning and Development Councils. On the other hand, IPs would revolve around its right of Free Prior and Informed Consent, the mining
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companies would then set their direction within their mandate of institutionalizing EPEP, SDMP, and Decommissioning Plans, while the host communities would continue to set direction towards attaining a high economy, as the best scenario.
The civic community that represents the basic human dimensions related to the success or failure of collaborative processes is influenced by the collaborative structure (Lubell, et.al 2005). Both structure and civic community influence the context and are influenced by it as feedback to the structure. Results indicate the process effectiveness: outputs and outcomes are aligned with previously defined goals. They may change the context and bring new stakeholders to the table. Results, therefore, are necessary for the collaboration’s survival.
REFERENCES
Agranoff, Robert and Michael McGuire 2003. “Collaborative Public Management “ New Strategies for Local Governments. Washington D.C: Georgetown University Press.
Austin, J. E. 2000a. Principles for partnership. Leader to Leader 18 (Fall). Accessed Mar. 31, 2004, www.pfdf.org/leaderbooks/L2l/fall2000/austin.html.
Austin, J. E. 2000b. The collaboration challenge: How nonprofits and businesses succeed through strategic alliances. San Francisco: Jossey- Bass.
Brillantes, Alex B. Jr. “Innovation and Excellence: Understanding Local Governance in the Philippines,” Quezon City, Philippines: University of the Philippines-National College of Public Administration and Governance, 2003.
______2000. “Partnerships: A Key Pillar of Good Governance.” From Government to Governance: Reflections on the 1999 World Conference , Eastern Regional Organization for Public Administration (EROPA).
Beierle, Thomas C. 2000. “The Quality of Stakeholder-Based Decisions: Lessons from the Case Study Record,” Resources for the Future. Discussion Paper 00-56.
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Cabalda, M. V. et.al. 2002. Sustainable Development in the Minerals Industry: A Baseline Study, MMSD (184).
Downing, T. E. et.al. 2002. Indigenous Peoples and Mining Encounters: Strategies and Tactics. MMSD (57).
Drucker, P. F. 1999. The new pluralism. Leader to Leader, no. 14. (Fall). Accessed Mar. 31, 2004, www.pfdf.org/leaderbooks/L2L/fall99/new- pluralism.html.
Elliot, A. 2001. Introduction. In Collaboration uncovered: The forgotten, the assumed, and the unexamined in collaborative education. Eds. Merle Richards, Anne Elliott, Vera Woloshyn, and Coral Mitchell. Westport, Conn.: Bergin & Garvey.
AGENCY DOCUMENTS
Chamber of Mines of the Philippines. The Critical Years of the Philippine Mining Industry. 1993-1995.
______n. d.a. Meeting the Challenges: Mining the Community and the Environment.
______n.d.a. Prospects of the Mining Industry in the Pacific Economies, Reports prepared by Ms. Nelia Halcon.
______n.d.a. The Philippine Mining Industry: Partners in Development. A report prepared by Mr. Artemio F. Disini.
Labor and Employment Prospects in Philippine Mining under the policies of Industry Revitalization Sustainable Development and Decent Work. February 2006. A Think Paper for the Mining Sector prepared for the 2006 National Manpower Summit. Institute for Labor Studies, Department of Labor and Employment.
Mines and Geosciences Bureau-CAR. Socio-Economic Impacts of Mines Operations on Mining Communities. Nisperos, Amy B. And Roland B. Aquino. 1999.
______n.d.a. CAR Mining Companies, Cordillera Administrative Region, 1950-Present.
______NCR. Socio-Economic Survey of Mining Communities in the Philippines Project. 1985.
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______A Response to the Issues Raised Against Mining. Prepared by Horacio Ramos. March 1998.
Socio-Economic Survey in the Communities Surrounding PHILEX Mining Corporation: Padcal, Tuba, Benguet. PHILEX Community Relations Department. August 1998.
PHILIPPINE LAWS
Republic Act No. 7942 or the Mining Act of 1995 and its Implementing Rules and Regulations
Republic Act No. 7160 or the 1991 Local Government Code and its Implementing Rules and Regulations
Republic Act 7611 or the Strategic Environmental Plan (SEP) of Palawan and its Implementing Rules and Regulations
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Multi-Sectoral Partnership in the Establishment of Ilin Island as a Critical Habitat of the Ilin Bushy- Tailed Cloud Rat (Crateromys paulus) and the Philippine Teak (Tectona philippinensis)
Nelson A. Orfiano 1 and Mary Yole Apple M. Declaro-Ruedas 2
ABSTRACT
Ilin Island is the biggest among the group of islands located in San Jose, Occidental Mindoro. It has five beaches, some of which are fringed with reef-making passage impossible during low tide. The Ilin Bushy-Tailed Cloud Rat (Crateromys paulus) and the Philippine Teak (Tectona philippinensis) are endemic rodent and tree species, respectively to the Philippines: The animal can only be found on Ilin Island and the tree can also be found on the said island and in Lobo, Batangas.
The Community Environment Natural Office-San Jose spearheaded this activity forming a multi-sectoral group to serve as a composite team. It is composed of San Jose’s local government unit, the Provincial Environment and Natural Resource Office, the Department of Environment and Natural Resources– Protected Area and Wildlife Bureau (Region IV-B), Occidental Mindoro State College, and peoples’ organizations.
In the implementation of this activity, community consultation and awareness campaigns on biodiversity conservation and critical habitat management were conducted. To improve the livelihood capacities of local residents, the community members–together with the composite team– performed rapid habitat assessments and population counts.
As recommended, a critical habitat management plan together with Sangguniang Bayan resolutions should be formulated. This should included site management strategies and administration, taking into consideration the result of this study.
1 Instructor I, Occidental Mindoro State College, San Jose, Occidental Mindoro 2 Science Research Analyst, Occidental Mindoro State College, San Jose, Occidental Mindoro
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RATIONALE
Ilin Island is the biggest among the group of islands located in San Jose, Occidental Mindoro. It is the poorest among the 39 barangays of the said municipality. The island has a total of 2,497 households. Their primary source of income largely depends on the resources present in the island. Due to the changing environment, poverty turns out to be worst in the island (Plan-International, 2010).
However, the island is endowed with white sand beaches, some of which are fringed with reefs, making passage impossible at low tides. It is also home to two endemic Philippine species: the Ilin Hairy-tailed Cloud Rat or Cloud Runner (Crateromys paulus), a rodent and the Philippine Teak (Tectona philippinensis), a tree.
C. paulus is a critically endangered, possibly extinct cloud rat from Ilin Island , Occidental Mindoro, Philippines. It is known from one specimen that was collected on April 4, 1953 and was deposited in the United States of America’s National Museum of Natural History in Washington, D.C (Oliver et al., 1993; Musser and Gordon, 1981).
Like its other relative species, C. paulus has a short dark brown to cream-colored fur; a fluffy-coated, cream-colored underside; and a short, tri- colored bushy tail. It is the smallest of all the cloud rat species in terms of over- all proportions of about 25 cm, with a 21 cm tail.
Some consider this species to be extinct since reports of its presence have been scarce after its discovery (Pritchard, 1989). Based on the International Union for the Conservation of Nature and Natural Resources status report, C. paulus has been critically endangered by habitat reduction as of 1996; and according to studies from 1999, it could be extinct. Years ago, these rodents were trapped and hunted for their meat and fur by island inhabitants.
On the other hand, T. philippinensis, locally known as malabayabas, is a valuable timber for construction used locally and nationally. However, it is locally used as firewood or in making charcoal. It may also be considered a potential genetic resource for future teak breeding programs aimed at improving supplies of this highly popular wood. Its only known locales are Lobo, Batangas and Ilin Island, Mindoro, where it is confined to limestone forests. Recent information suggests that it is found in highly-disturbed forest edge, surrounded by agricultural land and degraded forest.
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These endemic species are facing a higher risk of global extinction. The probable causes are due to extensive habitat loss, hunting, logging, charcoal-making activities, and lack of data for formulating conservation strategies.
The reported presence of these endemic species has created eagerness for the personnel of the Department of Natural Resources- Community Environment and Natural Resources Office (DENR-CENRO) and the San Jose, Occidental Mindoro local government unit (LGU), together with other organizations such as the DENR- Provincial Environment and Natural Resources Office (PENRO), DENR-Protected Areas and Wildlife Bureau (PAWB)-Region IV-B, Oriental Mindoro State College (OMSC), and Peoples’ Organizations (POs) of the island to undertake the proposed establishment and eventual declaration of the islands of Ilin and Ambulong as critical habitat for the said species.
OBJECTIVES
1. To create awareness among the island residents on the proposed establishment of a critical habitat for the said species;
2. To validate these species’ presence per reported existence in different areas of the island; and
3. To identify possible strategies to sustain the initiative in establishing Ilin Island as a critical habitat for the said species.
METHODOLOGY
Sections 4 and 25 of Republic Act 9147 (Wildlife Conservation and Protection Act) and DENR Memorandum Circular No. 2, Series of 2007 state that the presence of the threatened species shall be the primary consideration in determining areas for a critical habitat. The process involves the following steps:
1. Creation of the composite team; 2. Identification and validation of the presence of the threatened species; 3. Population estimates and rapid habitat assessment; 4. Community consultation; 5. Review and recommendation;
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6. Declaration of areas as critical habitats (through a DENR proclamation or an LGU ordinance); and 7. Ground truthing.
The DENR, through the CENRO-San Jose, then prepared and submitted the list of individuals to form the composite team that would undertake the activities. The team was composed of personnel from the DENR-Region IV-B and CENR offices, OMSC, non-government organizations, POs, and other experts on wildlife research.
Community preparation and initial consultation was done. Ethno- biological interviews were also conducted to determine possible areas where the subject species usually are found encountered by local residents.
RESULTS
The study shows that the island residents had a very low level of awareness on the status and significance of the C. paulus and T. philippinensis in the area. Through community consultation and ethno- biological interviews with the residents, anecdotal information were gathered. However, none of which were conclusive in determining the presence of the said species. The residents desribed C. paulus as a rabbit-like species that lives on molawin or molave (Vitex sp.) trees. The last accounted sighthing was between 1945 and 1950.
T. philippinensis was found to be abundant in Sitio (site) Singay. The area contains the greatest number of mother trees in good condition. The trees are said to grow between rocks or limestones that result to their stunted growth.
Since the composite team was not able to catch a C. paulus live specimen, it conducted an assessment of other fauna species inhabiting the island such as birds and bats. Mist nets were installed in strategic areas near Sitio Bangkal for capturing sample species that were eventually released after documentation and identification. These caught live specimens were three fruit bats and one insect-eating bat, a Blue-naped Parrot (Tanygnathus lucionensis), an oriole (Oriolus sp.), and a flying fox (Acerodon jubatus). Other identified birds were the Hooded Pitta (Pitta sordida), Pied Fantail (Rhipidura nigritorquis), Oriental Magpie-Robin (Copsychus mindanensis), White-Collared Kingfisher (Todiramphus collaris), Philippine Bulbul (Hypsipetes philippinus), White-Eared Brown Dove (Phapiteron leucotis), Brown Shrike (Lanius cristatus sub. lucionensis), Pied Triller (Lalage nigra), Olive-Backed Sunbird (Cinnyris jugularis), and several others.
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Meanwhile, the team was also able to observe several groups of mother trees, including small- and medium-sized trees. It was also observed that the T. philippinensis prefers clay soil types with some scattered rocks/limestone in association with Vitex sp. and other indigenous species.
The following are the different conditions that have been threatening these wildlife species: 1. Rampant cutting of trees intended for boat making (paraw) and processed as charcoal; 2. Low level of awareness among residents on the status and significance of the cloud rat and the Philippine Teak endemic to their locality; and 3. Continuous decrease of forest cover in the area; protection efforts were only observed in the mangrove areas maybe because it is where their prime sources of income and food are located.
Likewise, the following are recommended to ensure sustainability of the project and to mitigate the abovementioned threats: 1. Encourage all barangays (villages) of Ilin and Ambulong Islands to pass an ordinance prohibiting the cutting of Philippine Teak and providing corresponding penalty for offenses; 2. Implement the National Greening Program under Executive Order No. 26 requiring selected students, teachers, and barangay officials to establish nurseries and to plant not less than 10 seedlings per person per year for six years. Of course, of the species of choice must be T. philippinensis; 3. Conduct continuous education, information, and communication campaigns in order to disseminate the importance, not only for C. paulus and T. philippinensis, but for other wildlife species inhabiting the islands as well; 4. Conduct a hundred percent inventory of T. philippinensis within the islands (Ilin and Ambulong) to acquire baseline data for future undertakings; and 5. Conduct a more comprehensive study/survey to validate the presence or absence of C. paulus on Ilin Island.
REFERENCES
Heaney,L. 1996. Crateromys paulus. 2006. IUCN Red List of Threatened species. IUCN 2006 .www.iucnredlist.org. Retrieved on 10 May 2011. Musser, G. and Carleton,M. 2005. Superfamily Muroidea. Pp. 894- 1531 in Mammal Species of the World a Taxonomic and Geographic Reference. D. E. Wilson and D. M. Reeder eds. Johns Hopkins University Press, Baltimore. Oliver, W., Heaney, L., Ong, P. & Rodriquez, J.C. 2008. Crateromys paulus. In: IUCN 2010. IUCN Red List of Threatened Species. Version 2010.4. www.iucnredlist.org. Retrieved on 24 March 2011. ____. 2011. Project Terminal Report on Establishment of Ilin and Ambulong Island as a Critical Habitat for Philippine Teak and Ilin Hairy-Tailed Cloud Rat.
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National Goat Farm Production Performance Project: A Challenging Collaborative National Project
Marie P. Alo 1, Emilio C. Cruz 2, Patricia.M. Barcelo 3, Aracely Robeniol 4, Rosela Espiritu 5, Joey Warren Bragado 6, and Gerardo Opinaldo 7
ABSTRACT
The factors necessary for the success of a national collaborative research program are mutual confidence, good personal working relations, commitment, and active participation and good communication flow among partners. Some of the challenging aspects of this collaborative research were: 1. How to deal with farmer-cooperators who have been used to “dole out” systems if included in a government project; 2. The coordination and linkage among partners who were far from each other; and 3. The prompt submission of data.
To sustain the recording activity of the farmers, they were enticed to become members of goat raisers’ associations. On the first year of implementation, the cooperators who did not regularly record farm performance were substituted with buffer cooperators, while in succeeding years, uncooperative farmers’ names were deleted from the program’s roster. Frequent communication through e-mail and text messaging, aside from the conduct of mid-year and annual reviews were done between the Philippine Council for Agriculture, Aquatic, and Natural Resources Research and Development consultant, program and project leaders, while monthly monitoring and text messaging were used in the communication flow between the farmer cooperators, support staff, and the project leaders in each region. The problem on prompt submission of data was reduced due to strategies done by project leaders in each
1 Senior Science Specialist, PCARRD-LRD, Los Baños, Laguna 2 Program Leader and Director of the Small Ruminant Center, CLSU, Science City of Munoz, Nueva Ecija 3 Project Leader-RG 1 and Director of Research, DMMMSU, Bacnotan, La Union 4 Support Staff, OP Vet, Lingayen, Pangasinan 5 Support Staff, OP Vet, Ilocos Sur, Vigan, Ilocos Sur 6 Support Staff, OP Vet, Ilocos Sur, Vigan, Ilocos Sur 7 Livestock Inspector, Local Government Unit, Balaoan, La Union
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region, to wit: 1. In Region I, the support staff included in the project were those who had direct contacts with farmer- cooperators like the staff of the local government units, the Office of the Provincial Veterinarian and officers of the goat raisers’ associations; 2. In Region VIII, the data gathering procedures were linked to the usual activities of the project leader at Department of Agriculture-Regional Field Unit; and 3. In Region III, a research aide was hired. It turned out that the last strategy was the most effective.
The efficient management and implementation of the project led to: 1. The renewal of a Department of Labor and Employment project for the goat raisers’ association in La Union; 2. The closer ties and interactions among the goat raisers- participants in the project across the provinces in each region; 3. The awarding of the Extension Worker Award to the Project Leader; and 4. The development of innovative products to enhance the implementation of the project. It is interesting to note that these were not initially included in the objectives.
In spite of the uniqueness of the methodology and the challenging activities done, after three years, the Program has developed and tested a reliable goat production performance recording system that has generated a factual set of goat production performance data from backyard (BF) and commercial (CF) farms. Kidding interval at backyard and commercial farms stood at 8.37 and 8.67 months, respectively, while pre-weaning mortality was at 18.2% and 14% for BFs and CFs, respectively. The average eight-month weight of goats at BFs was 16 kilograms (kgs) while CFs was 20 kgs. These data represent the actual performance of the majority of goat farms that have not been reached yet by technological interventions. From the data collected, the Program has identified the reasons for the low production performance of goats and have laid down a basket of technological options ready to be implemented and tested.
The Program has also developed novel products. In Region III, the Project Team has innovated on the goat weight estimator for native and upgraded goats, which was adopted by other participating regions. This is a local type of tape measure that has weights marked in instead of length. It measures the adult goat’s girth and gives an estimate of its weight. For farms that could not afford to purchase weighing
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scale, this weight estimator could serve the purpose, as it is relatively cheap. A recording manual and software were also developed ready to be tested. These innovative products will be validated in the “upscaling” project.
INTRODUCTION
The massive government efforts to improve the goat industry have led to the realization of various programs and projects in the past years. Among these projects were the Genetic Improvement Program, Philippine Council for Agriculture, Aquatic, and Natural Resources Research and Development’s (PCAARRD) projects like the National Goat Farm Production Performance (NGFP), the Rural Enterprise Development Program, and many others. Of these efforts, raisers responded in several ways. Raisers started purchasing stocks, breeding them, learning about ways to improve management, and gradually improving farm productivity. Over time, goat production has emerged as a popular business undertaking not just for rural households, but also for many affluent entrepreneurs, whose investments have become unrealistically high.
Despite the popularity of goat-raising, very few have taken the initiative to monitor, quantify, and record farm performances to understand the viability of goat enterprises. Hence, in 2008, a PCAARRD-funded national program called Goat Farm Production Performance in the Philippines in which, Region I participated in was implemented in five regions of the country. The other regions were Regions II, III, VIII, and X. This program was tasked to establish an NGFP monitoring system for backyard (BF) and commercial (CF) farms in the Philippines, and gather and evaluate productive and reproductive performances of locally raised goats in these focal sites.
The process of gathering data needed by this project was quite different from the usual methodologies of social, applied, and basic researches. Different in a sense that the methodology was quite new because the researchers had to gather data from focal farms on a monthly basis without giving incentives or added inputs to farmer-cooperators. For farmers who were used to the culture of receiving inputs for their farms if they were included in a government project or were used to the “dole out” system, data gathering was very challenging. This project needed patience and a strong sense of collaboration among the participating agencies on a national level because a delay in the submission of data from one of the regions would greatly affect the management of data at the national level.
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In spite of the uniqueness of the methodology and the challenging activities done, after three years the program has developed and tested a reliable goat production performance recording system (GPRS) that has generated a factual set of goat production performance data from BFs and CFs. Kidding interval in BFs and CFs stood at 8.37 and 8.67 months, respectively, while pre-weaning mortality was at 18.2% and 14% for BFs and CFs, respectively. The average eight-month weight of goats in BFs was seen at 16 kilograms (kgs), while in CFs registered 20 kgs. These data represent the actual performance of the majority of goat farms that have not been reached yet by technological interventions.
From the data collected, the program has identified the reasons for the low production performance of goats and has laid down a basket of technological options ready to be tested.
The program has also developed novel products. In Region III, the Project Team was able to innovate the goat weight estimator for native and upgraded goats. This is a local type of tape measure that has weights inked in instead of length. It measures the adult goat’s girth and gives an estimate of its weight. For farms that could not afford to purchase weighing scales, this estimator can serve the purpose, as it is relatively cheap.
A GPRS was also developed, ready to be tested among actual users. Although this was not originally planned, CFs, as well as annual program evaluators recommended its development to facilitate recording and analysis of data sets and information about farm efficiency. Availability of this program would encourage big farms to continue recording farm data and would facilitate the collation and analysis of data by local government units (LGUs) or goat federations, who would eventually take over the task of analyzing farm performance trends.
Similarly, a record keeping guide that could make recording uniform across farms was developed, ready to be disseminated to goat raisers.
Objectives of the Research Management
The main objective of the research management was to provide solutions and alternative methods to the problems encountered in the conduct of the project. It is hoped that the problems previously encountered will have already been addressed to provide better implementation of the next project entitled, Enhancing Goat Farm Performance Trough a Unified Recording System
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METHODOLOGY
A. The Project’s Methodology
Backyard raisers constitute more than 99% of the country’s total goat raisers. It is in this context that there were more backyard raisers than commercial ones included in the project. Commercial raisers were fewer and they possessed records already; thus, they were chosen on purpose.
The pre-survey was conducted in June of 2008 among the goat raisers in various project sites. Another round of survey was done from December of 2010 to January of 2011 to determine whether there were changes in management practices as an offshoot of the program.
Three monitoring forms were provided to the goat farm owners to record the required parameters. Recordings was done by the goat raisers to generate data and establish standards for goat farms, The project staff monitored each farm to check on the farm records on a monthly basis. Data were checked, encoded in the appropriate worksheets, and consolidated on a per province basis by the project staff. Data from each province were consolidated to form part of the regional data that in turn, formed the national data.
The following sets of information were derived:
a. Production performance was subdivided as: 1. Doe performance as indicated by kid size, kidding interval, and kidding index; 2. Kid performance as indicated by the weight of kids at birth, weight at three months, weight at eight months, and the Average Daily Gain at three months and eight months; and 3. Farm performance as indicated by the number of kids sold for slaughter or for breeding, mortality rate, increase in inventory, kidding rate, and kidding index.
b. Productivity for the two production cycles for BFs and CFs were measured in terms of these parameters, as well as the market weight and the given inputs in production such as feeds and labor.
The data were cosolidated and analyzed using different techniques such as averages and frequency and percentage distributions. Individual farm performance was critically examined. Problem areas were identified based on the farm performance data, technological gaps, and possible interventions to improve the farms’ performance.
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B. Research Management Methodology
The NGFP project is a PCAARRD-funded project of the Livestock Research Division. It is headed by Dr. Emilio Cruz, the Director of the Small Ruminant Center at the Central Luzon State University (CLSU), Science City of Muñoz, Nueva Ecija.
Before the project was implemented, prospective program and project leaders from the consortia in the country that identified goat as one of their respective province’s top three commodities had been invited at PCAARRD to discuss and plan the National Goat Science and Technology Agenda, wherein the PCAARRD Director and other staff members were the discussants. From the discussions, the project components were finalized and one of the identified programs to be implemented was the NGFP.
An inception meeting was conducted to discuss the implementation of the project. During the inception meeting, the PCAARRD consultant to the Swine Monitoring Project was invited to share his experiences and to lay down the problems encountered. The methodology as to the implementation of the project was finalized during that inception meeting.
A. Management Structure
PCAARRD
RG 03 (CLSU)
RG 08 (DA-RFU)----- RG 01(DMMMSU),---- RG 02(DA-RFU),RG 10(CMU)
Region 1 Consortium ---Local Government Unit---Barangay Officials---OP Vet Office
Commercial Goat Raisers Backyard Goat Raisers
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B. Management Structure
1. DA-RFU Goat Exposition/Goat Festival Celebration 2. Goat Raisers’ Associations 3. DOST-Region I Training on Goat Manure Management
C. Control System
1. Among Cooperating Agencies Involved in the Project a. Reviews and Meetings i. Inception Meeting ii. Project Team: Hands-on-Training on Data Management iii. Mid- year Review iv. Annual Review
2. Among Goat Raisers Monitoring a. Pangasinan b. La Union c. Ilocos Sur
3. Mentoring on Record Keeping a. La Union b. Ilocos Sur
The general objective of the project is to establish a NGFP monitoring system for BFs and CFs in the Philippines. As to the management aspect, coordination and linkage among participating agencies were achieved through the conduct of midyear, annual reviews, and meetings and frequent communication through e-mails and text messaging. Likewise, efficient communication between the project leader and the farmer-cooperators was achieved through monthly monitoring activities and text messaging.
RESULTS AND DISCUSSION
The most important elements in the conduct of any collaborative national project like the NGFP project are the type of leadership and the constant communication of the members of the team to iron out technical and operational problems. The efficient flow of communication of the PCAARRD consultants, the program and project leaders, and the farmers provided opportunities to clarify doubts about the methods in implementing the project and solutions to the problems encountered because the methodology was unique. Traits like trust and honesty in the delivery of the expected outputs, good personal and working relationships, and active
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participation, along with the efficient flow of communication produced the desired outputs.
A team-building activity was conducted on the second year of implementation to reduce inhibitions that could have hindered the efficient flow of communication. This led the project leaders and staff to know each other more and established good working relationships. In fact, PCARRD Consultant Ms. Marie P. Alo, through her constant communication with the team members efficiently “herded” them to produce the expected outputs. Meetings were conducted not only in one location, but in other places aside from PCAARRD that de-stressed the participants. The Goat Team of PCARRD was the only team that planned, organized, and constantly met to discuss issues regarding the implementation of the projects. Ms. Alo, a sociologist, also applied the principles of nurturing the most important component of a project, the human element, so as to produce the expected outputs. The organization and the efficient management of resources positively influenced the implementation of the research to produce the expected outputs.
One of the most challenging aspects in the implementation of this project was the monthly performance monitoring the cooperators’ goat farms without any incentives being handed to them. The Filipino farmers have been used to the “dole out” system, giving farm inputs and the like in a government project. Though it was initially explained that this project had no material reward to the cooperators, there were still a few of these cooperators who expected something in return for their participation through the submission of monitoring data gathered from their farms. The gathering of monthly monitoring data was not a problem among CFs and some BFs, whose owners were members of goat and sheep associations. Most cooperators who were members of associations were interested to have their data gathered and analyzed for technical advice because they wanted to further expand their enterprises. However, for some backyard cooperators, who were selected but were not members of any goat association, often hid or refused to share their data unless the project provided them with free de- wormers and medicines for their animals. The farmer-cooperators who did not actively participate were dropped from the roll on the project’s second year of implementation.
During the three-year study on monitoring goat farms’ performance, there were backyard goat raisers involved in the study, who sold their animals to meet the basic needs of their family (see Table 1 below). The owners of two commercial farms sold all their goats for the medical needs of sick family members. Furthermore, natural calamities like typhoons affected the data of
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farms monitored. The decision made by the team was to remove them from the list of cooperators.
A group of backyard raisers, who benefitted most from this project were the goat raisers of Balaoan, La Union. Through their efforts in record keeping and ready data to justify the improved performance of the goat farms in their locality, the application for a one million-peso grant from the Department of Labor and Employment (DOLE) was granted to the project on its third year of implementation. Likewise, the DOLE grant helped extend the project to more goat raisers. Since a network among the farm cooperators involved in this project has been established, the purchase of goat breeders was facilitated though contacts of the NGFP team members. Networking was established when the members of the project met through which, the monitored data were presented and where the regional project leader presented and discussed the implications of the analyzed data and the performance of the farms.
Another problem encountered was the time spent in moving from one farm to another for monitoring purposes, especially in the province of Pangasinan. This was a problem also encountered by the project leaders in Mindanao implementing the same project. It is recommended that in future endeavors, selection of participating farms in a clustered community should be strategized to solve the problems on mobility and accessibility.
Table 1. Problems encountered and management solutions done to solve them. MANAGEMENT PROBLEMS SOLUTIONS DONE ENCOUNTERED A. PRE-IMPLEMENTATION PHASE This problem was discussed during consultation meetings conducted by the National Economic and Development Agency-Region I and a. Source of secondary data. The the Ilocos Region Research and lists of commercial goat raisers of Development Consortium. The government agencies involved Bureau of Statistics conducted a the listing of livestock raising that survey 2009. Likewise, the Municipal did not jibe with each other and Agriculture Office (a local were not updated. government office) conducted a survey of the actual number of poultry and livestock (goat, cattle, carabao, and sheep).
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B. DATA GATHERING Tapped the goat raisers’ associations a. Too much time devoted in from focal areas of Pangasinan. moving from one farm to These were also organized in La another during monitoring Union (La Union Goat Raisers’ periods. Association) and Ilocos Sur (Candon Goat Raisers’ Association). Explained the methodology of the project. Those who did not cooperate due to the lack of resources given by the project were deleted from the list and replaced by the buffer farms. b. “Dole out” attitudes of farmer-
cooperators The training fund for the management of goat manure through vermicomposting was requested from the DOST-Region I Office through the Country Assistance Program Evaluation . c. Farmers did not submit monitoring data regularly that affected the statistical analysis of data gathered. Reasons If animals were sold on the first year were: of implementation, these were i) Natural calamities like replaced with farmers having more typhoon; or less the same number of does. If ii) Sold animals for basic the animals were sold on the second needs as the education of year onwards, these farms were farmers’ children, purchase removed from the list of cooperators. of food, and medicine; and iii) Security reasons. C. PROCESSING OF DATA a. Lack of uniform sets of data The PCAARRD consultants gathered and no established conducted an inception meeting summary form. On the first year with the members of the team to of implementation, forms discuss the implementation of the constantly changed to project so as to avoid the problems conform to the format of the encountered in the Swine Farm statistical analyses to be Monitoring project that had a similar performed. Time was limited to methodology with this project. reformat the tables.
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b. In spite of the inception The program leader based in CLSU meeting and the “hands-on” conducted a “hands-on” training on training, the sets of data statistical analysis there. gathered still were not uniform with the other agencies all over A team-building training was the country involved in the conducted with all members of the project. team involved to further enhance their interrelational status, be more efficient, and more productive.
It is hoped that with the up-scaling project, the sets of data to be gathered by other goat projects will be unified; the use of the live weight estimator, goat recording data, and the software program will be validated and widely used for the goat industry. D. INSTITUTIONAL PROBLEMS Worked on a reimbursement process. A dialogue between the researcher a. Bureaucratic process of supply and higher authorities regarding the procurement reimbursement procedure was done to facilitate the purchase of supplies. All sets of documents to justify official travel related to the implementation b. Distrust of authorities regarding of monitoring activities were kept the frequency of official travels. and presented to immediate supervisors, per the issued memo.
One situation that led to a positive result was the question of a superior with regard to the flow of communication while on official travel. There were doubts with regard to the monitoring of farms and attending to meetings. The Region I project in-charge was given a memorandum to support all official travels with invitations and certificates of appearance. These were translated as extension activities; hence, with all the supporting documents, the project leader earned as the Extension Worker of the Year Award. In a research undertaking that requires monitoring of farms to validate data, superiors should have trust and confidence in their subordinates. Superiors should be happy that the success and awards of the subordinates would all accrue to the overall performance of the unit, which in turn would be the total accomplishment of an institution, especially in evaluation purposes like the State Universities and Colleges’ Leveling Program.
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Positive Results of the Project
1. Actual problems on goat raising were identified that could serve as a springboard for the selection of best options to improve the goat industry. Intervention Done: With the help of DOST-Region I, a training on manure management was done.
2. Actual problems observed during the monitoring of farm performance and marketing of animals could be addressed though formulation policies. 3. 4. Novel products were developed to address some of the identified problems in goat production and marketing.
CONCLUSIONS
Based on the results of the research managerial activities done in the undertaking of a collaborative national project, the following conclusions were derived:
1. Efficient communication flow is vital for the implementation of a collaborative research endeavor; and
2. Along with the efficient flow of communication, Conditions such as superiors’ trust of project members, honesty in the delivery of the expected outputs, good personal and working relationships among the players involved in the research, and active participation produce the desired outputs.
RECOMMENDATIONS
Based on the research findings and research managerial activities done, the following are recommended:
1. That there should be a strong support of the administration officers and a conducive research environment in the implementation of researches in an institution; and
2. Live weight should be the basis of selling goats like the other meats sold in the market.
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ACKNOWLEDGMENT
The senior author wishes to extend sincerest gratitude to PCAARD for funding the study, the Don Mariano Marcos Memorial State University, the Office of the Provincial Veterinarian of Pangasinan and Ilocos Sur, and the local government of La Union for the efficient implementation of the study. Special thanks to the backyard and commercial cooperators in Pangasinan, La Union, and Ilocos Sur are also extended for their efficient collaboration and all those, who in one way or another made this study a success. Above all, to our Almighty God for His blessings to the main author’s family.
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Naic Fish Sanctuary: Towards a Sustainable Fish Harvest
John Xavier B. Nepomuceno 1 and Alexander F. Ferre 2
ABSTRACT
The Naic Fish Sanctuary (NFS) was initiated by a group of small fishermen known as Samahang El Gancho to ameliorate the worsening living conditions of their fellow fishermen. This was supported by Naic’s local government unit and local offices of the Bureau of Fisheries and Aquatic Resources, the Philippine National Police’s Maritime Group, the Philippine Coast Guard, the Philippine Rural Reconstruction Movement, and the Cavite State University.
Through Municipal Resolution No. 03 (s. 2003), a portion of Naic’s municipal waters was declared a fish sanctuary. The total sanctuary area originally measured 59.33 hectares (ha) with a total perimeter of 3.44 kilometers. Following the recommendations of various sectors, the sanctuary was reduced to 20 ha when relaunched in 2009.
Upon the establishment of NFS, the project has operated following the input-process-output model. Necessary activities composed of inputs from the project included self-mobilization, partnership-building, capability enhancement, training and advocacy, and resource mobilization. All these pushed the setting in of the various processes as part of the project, namely: area delineation, consultation, regular patrolling, information, education, and communication materials distribution, and regular resource assessment. The inputs and processes combined spoke of the strategies of implementation that brought about a healthy marine life. Such healthy marine life would eventually lead to a sustained fish harvest for small-scale fishermen.
The project management team was able to develop major key areas with expected results serving as both propeller
1 Research, Development and Extension Services Director, Cavite State University-Naic 2 Campus Dean, Cavite State University-Naic
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and end points for project management. Such key areas included law enforcement; information, education, and campaign; capacity and skills enhancement; advocacy; and institution-building process.
RATIONALE
The Naic Fish Sanctuary Project (NFS) is one among the several community-based coastal resources management projects (CBCRM) initiated by the Philippine Rural Reconstruction Movement (PRRM) along the coastal areas of Cavite. The project is located in Barangay (village) Bagong Karsada, Naic, Cavite. The total sanctuary area, when started in 2003, was 59.33 hectares (ha) with a total perimeter of 3.44 kilometers (kms). The project was temporarily halted due to the total destruction of markers caused by super typhoon “Milenyo” in 2006. Following the recommendations from various sectors, the 59-ha sanctuary was reduced to 20 ha when it was relaunched in November of 2009.
The establishment of NFS was a response to the request of the Samahang El Gancho to start the project. The Samahang El Gancho is a local fisherfolk organization in Barangay Bagong Karsada; it is one of PRRM’s partner people’s organizations (POs). The establishment of the fish sanctuary was an effort to curb the continuing decline in fish catch and the worsening economic condition of the fisherfolks. As attested by the members of Samahang El Gancho, there used to be an abundant fishing ground along the coastal areas of the municipality. Various species of marine life could be found and fishers did not have to go far from the coasts to get a bounty catch. But the massive and continuing exploitation by the marginal, commercial, and illegal fishers resulted to the ecological destruction and degradation of the marine resources. For instance, the fishers had to spend 12 hours of fishing to get a catch of three to five kilograms (kgs) of fish. This is equivalent to only PhP210 to 350 gross sale of the catch. Deducting an average expense of about PhP150, the net income would only be PhP70 to 200 a day or PhP1,680 to 4,800 a month, which is way below the poverty threshold income of PhP10,378 per month.
OBJECTIVES
The project generally intends to help ameliorate the living conditions of fishermen in Naic and nearby communities by increasing the productivity of the marine resource base. Specifically, the project aims to:
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1. Increase the income of the fisherfolks; 2. Protect the existing marine environment of Naic and adjacent municipalities; 3. Reduce the number of fishermen using illegal fishing methods; 4. Heighten the level of awareness of the community about the need to protect coastal resources; and 5. Develop among the fishers the culture of valuing coastal resources and the environment in general.
METHODOLOGY
Chapter IV, Section 81 of Republic Act No. 8550, otherwise known as “The Philippine Fisheries Code of 1998”, gives authority to the concerned local government units (LGUs), like Naic to establish fishery refuge and sanctuaries in municipal waters in consultation with the fisheries and aquatic resources management councils (FARMCs). According to the same law, a fishery refuge or sanctuary is a designated area where fishing or other forms of activities, which may damage the ecosystem of the area is prohibited and human access may be restricted.
Pursuant to this mandate, the Naic LGU responded to the call of a PO, Samahang El Gancho and a non-government organization (NGO), PRRM, to establish a fish sanctuary in a portion of the Naic municipal waters. These institutions then involved various organizations, including the Cavite State University-Naic (CvSU-Naic), and established NFS in 2003. Since then, this project has operated following the input-process-output model. This allows what the project endeavors to achieve through the implementation of various inputs and processes. Necessary activities comprising the inputs in the project include self-mobilization, partnership-building process, capability enhancement, training and advocacy, and resource mobilization. All these push the setting in of the various processes as part of the project, namely: area delineation, Konsultasyong Bayan (consultative assembly), regular patrolling, information, education, and communication (IEC) materials distribution, and regular resource assessment.
The inputs and processes combined spoke of the strategies of implementation discussed in the succeeding parts of the paper. Successful implementation of the project would bring about a healthy marine life that could lead to sustained fish harvests for the small-scale fishermen.
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Strategies of Implementation
1. Self-Mobilization
The establishment of NFS was triggered by self-initiated mobilization and collective action by a group of small-scale fishermen organized as Samahang El Gancho. They observed the continuing decline in fish catch and the worsening economic condition of fisherfolks in Naic and nearby municipalities. This situation compelled them to approach PRRM for possible assistance. Samahang El Gancho and PRRM jointly crafted the project concept and engaged the support of the Naic LGU. The three institutions then entered into a memorandum of agreement (MOA) for the establishment of NFS in 2003.
2. Partnership-Building Process
The original main project holder, the Samahang El Gancho, recognized the importance of multi-sectoral participation and involvement to project implementation. Thus, the formation of NFS-Project Management Team (NFS-PMT) composed of representatives from the government, NGOs, the academe, the business sector, other partner POs, and law enforcement groups. At present, the team is actively participated in by the following: Bureau of Fisheries and Aquatic Resources-Region IV-A (BFAR-IV-A) Office of the Campus Administrator, CvSU-Naic Research, Development, and Extension Services Office (RDES), CvSU-Naic Fishery and Marine Sciences Department (FMSD), CvSU-Naic Office of the Mayor, local government of Naic Sangguniang Bayan (municipal council), local government of Naic Municipal Agriculturist Office (MAO), local government of Naic Municipal Environment and Natural Resources Office (MENRO), local government of Naic Municipal Fisheries and Aquatic Resources Management Council, local government of Naic Barangay Councils of Labac, Mabulo, Bancaan, Bagong Karsada, and Bucana Malaki Philippine Coast Guard-Cavite, Naic Detachment Philippine National Police (PNP)-Maritime, Group-Naic Detachment PNP-Naic PRRM-Cavite Philippine Rural Reconstruction Youth Association (PRRYA) – Cavite Shoreline Kabalikat sa Kaunlaran, Inc. (SKKI) Nagkakaisang Maliliit na Mangingisda sa Kabite
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Different committees within NFS-PMT were formed, undertaking specific roles and functions in the implementation of project. The formation of committees also helped systematize the implementation of planned activities. The working committees included Rehabilitation and Conservation, Law Enforcement, Education and Training, Research and Development, and Livelihood.
Since the relaunch of the project in 2009, CvSU-Naic has been serving as the lead implementer of the project with its campus dean sitting as the overall chairman of the NFS-PMT. Several members of the faculty and staff of the Campus also belonged to different NFS-PMT committees. The Campus now serves as the nucleus of all the activities of the project and houses the project’s secretariat.
3. Capability Enhancement
The skills and capacities of the stakeholders to implement and manage the project were also given priority. Seminars, forums, and trainings related to community-based coastal resource management, law enforcement or paralegal training, ecological resource assessment, and project monitoring and evaluation were conducted. Study tours and exposure trips focusing on fish sanctuary implementation and management and law enforcement were facilitated. PRRM, MAO, Task Force Bantay Kalikasan (TFBK), SKKI, and Tanggol Kalikasan helped undertake these initiatives. Selected leaders and members of Samahang El Gancho and Bantay Santwaryo also actively participated in these trainings.
4. Training and Advocacy
It was believed that LGU participation and involvement in a project implementation is a key factor to that project’s success. Through continuous advocacy and campaign, the Naic LGU is now one of the major stakeholders of the project. Its utmost support to the project, both technical and financial, is contributory to the project’s current successes.
Other than the LGU’s participation, other advocacy activities were initiated, such as the campaign against commercial and illegal fishing, delineation of municipal waters, and strict implementation of fishery laws. All members of NFS-PMT have actively participated in undertaking these advocacy activities.
The LGU-Academe-PO collaboration has been working out well for the attainment of the project’s goals. Efforts have already been initiated to encourage community participation during the project implementation. This
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was done through their active involvement in coastal clean-up, consultations, information dissemination, and campaign related to the sanctuary. The collaborators also worked as a team by providing logistical support to Bantay Santwaryo operations (e.g., coffee, sugar, rice, batteries, flash light, and many others).
5. Resource Mobilization
Central to the success of any undertaking is the ability to generate funds and other resources to carry out its various component activities. The institutions represented in the NFS-PMT had specific material and non-material contributions to the project. As to the specific functions and responsibilities, roles were stipulated to in the MOA.
6. Area Delineation
The different stakeholders carried out this activity by setting out buoys and sinkers. Specific locations of the sanctuary were identified through consultation with various interest groups, including BFAR. It also had recommendations concerning the area coverage, among other things. From 59.33 ha, the NFS now covers 20 ha of the Naic waters. At present, MENRO announced that the area delineation of the entire coastal Cavite is in on- going basis. Such delineation is relevant for other related activities concerning the sanctuary, particularly on monitoring and patrolling.
7. Konsultasyong Bayan
This undertaking was intensified as an avenue for awareness building and consultation since the relaunch of the project in 2009. It was carried out in the community by the NFS-PMT and participated in by the fisherfolks. The status of the project, problems encountered in its implementation, and recent developments were part of the program. It was also used as an opportunity for the members of the fishing community to air their concerns regarding the project and other issues that have affected them. Future plans for Konsultasyong Bayan includes activities that will develop good relationship between the NFS-PMT and the fisherfolks, like games, song and dance numbers, and team building.
8. Regular Patrolling and Monitoring Operations
To address the fishery law enforcement issue, one of the moves undertaken was organizing Bantay Santwaryo, whose members work as community volunteers. They attended paralegal trainings to become deputized fish wardens. Members of the Bantay Santwaryo have been
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undertaking regular patrolling and monitoring operations, which is one among their tasks under law enforcement. They were assisted by the TFBK, and lately, by the Provincial District Task Force “Rainbow”.
Recently, LGU-Naic was integrated Bantay Santwaryo to its Bantay Dagat program. Through this effort, Bantay Santwaryo inherited an authority relevant to their duties. At the same time, monitoring and patrolling have been augmented by other members of the more established Bantay Dagat. NFS-PMT, through FMSD, was able to develop a monitoring and patrolling tool that was used for the installation of buoys, replacement of markers, and underwater assessment.
Local detachments or units of PNP, PNP Maritime Group, and the Philippine Coast Guard also extended support by exercising their duties and power to monitor the fishers, who have been encroaching upon the sanctuary area. Those caught fishing in the sanctuary are properly apprehended. Cases were filed against them; and their fishing equipment and paraphernalia confiscated.
9. Use of IEC Materials
Awareness-building process is one aspect viewed as very important for the project’s success. In this regard, the project identified, prepared, and packaged IEC materials that focused on the protection and conservation of the sanctuary. For years, NFS-PMT has published and released materials like a comic book, brochures, flyers, banners, posters, and signage. Through its research unit, CvSU-Naic also encouraged student-researchers to develop websites and systems that spoke for NFS.
10. Regular Resource Assessment
Another aspect of monitoring and evaluation was the implementation of the rapid resource assessment (RRA). This was done to look at the general condition of the sanctuary including reef health and the population of various fish species. RRA is being conducted regularly, at least once a year, through the initiative of CvSU-Naic, with BFAR-IVA as the leading agency.
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DISCUSSION
Key Result Area 1: Law Enforcement
Objective 1. Stop fishing activities and regulate acceptable fishing methods within the fish sanctuary buffer zone. No fishing activities undertaken within the sanctuary Fishers use only non-destructive and/or Expected Output acceptable and regulated fishing methods within the buffer zone Illegal fishers are properly apprehended Regularly monitor and patrol the fish sanctuary Mobilize Bantay Dagat and Bantay Santwaryo in patrolling operations Planned Activities Conduct training for Bantay Santwaryo Maintain the fish sanctuary area, including the replacement of buoys and markers Current Status Accomplished and continuously being done
Monitoring and patrolling of the fish sanctuary have been activities regularly undertaken by the Bantay Santwaryo. The group was organized by Samahang El Gancho and is composed of selected members of the organization, though some are non-PO members. A monitoring and patrolling schedule was made, ensuring that there would be groups to patrol the area during the day and at night.
Other than Bantay Santwaryo, the assistance of TFBK, local PNP, PNP Maritime Group, and the Philippine Coast Guard in monitoring and patrolling the fish sanctuary was solicited. Recognizing the limitations of the organization and Bantay Santwaryo in sanctuary law enforcement, these other groups helped fill in the gap.
In 2005, Task Force “Rainbow” organized by Congressman Jesus Crispin “Boying” C. Remulla also provided support in monitoring and patrolling operations. Cong. Boying Remulla provided LGU-Naic with a patrol boat to facilitate monitoring and patrolling operations of Task Force “Rainbow”, NFS monitoring and patrolling included. It continually provided other logistical support such as fuel for monitoring and patrolling operations and rice subsidy to the members of Bantay Santwaryo until the project ceased its operations in 2006. With the project’s revival of implementation in November 2009, PRRM provided the logistical needs of Bantay Santwaryo for monitoring and patrolling operations.
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From 2005 to 2006, the number of members of Bantay Santwaryo was reduced to four from the original eight members because of the insufficiency of financial support provided by the project. The Bantay Santwaryo members had to focus on earning a living for their respective families’ subsistence. NFS- PMT discussed with LGU-Naic the need to continuously undertake NFS monitoring activities; thus, the urgency of assigning Bantay Dagat to do monitoring and patrolling operations was evident. Recently, MAO initiated a training on the deputation of Bantay Dagat; some of the deputized Bantay Dagat would then be assigned to NFS. Monitoring and patrolling operations would be undertaken by the other members of the Law Enforcement Committee of NFS-PMT, composed of the PNP Maritime Group and the Philippine Coast Guard.
A prerequisite to law enforcement activities was the maintenance of NFS buoys and markers. Maintenance of the buoys and markers were done by Samahang El Gancho as the primary implementer of the project. PRRM provided financial and other logistical support for replacements and maintenance. However, in 2006 super typhoon “Milenyo” totally washed away all the buoys and markers, which led to the three-year shut down of the project.
During the relaunch of the project in November 2009, one of the highlights of the event was the replacement of the buoys and markers. BFAR provided the buoys, while PRRM provided the materials needed for the construction of the sinkers and markers. To date, maintenance of the buoys and markers is undertaken by Samahang El Gancho, with the technical supervision of the CvSU-Naic and other members of NFS-PMT. Aside from the synthetic buoys placed in the sanctuary, markers like bamboos and sacks were also utilized.
On the other hand, to find out the status of NFS in terms of biological enhancement (i.e. fishes recruitment, coral growth, and other marine resource factors), BFAR has been leading the annual monitoring. Such monitoring has included underwater assessments via line intercept transect for benthic life forms in conjunction with fish visual census and identification; underwater documentation using still camera and video; and area coordinates recording using GPS.
Based on BFAR assessment, it was observed that 28.90% live coral cover in 2010 dropped to 19.9% in 2011, while fish species composition also declined from 28 species distributed to 13 families in the last 2010 survey to just 21 species under 8 families (mos were apogonids, pomacentrids, and labrids) in 2011. “Indicator” species of good coral was almost absent during
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the latest assessment. According to BFAR, the problem was not related to any illegal activities, but might be due to siltation and typhoons.
Objective 2: Ensure continuous participation of the members of the Law Enforcement Committee in implementing NFS policies and other fishery laws. Concerned groups and offices actively participate in Expected enforcing fish sanctuary laws Output LGU invited during operations Planned Conduct regular coordination meetings among Activities concerned offices and groups enforcing fishery laws Current Status Accomplished and continuously being done
Regular consultation was undertaken with members of the different law enforcement groups, such as the local PNP, PNP-Maritime Group, Philippine Coast Guard, TFBK, Task Force “Rainbow”, and Bantay Dagat. The various law enforcement groups regularly attend the NFS monthly meetings; thus, all law enforcement concerns were discussed and deliberated upon. Similarly, the law enforcement group conducted its own meetings to discuss in detail the activities of the committee and address the law enforcement issues that arose. Discussions and agreements of the committee were presented during NFS-PMT regular meetings.
As a result of the efforts of the Law Enforcement Committee, the policies specific to NFS were drafted and implemented. The policies specifically covered fishing activities within the sanctuary area and in the buffer zone. The policies guided Bantay Santwaryo in monitoring and patrolling operations conducted.
Based on the official report shared by PNP-Maritime Group-Cavite to NFS-PMT, the province listed 73 offenses related to illegal fishing and Anti- Fencing Law from 2009 to 2012. About 15% of the total number of offenses was committed within the municipal waters of Naic. The following are some information related to the cases:
No cases were filed in 2009, while most of the offenses occurred in 2010 (64%). There were only three (27%) in 2011, and one in January 2012. Most of the filed offenses from Naic were committed through the use of illegal fishing methods like hulbot-hulbot, trawl fishing, and air compressor.
Key Result Area 2: Information, Education and Campaign
Objective 1. Heighten community awareness regarding the importance of protecting the fish sanctuary, fishery resources, and the environment in general.
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Fishing activities in the sanctuary area reduced Fishers use only non-destructive and/or acceptable, regulated fishing methods within the buffer zone Illegal fishing activities minimized at a considerable level, if not totally stopped Local residents participate in the campaign Expected Output against illegal fishing and involve themselves in information dissemination and campaign against illegal fishing and for the protection of fishery resources Schools and youth groups are involved in conducting campaigns and information dissemination activities
Production and distribution of IEC materials in popular forms (brochures, leaflets, comic strips) Planned Activities Construction of eight to 10 billboards placed in strategic areas around Cavite Conduct at least three forums Current Status Partially accomplished
Considering the need of the fishery law enforcement groups to enhance their skills and capacity to implement fishery laws, the project conducted education and training activities. Among them were the following:
On-Training Activities
Training activities were conducted and participated in by the members of the Municipal Fisheries and Aquatic Resources Management Council (MFARMC), members of Task Force Bantay Kalikasan, Bantay Dagat, and Bantay Santwaryo. These included: 1. Deputation of Bantay Dagat facilitated by the Department of Agriculture-MAO-Naic; 2. Paralegal Training conducted by PRRM 3. Paralegal “Cliniquing” conducted by PRRM
On Community Awareness Building
NFS-PMT also saw the need to increase the level of awareness of the community about NFS to garner the widest support for the project implementation. In the latest study of NFS-PMT, out of 126 fishermen- respondents, a large portion of that had positive perception toward the
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sanctuary throughout its implementation. It should be noted that this group of fishermen realized the value of protecting the environment for long-term considerations. However, those who opposed the sanctuary had the negative connotations regarding the project’s political aspect. They were also concerned only for the short-term value of harvesting fish in any possible way.
Meanwhile, one of the initiatives undertaken was the Konsultasyong Bayan. The target of this activity is to cover all the coastal barangays of Naic where the status, plans, and activities of NFS are discussed. The activity would help significantly in informing the community about the objectives and importance of the project and the need for them to actively participate in project implementation and development.
The following were accomplished in relation to community awareness- building initiatives:
1. Through the initiative of the CvSU-Naic, 2,000 copies of “NFS Komiks” were produced and distributed to different coastal barangays of Naic; 2. NFS was featured in television programs; 3. Eleven billboards regarding NFS were placed in strategic areas from Cavite City to Maragondon; 4. Task Force Bantay Kalikasan supported the printing of 50 NFS t-shirts; 5. Regular reporting of the NFS Committee Chairpersons to NFS-PMT regular meetings; 6. Regular reporting of NFS’s activities and accomplishments to MFARMC’s regular meetings , through the initiative of the MFARMC Chairperson; 7. NFS-PMT members also facilitated the meeting with the members and representatives of barangay councils in different coastal barangays of Naic. This was undertaken in partnership with MAO-Naic. However, not all coastal barangays were represented in the consultation; 8. Through the initiative of MAO, a fishery technician conducted meetings with the fishers in the various coastal barangays of Naic. However, not all meetings set were held; 9. LGU- Naic and CvSU-Naic celebrate “Fish Conservation Week” every October of each year. Information dissemination regarding the status and accomplishments of NFS is among the highlights of the event; 10. Through the effort of CvSU-Naic Research Unit, student researchers were able to develop systems regarding the sanctuary. Such computer applications have been utilized by NFS-PMT in its various forums, consultations, and meetings;
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11. The underwater videos of NFS, as assessment tools by BFAR-IV-A, have been used by the team in its various educational and training activities; 12. Formation of the campus-based PRRYA in CvSU-Naic that raised issues regarding NFS down to the college student level; and 13. The PNP-Maritime Group conducted regular community-building programs in various coastal communities of Naic through its “Pulong- Pulong” activity.
Key Result Area 3: Capacity and Skills Enhancement
Objective 1. Hone implementers and stakeholders’ technical knowledge and skills in implementing fishery-related projects, including fish sanctuary project implementation. Stakeholders, especially the PO as one of the major Expected project holders takes, primary responsibility in project Output management Implementation of the following training activities: . Resources Inventory . Project Management Training Planned . Fish Examiner Training Activities . Law Enforcement . Investigation, Documentation, and Reporting . Organization Management and Team Building Current Status Partially Accomplished
Through the coordination among the various sectors, agencies, and offices comprising the NFS-PMT, some of the targeted trainings were implemented. However, due to the insufficiency of funds, other trainings remained unaccomplished.
As mentioned, some of the seminars, forums, and trainings related to CBCRM, Law Enforcement or Paralegal Training, Ecological Resource Assessment, and Project Monitoring and Evaluation were already conducted. Study tours and exposure trips focusing on fish sanctuary implementation and management and law enforcement were facilitated. PRRM, MAO, TFBK, SKKI, and Tanggol Kalikasan helped in the implementation these initiatives. Selected leaders and members of Samahang El Gancho and Bantay Santwaryo also actively participated in these trainings.
In addition, other members of NFS-PMT benefitted from various relevant capacity and skills enhancement sponsored by other agencies and organizations.
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Key Result Area 4: Advocacy
Objective 1. Promote the project to gain recognition and acceptance from the different government bodies (provincial and local) and the private sector. LGU-Naic allocates budget for the fish sanctuary project LGU undertakes activities related to identifying and delineating municipal waters Expected Output LGU improves fishery ordinances The academe, church, and private sector participate in the project LGU passes the ordinances on boat color coding and boat registration Advocate for LGU appropriation of funds for the fish sanctuary and fishery resources implementation and management Lobby for LGU to identify, delineate, and allocate funds to survey and measure its municipal waters Planned Activities Draft and propose a resolution addressed to LGU for the identification and delineation of municipal waters Draft and propose a resolution for LGU to approve a municipal ordinance on boat color coding and boat registration Current Status Partially accomplished
On the appropriation of funds for fish sanctuary and fishery resources management:
Until its 2006 implementation of NFS, the LGU provided logistical support in the form of fuel subsidy for monitoring and patrolling operations and rice subsidy for the members of Bantay Santwaryo. Currently, the logistical need of the sanctuary is subsidized by PRRM. Upon the integration of Bantay Santwaryo to Bantay Dagat, LGU-Naic has been extending its financial support for such logistical needs.
On the advocacy for delineation of Naic municipal waters:
NFS is one of the various uses of Naic municipal waters. It forms part of the fishery resources management. Key to the fishery resources management is the delineation of municipal waters, which until now remains in progress. The sample ordinance on the delineation of Naic municipal waters has been submitted to the Sangguniang Bayan of Naic. In one of the recent meetings
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of NFS-PMT, MENRO announced that their office is presently measuring and mapping the municipal waters for delineation.
On the advocacy for LGU approval of the ordinance on boat color coding and boat registration:
The ordinances on boat color coding and boat registration were passed by the Sangguniang Bayan. This enactment should facilitate the law enforcement team in improving its monitoring of the sanctuary through identification of specifically assigned colors present or not present on the boats.
Key Result Area 5: Institution Building Objective 1. Plan and implement management schemes for a systematized project implementation. Management schemes developed and applied Expected Output Monitoring and assessment systems in place Formation of NFS-PMT involving the project stakeholders Creation of committees within NFS-PMT Planned Activities Forging partnership between MOA and stakeholders defining their roles, functions, and commitment in the project Conduct regular NFS-PMT meetings Current Status Partially accomplished
On NFS Project Management
The project management of NFS is assumed by NFS-PMT, organized in 2003. The NFS-PMT had been headed by Samahang El Gancho until the project stopped its operations in 2006. When the project was relaunched in 2009, NFS-PMT was also reorganized and is now headed by the CvSU-Naic. The following are the committees comprising the NFS-PMT together with the respective organization holding that committee’s chairmanship:
1. Rehabilitation and Conservation–MAO, LGU-Naic 2. Law Enforcement–Bantay-Dagat, LGU-Naic 3. Education and Training–Extension Unit, CvSU-Naic 4. Research and Development–RDES, CvSU-Naic 5. Livelihood–FMSD, CvSU-Naic
While the Office of the Mayor serves as the team’s adviser, the overall chairmanship is the Campus Administrator of CvSU-Naic. The said academic institution also houses the team’s Secretariat.
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One of the asks of NFS-PMT is to further define and later put into writing, the specific roles and functions of each organization comprising the team, as well as of the committees as to how the project is organized.
On NFS-PMT expansion
As stated, the NFS-PMT was reorganized after the project had been relaunched in November of 2009. Changes in the composition of the committees of NFS-PMT were done to simplify management and coordination among NFS-PMT members. The plan for expansion was among the targets in the next three years. Coordination with other sectors expanded the membership to churches, elementary and high schools, business sectors, and private organizations.
Presently, the NFS-PMT is entering into a memorandum of understanding with the 103rd Philippine Coast Guard Auxiliary Squadron for a giant clam (Tridacna gigas) planting in the sanctuary. The activity was set to April 2012.
Member organizations of NFS-PMT, being active collaborators and implementers of the Naic Pawikan Conservation Project (NPCP), also incorporated relevant activities of the conservation project to that of the sanctuary project. NPCP was initiated by the Department of Natural Resources-Protected Areas and Wildlife Bureau.
Moreover, RDES of CvSU-Naic has regularly attended the quarterly meetings of the Manila Bay Coordinating Council and has participated in discussing issues concerning the country’s Supreme Court (SC) mandate of saving Manila Bay from further degradation. NFS is part of the Manila Bay. RDES then has echoed relevant issues and updates regarding the general condition of the bay. Part of the present plan is to adopt the SC’s Mandate of 2008 in adjusting the roles and activities of each NFS-PMT member organization.
On the Memorandum of Agreement
For years, NFS-PMT has operated under the original MOA signed by Samahang El Gancho, PRRM, and LGU-Naic. With the involvement of other institutions, a review of the previous MOA was conducted and a new agreement is presently being drafted. The draft takes into consideration the roles mandated by SC, particularly to the member agencies of NFS-PMT: the BFAR, PNP-Maritime Group, and LGU-Naic.
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CONCLUSIONS AND RECOMMENDATIONS
NFS Project started its operation in 2003. A considerable number of accomplishments have been achieved and the project has already made a big step forward. However, as the project continues to move forward and grow, issues and problems come along the way. Among the issues that NFS- PMT is trying to resolve are enumerated and described below.
A. Technical Aspects of the Project
1. Insufficient number of sanctuary markers and buoys. As mentioned earlier, the markers placed along the perimeter of the sanctuary were destroyed, either by the sea current or by the typhoons that came across Naic. While it is ideal to use synthetic buoys to define the coverage of the entire sanctuary, resorting to improvised markers shall still be considered. Despite the laboriousness that this entails, keeping the marks surrounding the sanctuary is still of high priority.
2. The insufficiency or the lack of equipment needed to undertake monitoring activities. One of the equipment needed to undertake patrolling activities are patrol boats. Many illegal fishers use big and fast crafts with sensitive fishing equipment (e.g., fish finders). The project, though it has one boat, lacks the means to continually refuel the vehicle. The team also needs a bigger and faster craft to pursue fishers encroaching upon the sanctuary. Moreover, there is no enough swimming and diving gears (e.g., scuba diving paraphernalia, transect device, and water analysis kit), which are essential for a more frequent above- and underwater monitoring of the fish sanctuary. Despite the lack of these provisions, NFS-PMT keeps on utilizing and maximizing all of its available resources to continue monitoring activities.
3. Insufficient coral reef or sea bed monitoring. Related to the above case is the regular performance of RRA that BFAR conducts. In 2011, the reef condition was categorized as poor. Artificial reefs and sea beds could have helped improve the condition of the reefs. These could enhance faster production of marine species already found in the sanctuary.
4. Insufficient technical documentation of illegal fishing activities in the sanctuary. This problem is being correlated to the insufficient technical knowledge or background of the people undertaking the monitoring activities. Likewise, there is also a need to identify what aspects in the sanctuary need to be monitored as far as the technical requirements of the project are concerned (e.g., fish catch monitoring). In previous
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monitoring activities, some kind of seaweeds and animal species were already found (e.i., mollusks, but these were not properly documented). Furthermore, NFS-PMT collects the annual reports of all of its member agencies and links related information together.
B. Law Enforcement
1. Insufficient logistical supplies and equipment in undertaking patrolling activities. As previously mentioned, patrolling activities were usually undertaken by the Bantay Santwaryo. But they do not have enough logistics and supplies to sustain daily patrolling. In the MOA that is being presently drafted, allocation of fund to compensate the volunteers patrolling over the sanctuary is being integrated as one of the roles of LGU-Naic.
2. Continual encroachment upon the fish sanctuary area by both the ordinary and illegal fishers. Being a sanctuary area, various information and campaign activities were launched to make the coastal communities become aware of the existence of the project. The information campaign also aimed to stop fishing activities inside the sanctuary area and regulate fishing within the buffer zone. But still, fishing inside the sanctuary is still a problem, though the number significantly decreased. Thus, information dissemination needs to be further intensified. In addition, further trainings on law enforcement for the Bantay Santwaryos should be carried out. For long term consideration, other training needs of Bantay Santwaryo shall be assessed and be given proper attention.
3. Difficulty in imposing the fish sanctuary laws. Bantay Santwaryo, through its efforts in regularly patrolling the fish sanctuary area catches erring fishers inside the sanctuary. But due to political interventions, some illegal fishers were not charged. By constantly involving members of LGU-Naic in various NFS-PMT activities, particularly those in the barangay level, other related plans concerning NFS can be brought down to the smallest and simplest units of the community.
C. Advocacy, Information, Education, and Campaign
1. Very limited information and campaign materials. There were campaign and information materials already produced, but such were not enough to reach a larger audience of the targeted coastal population. The insufficiency of information and campaign activities and the insufficiency of IEC materials were contributory to the slow awareness building within the target population. Types of materials
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produced also needed to be assessed if those would fit to their target audience. Involvement of other NFS-PMT member agencies, like MAO and MFARMC, shall be maximized for sharing of resources and manpower in producing and assessing IEC materials.
2. Insufficiency of funds to conduct needed trainings. There were several trainings lined up, especially for Bantay Santwaryo, POs, and members of NFS-PMT. But due to the lack of funding, training activities were temporarily shelved. Currently, members of NFS-PMT are looking for possible sponsors for the much needed trainings.
3. Insufficiency of funds to support research students studying the sanctuary. NFS-PMT realizes the need for having research studies that can support claims and propel further activities. But due to the limited funding, the conduct of studies about the sanctuary is being left behind. Further linkage with and fund sourcing from other entities should address this issue.
4. Negative feedbacks/comments on the installation of the sanctuary. After several years of implementation, negative feedbacks/comments coming from nearby coastal barangays are still common. Nearby coastal communities still find difficulties in accepting the project simply because they believe that the fish sanctuary limit them from fishing in a much richer fishing ground. Information dissemination as well as value- formation activities needs to be provided to the entire community in order to further discuss the significance of having a fish sanctuary. Livelihood programs for alternative sources of income shall be strengthened for the community’s benefit.
D. Organizational Development/Institution-Building and Management
1. Difficulty in getting the support from barangay councils of some coastal barangays. Oftentimes, negative comments have been received from nearby coastal barangays. Apparently, they were not happy with the project. To put a stop to this, several attempts were made to invite the barangay council members from the nearby coastal barangays to attend NFS meetings. A forum especially designed for them was initiated, but no one was able to attend the activity. There was even a case where a barangay captain tried to defend an apprehended illegal fisher, despite the evidences presented to court. Political issues such as barangay chairmen belonging to different political parties also affected the fulfillment of the desired plans for NFS. A strong non-partisan agency like CvSU-Naic, shall keep on mediating among politicians with differing views, while
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reconciling their values in order to gain mutual support for the sanctuary.
2. Some members of Bantay Santwaryo backed out. Members of Bantay Santwaryo work as volunteers and receive no compensation. They had to back out from their daily volunteer duties in patrolling the sanctuary for the lack of financial support that the project was not able to always fulfill. These fish wardens are also heads of their families that needed some sort of income to support the latter. As mentioned earlier, compensation for the Bantay Santwaryos needs to be agreed upon as a responsibility of LGU-Naic.
3. Insufficiency of funds. The sanctuary operates within a very limited budget. Due to the lack of funding, patrolling of the sanctuary has also been affected. At times, the Bantay Santwaryos did not even have supplies to undertake their daily routines (e.g., fuel for their boats). Many of the sanctuary needs were no longer responded to, such as the need to replace markers and the buoys. Sharing of resources has been continuing, while NFS-PMT keeps on sourcing funds from external agencies.
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The Channels: Approaches in RD&E Management Towards the Small Ruminant Industry Advancement in Region II
Jonathan N. Nayga 1 and Aubrey Joy M. Balbin 2
ABSTRACT
This paper presents the research and development (R&D) management strategies employed and approaches for networking and linkage used highlighting social responsibilities of the major R&D players in the development of the small ruminant industry in Region II. Small ruminants such as goat and sheep are regarded as “rural assets”, as they play a vital role as sources of income among farmers. But the full potential of the animals are not realized because of problems associated to production that include health, nutrition, reproduction, and even marketing. The small ruminants’ commodity team, working as one, took the lead to determine, evaluate, analyze, and recommend possible solutions to the problem involved in the production cycle.
Different R&D proposals were packaged to address specific needs of the animal raisers. The proposals developed focused on the establishment of demonstration farms and the enhancement of R&D facilities, application of R&D to improve farming practices, and utilization of R&D for product development. The implementation of different projects under these three agenda showcased backyard small ruminant production, improved raising practices, and developed value- added products that linked production to marketing system. The project now serves as a training ground for students, raisers, and technicians alike from various local government units (LGUs).
The project was successful in changing farmers’ attitude on production systems as they were able to appreciate and synthesize the technologies they adopted. As a result, improvement on the productivity and profitability among
1 Director, CVSRRC and Professor III, Isabela State University, Echague, Isabela 2 Biologist II, Research Department, Isabela State University, Echague, Isabela
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beneficiaries were attained; thus, it was successful in conveying science and technology advancement. The project was also able to change the attitude of the raisers as they were transformed into extension workers to their fellow raisers. The project was also able to strengthen alliances among funding and collaborating agencies, establishing a complex network of R&D peers effectively working together towards industry advancement.
The results of these initiatives were properly disseminated in forums that included the International AgriLink Show; National Science and Technology Week; National Goat and Sheep Congress; international, national, regional, and local scientific conventions and congresses, among others. As a result, the project was extended to Regions I, III, IV-A, VII, VIII, and CAR. Information, education, and communication materials were also published and a website was developed; thus, these further radiating the technologies, practices, and processes developed to a greater number of beneficiaries. To guard the intellectual rights for these novel works, the project was also able to package and submit 11 patent applications filed at the Intellectual Property Office.
Isabela State University (ISU) has institutionalized the project through ISU Board Resolution No. 15, series of 2010, establishing the Cagayan Valley Small Ruminants Research Center to sustain the efforts extended in research, development, and extension (RD&E). In addition, initiatives on the upgrading of stocks through artificial insemination were later funded by the Department of Agriculture, making it one of its banner programs in small ruminant genetic improvement in partnership with LGUs of the region.
At present, the implementation of different R&D projects on small ruminants has produced several tangible processes, products, and information all geared towards helping provide science-based solutions to the problems of Region II’s goat and sheep raising. The project has addressed three thematic programs of the government to cover poverty alleviation and social equity, food security, and support to allied industries while imparting social responsibility among RD&E implementers. Thus, the project has helped address the supply chain of small ruminants farming from production to processing and marketing, making it a vibrant, developing industry.
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RATIONALE
Small ruminant production has been popular in the rural areas of Region II. This is because of the wide fertile land available for pasture and grazing activities. Goat and sheep became a secondary source of income among small-scale farmers. In spite of its popularity, no impressive growth in the development of the local small ruminant industry has been noted up until the early part of the new millennium. This was largely attributed to an inferior quality of stocks coupled with poor production management knowledge of the raisers.
To address the problem, the regional commodity focus was reoriented under the supervision of the then Philippine Council for Agriculture, Aquatic and Natural Resources Research and Development (PCAARRD) and the Cagayan Valley Agriculture and Resources Research and Development Consortium (CVARRD) in 2005. Through this, the Cagayan Valley Small Ruminants Commodity Team was formed. Promotion of appropriate and applicable technologies for goat and sheep production was the main concern of the team. Moreover, it also created a complex network of collaborators and colleagues working together to meet the project’s objectives. Through the years, the partnerships established have become an arm to further develop a technology-based small ruminant industry by promoting science and technology (S&T) production, value-added product processing, and agribusiness activities along with job creation and income stability in the countryside.
At present, the project is successful to conveying the positive wave of S&T advancements among its beneficiaries. Improvement was seen in the production systems and more raisers were also engaged in this enterprise. With these initiatives, the project serves as a tool in the advancement of research implementation and technology utilization; completing production to marketing cycle. It also imparts social responsibility among research, development, and extension (RD&E) implementers to address thematic programs of the government, which in the case of this program covers poverty alleviation and social equity, food security, and support to allied industries.
OBJECTIVES
The main objective of this paper is to present the R&D management as well as the linkage and networking strategies implemented to develop the small ruminant industry in Region II. Specifically the project aims to:
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1. Present RD&E strategies towards the development of the local small ruminant industry in Region II; 2. Showcase initiatives to strengthen linkages and networks; 3. Highlight impacts of the different RD&E projects implemented among the project’s beneficiaries; and 4. Discuss actions taken for the institutionalization and commercialization of the technologies generated.
METHODOLOGY
Project background
Identified as two of the banner commodities of CVARRD in 2005, small ruminants such as goat and sheep became well-crafted commodities in terms of technology development. With the aim to improve economic trait of the animals regarded as “rural assets”, a commodity team for small ruminants was created in order to identify the causes of the failures experienced in goat and sheep production in Region II. It was formed through the Regional Research and Development Council of CVARRD, a body of research implementers in the region. A pool of experts coming from its member agencies that included national and regional government agencies and state colleges and universities (SUCs) were tapped to formulate analyses and recommendations that translated to policies to address the concerns identified. The leadership of the commodity team was given to Isabela State University (ISU).
After a series of stakeholders meetings, the following were identified as major production problems: high pre-weaning mortality rate, low slaughter weight, long kidding interval, and low conceptual rate. These problems were the effects of parasitism, poor nutritional management, poor breeding management, and the lack of a proper housing system. Thus, an RD&E framework was developed to serve as a guideline in developing strategies towards the formulation of project proposals. Different R&D proposals were then packaged and submitted to different funding agencies.
Initially in 2006, the Cagayan Valley Small Ruminants Research Project was established under the Commission on Higher Education (CHED) funding support to showcase the backyard goat and sheep production system. A total of 10 hectare of land was developed for pasture, forage production area, and breeder houses. After the year that the project was established, ISU supported its operational cost by granting special funds to conduct R&Ds. Since then, the center gradually developed in terms of facilities, equipment, and stocks and now serves as a show window for raisers who wanted to learn
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more about improved raising activities, on-farm exposure for students, research ground for researchers, and training venue for both the local government units (LGUs) and private technicians.
Management Practice Proposal preparation, implementation, monitoring, and evaluation of research and development projects.
Since the formation of a small ruminant commodity team in 2005, 18 projects have been packaged, approved, and implemented in Cagayan Valley. The fund sources of these projects varied, from higher national to local agencies and from government to non-government agencies.
These projects were implemented to improve farming practices, thus, improving productivity. Likewise, these initiatives would also link agricultural production to agro-based industrialization such as food processing activities to encourage productivity amongst farmers. In the end, these would create greater potentials for higher returns for the producers, along with the development of a more modern and competitive industry.
The different R&D projects implemented were categorized into three focal points: the establishment of demo farms and the enhancement of R&D facilities; the implementation of R&D to improve farming practices; and the implementation of R&D for product development.
To utilize the results generated through the implementation of different R&Ds, the project team was also responsible for the technology dissemination. Hence, different venues for technology promotion were utilized by the project team in order to attain this goal. Furthermore, institutionalization of the project implemented was also important for technology utilization through the leadership of the major players of the community.
Patent application was also initiated by the technical team prior to the commercialization of the technologies generated, especially for those who believed to have the essence of development and modernization of the agricultural industry in the country.
Strategies
Initiating all of the above mentioned activities was not an easy task. In the case of the small ruminant commodity team, strengthening linkage within its network worked well in attaining the goals for each project implemented. As part of the management and control system, one of the strategies used in
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carrying out the project implementation was defining the role of each member of the project staff by giving each assignments in every activity of the project. On the part of the collaborating agencies, each agency provided technical person/s to represent its agency. Regular reviews were also done to fine-tune project operations while it was still going on. Technical and financial reports were also submitted regularly.
Among the highlights of the strategies implemented were:
1. The project set models for the farmers by establishing demo farms and the facilitation of lakbay-aral (educational trip) activities; 2. The facilitation of participatory problem diagnoses, wherein farmers related their actual experiences to dissect the roots of the problems they had encountered; 3. The project was also successful in making the farmers understand the principles behind the technology. Interventions were followed if they were perceived as being more effective than their traditional practice. Consequently, these should be more economically beneficial and could serve in a multipurpose manner in their production activities; 4. Because of this strategy, farmers’ perspectives changed gradually, thus, becoming extension workers for other farmers; and 5. Participatory monitoring and evaluation schemes were also implemented, where farmers explained their observations or analyses in the technology they had adopted. This way, the project team was assured that the farmers internalized the activities the project team had conducted.
Enhancing human resources
The members of technical team were also sent to different trainings, scientific seminars, conventions, and conferences to enhance their capabilities. They were also encouraged to pursue higher degrees of education. To date, there are four with doctorate degrees and a member enrolled in a doctorate degree program; and four with master’s degrees and three members still enrolled in various master’s degree programs.
DISCUSSION/INTERPRETATION
A review of the RD&E initiatives conducted
Taking into account the investments gained by the small ruminant commodity in Region II, a review on the project’s impact on the local industry in general and specifically to the raisers was thus needed. Furthermore, RD&E
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accounting was done to appreciate the outputs generated and to give greater value to each of the advancements, making goat and sheep a technology-based industry.
1. Establishment of demo farms and enhancement of R&D facilities
In 2006, the Department of Agriculture-Bureau of Agricultural Research (DA-BAR) granted an institutional support to establish an artificial insemination (AI) center for small ruminants in line with its thrust to improve the genetic quality of stocks in the rural areas through modernized agriculture. Through AI, quality genetics could be disseminated in far-flung areas and that farmers would no longer need to maintain breeder bucks to upgrade their stocks. In 2008, World Vision International, through a Canadian funding assistance, supported a project to establish breeder houses. In 2009, PCAARRD further enhanced the equipment detailed in the laboratory to augment research needs and in order to improve the quality of cryopreserved semen. This enhancement enabled the center to conduct high-end researches to reinvent protocols and processes involved in goat semen cryopreservation.
The need to conduct regular monitoring activities of project sites and the need to efficient delivery of services were addressed through improved mobility of the laboratory’s technician. PCAARRD donated one unit of motorcycle in 2011 to be used in monitoring activities and to facilitate the mobility in delivering services to the center’s clients.
2. Utilization of R&D to improve farming practices
In 2007, two Science and Technology Based Farms (STBF) led by CVARRD for PCARRD also became instrumental in showcasing small ruminant production in the valley. The STBF on Sheep in a collaborative project of PCARRD, CVARRD, ISU, DA-Regional Field Office II (DA-RFO II), IBS, and LGU- Naguilian highlighted health management, feeding management, and improved pasture management to enlighten existing and future sheep breeders/stock producers towards the need to adopt strictly the recommended package of technology to address production failures. There were two field days conducted, which were attended by almost 238 participants composed of raisers, students, LGU officials, extensionists, and researchers. The project further revealed that improving the health and feeding management lowers mortality rate while increasing the production rate in breeder sheep.
STBF on slaughter goat production–a collaborative project of PCARRD, CVARRD, CSU, ISU, DA-RFO II, DA-ATI, and LGU–was also implemented in Ballesteros, Cagayan. This was implemented to showcase the importance of
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introducing good genetics, record keeping, strategic deworming, improved housing, and feeding system can increase productivity and improve carcass quality of goat. These technology interventions were showcased during the three field days conducted in the farm. At the end of the project, the technologies generated were adopted by 30 goat raisers.
In 2008, the PCARRD-funded project dubbed “Rural Enterprise Development through Innovative Goat Production Systems (RED Project)” was implemented primarily to update raisers on science-based, integrated goat management systems aimed to transform subsistence goat production into a viable livestock enterprise. This project was simultaneously implemented in Regions I, II, III, and VIII. The project was also implemented jointly by ISU and LGU- Echague to bolster the capability of the raisers through a participatory learning process. The project introduced technology options focusing on breeding management, feeding management, and animal health management. This also included housing, stall feeding/legume supplementing, upgrading, strategic deworming, improving forage/pasture, supplementing concentrate/vitamin, and supplementing UMMB/UMMT/salt. The project was initially implemented in two municipalities in the province of Isabela with 20 farmer-partners.
Adoption of technology mixes is important to attain the goal of improving productivity. With the project, goat productivity had a 110% increase in the number of does from 114 (beginning inventory), with 5.7 average doe-level to the inventory. At its close, there were already 240 does with 12.0 average doe-level. Upgrading, coupled with improved feeding management, resulted to improved stock quality. Today, the birth weight of goats averages 2.35 kgs, 12.95 kgs weaning weight, and 26.55 kgs slaughter weight. These improvements also resulted to increased financial returns. Using the Partial Budgeting Analysis of one to two cycles (March 2008 to March 2009), incomes of PhP 92,400.00, PhP 36,960.00, and PhP 18,480.00 for 25, 10, and 5- doe levels, respectively, were realized. The results also significantly radiated to other raisers that increased the number of project beneficiaries from 20 to 60 raisers by the closure of this project. These raisers were also formed into associations that further strengthened their resourcefulness and creativity to manage. It also enabled them to perform as lecturers or resource speakers during technology forums, seminars, and lectures as they already had experienced and applied the activities they did under the project.
In 2009, RED Project was leveled up, thus “Upscaling Rural Enterprise Development for Innovative Goat Production Systems” program was to cover wider areas and was to introduce goat-allied enterprises in support to core the goat production enterprise. This project was jointly implemented by ISU and participating LGUs such as that of Jones, Angadanan, Alicia, Cordon,
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San Mateo, and Santiago City in Isabela, and Bayombong and Quezon in Nueva Vizcaya. Ninety-six goat raisers, among them overseas Filipino workers, retirees, soon-to-be-retirees, and even existing goat raisers benefitted from the project. It was implemented in nine municipalities covering 23 barangays (villages). Goat performance showed an increase in birth weight (2.45 kgs), weaning weight (13.44 kgs), and slaughter weight (26.48 kg) when raisers adopted technology mixes. An increase in the number of does (from 455 to 702 heads) and total population (from 584 to 1,204 heads) was noted in the project sites. Building enterprises was also introduced among farmer- cooperators to create other venues to augment their income. Among the goat allied enterprises introduced were legume forage seed production, urea molasses mineral block production, buck-for-hire services, breeder stock production, vermin-composting, organic fertilizer, and the establishment of “goatchero” (restaurant).
That same year, the Technopreneurial Learning Project (TLP) on Goat, also a PCARRD-funded initiative under the Capitalizing CVARRD-Central Luzon Agriculture and Resources Research Development Consortium (CLARRDEC) Alliance towards Entrepreneurship and Increasing Employability of Agriculture, Forestry, and Natural Resources (AFNR) Students and Graduates in SUCs in Regions II and III program. The project become an instrument to further promote and intensify the S&T-based goat production to AFNR students and graduates by forging partnerships with other consortia and SUCs. A series of lectures and trainings was conducted in order to create an entrepreneurial mindset among the target clients. There were six training sessions conducted that benefitted 139 students and graduates of Bachelor of Science in Animal Science, BS Animal Husbandry, and other related degrees. They were trained on integrated goat management, S&T-based production system, AI, slaughtering, and meat processing. Furthermore, this activity was also included in the curriculum of Animal Science/Husbandry courses. The Technical Education and Skills Development Authority Accreditation for students under Livestock Production National Competency II Program was conducted, where 29 students passed the said accreditation.
CVARRD’s regional program on goat was formulated, approved, and funded by PCARRD in 2009 as well to sustain the upgrade of stocks in rural areas; it was a complementary activity to the improved production management of the raisers. The program was composed of two projects: Project 1, Development of Improved Goat Semen Extenders and Artificial Insemination Delivery System in Region II, jointly implemented by ISU and DA- RFO II addressed the needs of the region for adequate supply of quality genetic materials by accelerating breeding and production of slaughter goats through AI. With the improvement of the semen extender using soybean lecithin in lieu of egg yolk, the viability of the spermatozoa was
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enhanced resulting in 50% post-thaw motility and longer storage period under refrigeration at 110 hours. Using this improved formulation on 100 does generated a conception rate (CR) of 75%, higher than that of the traditional formulation, where only 65% CR obtained. Now proven effective, the process of improving the formulation was then applied for patency.
The project also produced 63 trained AI service providers and enhanced their livelihood capabilities. Some of these trained inseminators were tapped to assist in testing delivery system 1, where they were regarded as private inseminators conducting AI for a fee within their locality. Per initial costing conducted, the estimated fee of insemination of naturally in heat does was PhP 150.00, with a return of investment (ROI) of 39.53%; insemination of synchronized does, on the other hand amounted to about PhP 350.00 per insemination with an ROI of 44.93%. This involved an average of 10 does per month. Indeed, AI can serve as a livelihood option for service providers. With the help of these technicians, appropriate and workable AI delivery systems were tested and are now ready for multilocation testing with other research partners in Regions II, III, VIII, X, and XII.
The delivery system’s effectiveness for technology dissemination and its consequential positive impact on society was integrated into the national breeding program known as the Unified National Artificial Insemination Program (UNAIP), making access to quality genetics easier for more farmers. This alignment to UNAIP and the participation of village-based artificial insemination technicians (VBAIT) resulted in the increased area of coverage to 18 municipalities, from the initial two project sites. Because of the project, stocks currently produced in these project areas are now dominated by upgrades of Boer and Nubian lineage. Indeed, by improving the delivery of quality genetics at the farm level, the upgrade of stocks at a faster rate is ensured.
In 2010, a food-feed system for humans and livestock was also addressed by utilizing pigeon pea as food for humans and feed for the animals. This project also demonstrated production in dryland areas to which Region II belongs. The project leader was also given a chance to visit farm areas and learn the practice behind crop improvement as food and feed at the International Crops Research Institute for Semi-Arid Tropics. He also visited the International Livestock Research Institute, wherein he was able to forge collaboration in carrying out a study focusing on the development of bailed ration for small ruminants.
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3. Implementation of R&D for product development
Development of canned mutton and chevon products was initiated as the demand for leaner and more nutritious meat has increased. Moreover, innovating on local delicacies as canned products was a way of promoting native dishes and consequently, capturing a bigger market for these type of meat. Canning of meat also ensures longer storage of a product and its easy transport, which makes it possible to distribute it in national and even international markets. Through these activities, opportunities for farmers to raise more animals, earn more, and gain a reasonable share in the market become available.
CHED also initiated a product development project from 2007 to 2009: Meetylicious meeh: Harnessing Innovative Products from Mutton in Cagayan Valley that utilized mutton to help promote intensified production amongst raisers. Product development for mutton was first conducted in the region in support to the Agriculture and Fisheries Modernization Act of 1997. Furthermore, the project was a technology “incubatee” initiative, wherein the processes of product development were refined prior to technology transfer to the entrepreneurs. Thus, three canned products were developed. These were Adobong Tupa (mutton adobo), Kalderetang Tupa (mutton stew), and Kilawing Tupa (mutton ceviche). All these products underwent different laboratory analyses such as nutritional fact, microbial load, and shelf life prior to commercialization.
In 2009, as a sequel to the initiatives on sheep, Value-adding of goat meat products through processing and packaging under the CVARRD Regional Goat Program was funded under PCARRD in collaboration with the Animal Products Development Center. The project was designed to meet food security and quality requirements for canned and vacuum-packed chevon products through processing and packaging. Three different recipes were developed by this project, namely Kalderetang Kambing (chevon stew), Adobong Kambing (chevon adobo), and Kilawing Kambing (chevon ceviche). These products underwent various tests such as analyses of their nutritional benefits, microbial load, and period of storage or shelf life.
The project was also able to evaluate carcasses of five different breeds of goats at 11 months of age. These included the native strain, purebred Boer, purebred Anglo-Nubian, crossbred Boer, and crossbred Anglo-Nubian. Data on slaughter weight, hot carcass weight, chilled carcass weight, and other relevant data were collected to determine which among the breeds was the most economical and beneficial. Fabrication of goat carcass into merchandisable cuts was also done. The cutting scheme based on the United States Department of Agriculture’s lamb cuts guidelines was
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referenced. Through prime cut fabrication, retail of chevon and vacuum packaging of it were made possible, making it accessible to a wider range of consumers.
Taking into consideration the financial capacity of the raisers in rural areas, purebreds were not recommended for slaughter despite the positive results of the above assessments. Instead, crossbreds were recommended as they espoused a lower production cost than purebreds. Moreover, raising crossbred would prove more advantageous in terms of farmers’ herd management, as purebreds require more intensive management. In general, the results obtained in the evaluation were used as bases for future management decisions such as determining which of the breeds were more beneficial for upgrading and designing appropriate breeding, selection, and slaughtering. After the evaluation of carcass recovery, an improved method of slaughtering and cutting was tested to determine the process’s profitability. Compared to the traditional scheme where cutting is done based on pork, recovery of meat was improved due to lesser losses during fabrication that resulted to better presentation. Moreover, the conventional cutting was done with bone-in meat. With the fabrication of prime cuts, it could capture a bigger market such as hotels, restaurants, and meat shops.
Devising the chevon cutting scheme led to the standardization of Philippine cuts and the determination of premium cuts for food processors and consumers. The use of cutting schemes for chevon guarantees better recovery of meat, which could also transform the marketing of goat from the traditional way of selling it on a per head basis to retailing fresh or frozen chevon prime cuts.
The cutting scheme has generated premium cuts for the shoulder and neck, rack or rib, loin, leg, breast and fore shank areas. Different breeds have different percentage composition of each part, which can be used as baseline information for the standardization of prices for each cut. This will also ensure provision of a better pricing scheme as compared to the use of traditional cutting due to the quality of the meat such as leanness among others. In general, the overall presentation of the meat will command higher price.
Analysis of income from the traditional way of slaughtering was compared with that of the derived prime cuts fabricated and canned using a 45 kg goat with a dressing percentage of 65.57% and 28.37 kg meat recovery. The result of the analysis showed that the net income from traditional slaughtering was PhP 2,638.80 per head slaughtered with 34.24% ROI. When prime cuts were fabricated, the computed income was PhP 4,721.00 per head slaughtered with 79.48% ROI. Vacuum packaging the
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prime cuts, added value to the products, as the shelf life was prolonged and the meat was made aesthetically more presentable. This value-adding scheme, presented another potential goat-based enterprise that producers or wholesalers could engage in. Venues for technology dissemination
Ensuring that each technology developed would be usable to its target beneficiaries, the project team regularly participated in different venues for technology promotion. This way, the technologies were introduced and discussed to and learned by the raisers.
Technology generated on AI was introduced in a technology seminar during the 2010 and 2011 International Agrilink Show at the World Trade Center, Metro Manila. This activity paved the way to reach more technology takers from different provinces such as Laguna, Batangas, Davao, Pangasinan, Ilocos Norte, Ilocos Sur, and La Union, among others. To showcase the products of R&D among a wider set of audiences, the project allowed DA-RFU II to choose outstanding stocks of the project’s farmer- partners produced through AI and display them during the 7th National Corn Congress. Not only were the uniform outstanding characteristics of the AI- produced goats promoted, but also showed the integration of corn-goat production activity. The same technology was also presented during the 2011 National Science and Technology Week at the SMX Convention Center, Metro Manila. A topic on the commercialization of AI for goats was also presented during the 5th National Goat and Sheep Expo at Clark Air Base, Pampanga. The program leader had also been regularly invited to serve as guest lecturer on an agriculture-based radio programs for DZMM-ABS-CBN and ISU’s DWRE. Here, the goat program of the region was further promoted, generating more requests for information, technology, and services from the listeners.
Moreover, the result generated from the goat slaughtering and chevon cutting procedures was presented in an industry consultation initiated by PCARRD, where representatives from the Bureau of Animal Industry, Bureau of Agriculture and Fisheries Product Standards, and Livestock Development Council (LDC), and members of the Federation of Goat and Sheep Producers and Associations of the Philippines and food service providers were oriented on the cutting scheme and on chevon cuts developed. The activity was conducted in support to the proposed establishment of Philippine standards for chevon cutting scheme. After this consultation, a commercial farm engaged in slaughtering goat adopted the cutting scheme for its chevon retail enterprise.
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Results of the various researches conducted, giving emphasis to the approaches and strategies to achieve desired results were presented during the 2011 International Conference on the Innovation and Technology for Sustainable Development held at Bansomdejchaopraya Rajabhat University, Bangkok, Thailand. Aside from this, the members of the project technical team were also encouraged to present their works during in-house reviews, regional symposium of RD&E highlights, scientific conventions, and congresses.
To enhance technology promotion further, manuals, farm primers, and technology bulletins were packaged and published for students, farmers, entrepreneurs, and other small ruminant commodity enthusiasts. To date, there have been two manuals developed and five farm primers that are all indexed (ISBN) by the Philippine National Library for proper documentation. Aside from these, seven technology bulletins were also packaged.
A website, http://www.cvsrrc.info was also created in order to reach farmers who could not go directly to the center. With this website, more raisers could learn from different technologies that they could use to improve their raising practices as well.
Project Institutionalization
Project sustainability can only be achieved by conducting necessary measures that will ensure that project would continuously deliver its services. This can only be achieved by institutionalizing R&D initiatives that are proven effective and efficient in changing the quality of life of the people who depend on it.
In 2010, as the small ruminants industry in the valley had improved, the Cagayan Valley Small Ruminants Research Center (CVSRRC) was established through ISU Board Resolution No. 15. Thus, ISU through CVSRRC became the lead R&D institution that focused on small ruminants in the valley and was mandated to promote small ruminant production from a subsistence type into a viable livestock-based production.
Initiatives for technology commercialization
Technology utilization was one of the strategies that the project undertook in order to reap benefits from the R&D initiatives. Spin-off projects were packaged for technology commercialization. In 2011, two projects were approved and funded by BAR-LDC. The DA-BAR project aimed to commercialize AI for goat delivery systems to fast track the production of quality slaughtered goats in the rural areas of Region II. This project was jointly
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implemented by ISU and the provincial governments of Isabela, Cagayan Valley, Quirino, and Nueva Vizcaya. On the other hand, LDC funded an initiative to optimize all existing AI programs in Region II. The project aimed to strengthen participation of VBAIT under UNAIP.
Guarding the knowledge generated thru patent application
From the outputs of the R&D initiatives, novel results were evaluated for their merit to be patented. Through the assistance of the Intellectual Property Office and the Department of Science and Technology, eleven applications were drafted and submitted to include two trademarks, one invention, and eight utility models.
Reasons for management decisions or actions
The initiatives stated above were done to build up the small ruminants industry in Region II. Major problems on the production system had carefully been analyzed and solutions to them recommended. For instance, low production (high mortality rate, low slaughter weights, long breeding intervals) was solved through integrated goat management and S&T-based farming activities. Technology options were presented and the raisers were let to decide which among those technology mixes were applicable. As the production system improved, the problem on the absence of quality breeders to sustain upgrading was addressed through AI hence, reproductive performance of the stocks was improved. Product processing was also conducted to ensure ready market, wider market scope, and higher profitability. Entrepreneurial skills of the beneficiaries were enhanced and business coaching was conducted, establishing goat-based enterprises to augment their income.
The project was designed to be a training ground for university students, improving the quality of educational as well as instructional facilities and equipment.
Participation to different events, publication of different IEC materials, and the creation of a small ruminant website were done to promote the different technologies generated. Through these, more raisers had become aware on these S&T developments and they eventually learned and adopted to improve their farming activities.
Patent applications for novel information, products, and processes were facilitated to guarantee intellectual rights of the researchers who conducted the studies. This process was made prior to product commercialization.
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Consequences of management decisions or actions
Because of the improved production management system in goat and sheep raising, population inventory for 2011 shows that there was an increase in the number of commercial farms in Region II from 3,287 in 2010 to 4,590 in 2011; while there was decrease in the number of backyard farms from 113,566 to 110,700, according to the Bureau of Agricultural Statistics (www.bas.ipr/goat/2011). The survey also indicates that the population of goat raisers increased. This indicates that indeed, goat and sheep production has been transformed into a viable livestock-based enterprise.
The per head-basis marketing system for goat and sheep was also improved by implementing a per kilo basis of selling in some areas. Raisers were educated on the importance of pricing standards. At present, goat and sheep are sold on a per kilo basis, utilizing prime cuts that guarantee higher prices.
With the efforts for product development, commercialization of these products is now on its way. Future initiatives such as the establishment of a slaughtering and processing laboratory accredited by the National Meat Inspection Services will soon be realized as well as the development of other chevon and mutton canned products highlighting native dishes. These will all be conducted to link production to agribusiness to boost economic growth.
With its aim to improve the quality of education offered, the project became an instrument for the College of Agriculture to be awarded a Center for Development recognition and for CVARRD to garner PCARRD’s Best Consortium-Ugnay Hall of Fame Award.
CONCLUSION
The projects implemented in the region focused on the specific problems encountered by the raisers that hindered the full efficient production of goat. Through these projects, improvement on the level of production has been observed among the sites, where different RD&E initiatives have been implemented. The farmer-cooperators of the project also enhanced their competency and confidence on goat farming. These enabled them to be lecturers/resource speakers in technology forums, seminars, and lectures as they had already internalized the project-taught activities they did.
The implementation of the different goat R&D projects in the region strengthened the partnership of the different government agencies such as
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DA, SUCs, and LGUs. This partnership fostered counter-parting of financial requirements needed, facilities, manpower, and expertise among the entities. This also ensured the sustainability of the implemented projects once terminated as support would be visible among the major developers of goat industry. Institutionalization of the policies and strategies will define further development of the industry in the future.
The support from other key players in the region also ensured that the technology would be delivered to beneficiaries in the rural areas, where improvement is much needed as they are where the bulk of the production lies.
IMPLICATIONS
Making the small ruminant production a thrust of the government
Recognizing its importance as a catalyst of development in rural areas, LGUs involved in the project generated policies to make small ruminant production one of their commodity thrusts. This was brought about by the quality of outputs and with the capability of the project leader to show dynamism in the promotion of the technologies among the LGUs. For instance, the LGU-Echague, Isabela established a farm to showcase IGM and S&T-based Goat Production for its constituents. Moreover, the farm also served as a breeder production area for the municipality, wherein stocks produced were dispersed. To sustain AI as a breeding tool, participating provincial and municipal LGUs provided funds to purchase supplies and materials required.
Making good practices cascade in other regions
Because of the good practices shown in the implementation and management of the project, it served as a model to other regions where the small ruminants industry was still being developed. The program leader was always invited to share R&D management practices, approaches in networking and linkage, and technology development and utilization. A memorandum of agreement was signed among parties as a symbol of R&D collaboration and alliance. To date, the project extended its services to Regions I, III, IV-A, VIII, and CAR.
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Making the project multi-awarded commodity
From its implementation in 2005, numerous awards and merits have been received by the team, its members, and the project’s institution. There are now 25 awards received, among the highest honors are The 2008 CHED Best Higher Education Institution (HEI) Research Program, The 2010 CHED Best HEI Extension Program, The 2010 and The 2011 National Symposium on Agriculture and Resources Research Development Best Development Paper. Aside from this, the program leader was also awarded The 2008 Gawad Saka Most Outstanding Agricultural Scientist both in the provincial and regional categories. Moreover, one of the members of the project team was also awarded The 2011Best Researcher Award.
Making positive impacts on the government program
The positive impacts of the project obviously addressed three important programs of the government: 1. Food Security – through the intensified production of goat using improved integrated management and AI as a breeding tool and the product processing of chevon and mutton, the supply of quality slaughtered goat and sheep is assured; 2. Poverty Alleviation – by providing livelihood opportunities through AI services, fabrication of meat cuts, processing and canning of chevon, income for AI providers and raisers are increased and food on the table for their families is assured. In addition, more job opportunities are created as enterprises such as processed semen for sale, AI service for a fee, chevon canning and slaughtering, and retailing chevon using vacuum packaging are adopted; and 3. Support to Allied Industries – with the development of SemEx and the AI delivery system, the goat industry is equipped with a unified system of bringing quality genetics to the countryside. Moreover, the generation of data on various cutting schemes for different breeds will be valuable to the chevon processing industry. Consequently, the establishment of other allied enterprises ensures added income for the raisers. All these help establish a sustainable small ruminant industry, wherein the major gaps in the supply chain are effectively addressed.
RECOMMENDATIONS
With the positive outputs gained in the implementation of the project, it is recommended that these should be implemented in a wider area of coverage to benefit more goat and sheep raisers. In addition, the technology for product development should be passed to private individuals to create enterprises to assure commercialization. Through this, a wider market is expected and would boost production in the rural areas. Allied
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enterprises should also be improved to create sustained income. All these initiatives will be important in making the goat and sheep a vibrant industry.
REFERENCES
Balderama, J.S., D.D. Tang, G.G. Ludan and J. Mamalio. 2009. S&T Based Farm for the Production of Quality Slaughter Goats in Ballesteros, Cagayan. (PCARRD Funded; Terminal Report)
Bellen, A.M., A.T. Asuncion, J.N. Nayga and F. Kalitong. 2009. S&T Based Farm for Sheep Breeder Stock Production. (PCARRD Funder; Terminal Report).
Bureau of Agricultural Statistics. Inventory Production Report for Goats 2011. www.bas/iprg_2011.gov.ph
Cerbito, W.C., J.N. Nayga, E. Orden and J.M. Datuin. 2010. Rural Enterprise Development through Innovative Goat Production System. (PCARRD- ISU-CLSU- DA Funded; Terminal Report).
Cerbito, W.C., J.N. Nayga, E. Orden and J.M. Datuin. 2011. Upscaling Rural Enterprise Development through Innovative Goat Production System. (PCARRD-ISU-CLSU- DA Funded; Terminal Report).
Nayga, J.N. 2009. MAeetylicious meeeh: Harnessing Innovative Products from Mutton in Cagayan Valley. (Terminal Report; CHED funded).
Nayga, J.N. 2011. Enhancement of artificial insemination and meat processing technologies towards production of quality slaughter goats in Cagayan Valley. (Terminal Report; PCARRD- ISU funded).
Nayga, J.N. R.L. Azarcon, A.M. Balbin, M.R. Andres and B.B. Estrada. 2011. Technopreneurial Learning Project for Goats. (PCARRD- ISU; Terminal Report).
Philippine Council for Agriculture, Forestry and Natural Resources Research and Development (PCARRD). 2007. Philippine Recommends for Goat Production.
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Harmonizing Economic Profitability and Environmental Sustainability: A Management’s Commitment of an Agro-Industrial Project in Occidental Mindoro
Susanita G. Lumbo, Ph.D. 1 and Arnold N. Venturina, Ph.D. 2
ABSTRACT
This paper highlights the management principles and practices of an agro-industrial project (AIP) in its efforts to achieve economic profitability and environmental sustainability through organic and natural farming approaches. The business enterprise owned by a private entrepreneur covers an area of 234 hectare unclassified and open grassland rented through the Forest Land Grazing Management Agreement of the Department of Environment and Natural Resources-Region IV.
This case work aims to look into the AIP’s operations with the end-goal of identifying some management theories, approaches, and principles used. AIP’s vision, mission, corporate values, and rules were analyzed and determined if those were translated into AIP’s projects and activities. This further looks into the characteristics of the farm in terms of the mode of farming, cropping system, cultural farm practices, and resource management.
The study employed the triangulation method of generating data comprising of key informant interviews, focused group discussions, field observations, semi-structured interview schedules, and secondary data.
AIP envisions to be the best natural and organic farm/ranch in the island of Mindoro. Its mission is to run a highly profitable business operation for all involved through the production and marketing of branded, guaranteed, and certified natural agricultural products. It endeavors to provide
1 Director for Research, Development, and Extension, Occidental Mindoro State College, San Jose, Occidental Mindoro 2 SUC President II, Occidental Mindoro State College, San Jose, Occidental Mindoro
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the workforce with complete benefits and adequate income for dignified living and opportunities for holistic personal development. It is committed to share generated and tested technologies to improve income and quality of life in the community. Results reveal that the AIP’s operations were anchored on its vision and mission; guided by its corporate values.
AIP is guided by the following corporate values: 1. Faith in God’s Divine Providence; 2. Personal sanctification through work; 3. Industriousness and diligence; 4. Excellence and attention to small details; 5. Social responsibility to the community; 6. Environmental sustainability through natural practices; and 7. Living up to the teachings of patron saints like the Blessed Virgin Mary.
AIP adopted cropping systems, farm practices, and resource management that adhered to the principles of sustainable agriculture such as ecologically sound, socially equitable, culturally appropriate, and suitable technology.
Management of AIP utilizes the learning organization perspective, systems approach, and participatory approach. These management approaches and practices are blended into one which is pro-God, pro-people, and pro-environment. Policies must be instituted to promote a wider participation of the private sector in revitalizing the remaining denuded forests in the country to contribute in attaining environmental sustainability and food security.
RATIONALE
The Philippines faces multiple nationwide challenges such as mitigating climate change, managing the natural resource base, and meeting food security. Sustainable development, which dominated discourses in the past two decades remains the guiding principle in coming up with solutions. Advocates of this concept contend that ensuring food security and maintaining natural resource conservation and environmental protection can be made possible through the convergence of development efforts of all sectors (Lumbo, 2001).
Sustainability is every person’s responsibility. It gives prime importance to stewardship of both natural and human resources. On the one hand,
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stewardship of human resources is a social responsibility of ensuring health and safety of the present and future generations. On the other, stewardship of land and natural resources is enhancing this vital resource base for the longest possible time (Feenstar., et al., 2012).
There is a growing concern among business executives to balance the need to generate wealth and to provide greater satisfaction to the customers and contribute to attaining environmental sustainability. PCARRD (2010), however, reports that the private sector, nowadays, is less involved specifically on climate change mitigation. According to Miranda and Miranda (2002), a socially responsible management can achieve greater success not only by being able to meet and conquer problems directly affecting the business enterprise, but by meeting certain social challenges through community involvement as well. This suggests the social responsibility of business enterprises to balance their interest on making profits and contributing to community development.
The Agro-Industrial Project (AIP) in the province of Occidental Mindoro is a private enterprise that endeavors to harmonize economic profitability and environmental sustainability. The social responsibility it performs is anchored on the “public view” (Fajardo, 1997). AIP also strives to contribute to the improvement of the quality of life in the community.
This case work endeavors to analyze the management strategies employed by the private enterprise in establishing harmony between its business operation and public interest. Results of this study could be used in formulating policies that encourage a wider participation of the business sector in sustainable community development. In addition, results generated could be utilized for research and development initiatives that require investments of the private sector.
OBJECTIVES
The general objective of this study is to determine the management approaches and practices employed by the agricultural enterprise.
Specifically, this study endeavors to: 1. Describe the enterprise through its vision, mission, and values; 2. Characterize the agricultural projects in terms of cropping system, cropping pattern, cultural management practices, and resource management; and 3. Identify the best management practices and their policy implications
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METHODOLOGY
The study employed the triangulation method composed of: key informant interview, focused-group discussion, field observation, and the use of semi-structured interview schedule and secondary data.
DISCUSSIONS
The Agro-Industrial Project (AIP)
AIP is owned by a sports enthusiast-entrepreneur, who hails from mainland Luzon. It covers an area of 234 hectares of unclassified and open grassland situated in Sitios Amaling I and II, Barangay Manoot in Rizal, Occidental Mindoro. The area is rented through the Forest Land Grazing Management Agreement with the Department of Environment and Natural Resources-Region IV. The area covered was formerly under the Provisional Pasture Permit No. 189 of another person, who relinquished all his rights and interests including improvements in favor of the health industry veteran in 1996. Later, this health industry veteran also relinquished all his rights to his sports enthusiast friend.
The approved pasture application shows that the area is intended for agro-livestock projects following the management principles: 1. Concern for the environment; 2. Use of natural farming technologies; and 3. Community development.
These principles speak of the social responsibility the management of AIP is committed to achieve. The first principle communicates the business enterprise’s intention to engage in various agricultural projects that promote environmental sustainability. Among the activities listed AIP intends to do are reforesting, planting of lumber and fruit trees, propagating bamboo, and planting of grasses and legumes for forage, and stabilizing the slope. Preservation and development of existing natural water resources and fire prevention practices shall also be done.
The second management principle shall be realized by employing only natural and organic farming methods in animal and crop production. This implies that no synthetic chemicals shall be used in all aspects of farming.
The third management principle outlines AIP’s concern for the welfare of the community. It shall endeavor to transfer effective all-natural and organic farming technologies through seminars, livelihood projects for natural and organic products with production agreements, and socio-cultural
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development projects in support of the indigenous community, particularly the Buhid Mangyans, whose communities surround AIP’s location. AIP’s dictum is “Do first and then teach.” It suggests that technologies promoted are only those tried and found effective by the enterprise.
Vision and Mission
AIP’s operations are also guided by its vision and mission. It envisions to becoming the best natural and organic farm/ranch in the island of Mindoro. Its mission is to run a highly profitable business operation for all involved through the production and marketing of branded, guaranteed, and certified natural agricultural products. For community and employee development, it endeavors to provide complete benefits to its work force and partners; provide opportunities for adequate incomes for dignified living; provide opportunities for holistic personal development; and share tested technologies with the community to improve incomes and quality of life.
Management Values
The AIP management values communicate what the business enterprise stands for. These are: (1) Faith in God’s Divine Providence, (2) Personal sanctification through work, (3) Industriousness and diligence, (4) Excellence and attention to small details, (5) Social responsibility to the community, (6) Environmental sustainability through natural practices, and (7) Living up to the teachings of patron saints: Blessed Virgin Mary, St. Josemaria Escriva, Bishop Alvaro del Portillo, St. Michael the Archangel, and Guardian Angels.
The AIP management is a devout-Catholic. The faith is mirrored in the kind of activities the AIP engages in and the manner it relates with the personnel and the community. It can be gleaned from the vision, mission, and values that the AIP is pro-God, pro-people, and pro-environment.
The Management of Agro-Industrial Farm
The Personnel
The employees are the most important productive resources of any organization. They are capable of attaining peak performance given the right training and good environment. Good human relations ensure productivity. The Theory Y of McGregor assumes that, if management will only provide the proper environment to release the people’s potential, work for them will become natural and spontaneous like a play, rest or relaxation. Under this theory, management believes that workers will exercise self-
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direction and self-control in the service to which they are committed (Zulueta, 1999).
The AIP employs sound personnel management. It provides its employees complete benefits and opportunities for adequate and dignified living. It also gives them opportunity for holistic personal development. They are sent to seminars and trainings for continuous capability building while their children are given scholarship grants. This explains why the personnel are well-motivated and loyal to their employers. Even with very minimum supervision; the owners come once a month only, the personnel effectively and efficiently accomplish the tasks expected of them.
One best practice of AIP is ensuring that all their personnel are physically healthy. For instance, the management brought the personnel in- charge in organic fertilizer found to have poor vision Manila for treatment.
It can be gleaned that the AIP management makes use of Theory Y in dealing with its people. The personnel are happy and satisfied with the way they are treated by their employer. The central principle derived from Theory Y is integration: the creation of conditions that the goals of the enterprise and the employees are successfully attained.
The Environment
For any organization to succeed in attaining its mission there must be clear goal accompanied by set of rules to encourage performance and productivity among concerned individuals. The AIP has clear goal of achieving economic profitability and environmental sustainability. It shall produce high quality and high value natural agricultural products but shall adhere to farm practices that are environment-and human-friendly. The AIP is committed to do natural and organic farming only.
A. Rules 1. No burning to dispose of wastes 2. Zero waste; find use for everything 3. No hunting and shooting of animals 4. Apply 6s for productivity: sort, set to order, shine, sanitize, standardize, and safety
Similarly, rules on work animals are laid down. There is standard operating procedure to follow in terms of maintaining animal health and nutrition, work hours, housing, handling and care, and income generation. There is also a set of rules in the care and management of equipment and tools.
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B. Security Procedures
1. No smoking, drugs, gambling, and drinking inside the ranch. 2. No burning inside the farm. 3. Inspect all fences at least twice a week. 4. In case there are intruders or trespassers, (a) report to the barangay hall and blotter, and (b) talk to the person and warn him. 5. Maintain a fire line to avoid brush fires four meters on each side with a budget amounting to PhP5000 per year. 6. Develop a gate, road and rail system. 7. Plant bamboo and “kakawate” in fences. 8. Plant bamboo in eroded areas. 9. Rehabilitate the spring areas and delineate a watershed area for water security. 10. No hunting or shooting except in self-defense.
The foregoing AIP’s security procedures reflect the AIF’s high regard for people’s welfare and environmental stability:
C. Planning process
The AIP makes use of the participatory approach in planning. The management encourages participation of the personnel in planning and decision making. The following procedure is used.
1. Problem identification. The employees are tasked to get the facts and define the problem and its parameters accurately. 2. Generation of ideas. This requires nominal group technique. Various ideas are generated first before evaluation is done. 3. Evaluation of all generated ideas to get the best solution.
D. Linkages
The AIP’s maintains its good relation with the local government. It participates in socio-civic and cultural activities. The Municipal Agriculture Office of Rizal (Occidental Mindoro) granted the AIP with machinery for organic fertilizer production in recognition of its benevolent contribution in promoting sustainable agriculture in the locality.
E. Research and extension
The AIP recognizes the importance of research in the growth of the enterprise. It sent its staff to various trainings on natural and organic farming
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in Manila and Davao. Right now, the AIP is developing a farm-based organic fertilizer- a hybrid of tested technology and an indigenous one. They are still doing some efficacy trials before sharing it with the community.
The AIP now opens its doors to educational institutions like the Occidental Mindoro State College (OMSC) for possible partnership and collaboration in community development work particularly in research and extension. Just very recently, it helped OMSC in the conduct of seminar on integrated pest management and organic vegetable farming in Barangay Manoot.
Management Organization
Various studies have been made on the best system to manage an organization like a business enterprise. AIP employs a learning organization characterized by five elements such as team-based structure, open information, decentralized decision making and participative strategy, empowered employees and shared responsibility, and strong, adaptive culture (Daft, 2002).
In the AIP, the personnel are given the authority and responsibility to make decisions. They participate actively in identifying and defining the problem and its parameters accurately and in evaluating all generated ideas to get the best solution. The management also encourages the employees to have optimistic attitude towards planning and to be open-minded, and always believe that everything is possible.
The AIP management likewise encourages unity and teamwork within the group while focusing on the mission. The employees must exhibit model behavior and establish good community relations. They are prohibited from drinking liquor, smoking cigarettes, and gambling inside the farm and even in their private homes.
Information is widely shared among the employees for them to be aware of what is going on and to help in problem solving. They are however directed to be security conscious in terms of providing outsiders information on financial matters, plans and even personal information. For studies like this, they reveal information on need- to- know basis only.
The AIP promotes an egalitarian culture. It develops a sense of family and community among its employees. It radiates love and compassion for one another.
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Leadership style in the AIP is supportive and participative as identified in Martin Evans and Robert House’s Path-Goal Theory. It is supportive because AIP management shows concerns for the well-being and personal needs of employees and establishes cordial relationship with them. On the other hand, it is participative because management consults the personnel or encourages their active participation in decision making.
Characteristics of the AIP’s Components
The AIP is composed of various component projects such as rice, onion, garlic, watermelon, dragon fruit, papaya, sweet potato, and other vegetables. The rolling area is planted to mahogany and horse radish (malunggay) plantation. It has also cattle, small ruminants (goat), swine, and poultry.
The various farming activities will be characterized in terms of mode of farming, cropping system, cropping pattern, cultural management practices, and resource management. This is done to determine if the AIP adheres to its commitment to attain economic profitability and environmental sustainability through natural and organic farming system only. Table 1 summarizes the characteristics of the component projects.
Table 1. Characteristics of the AIP component projects. 1. Mode of farming - low-external input, diversified, organic, and natural farming 2. Cropping system - diversified, multiple, crop rotation, alley cropping and multistory for upland areas 3. Cultural farm practices a. Seeds and varieties - Inbreed, native b. Tillage practices - Minimum, zero c. Weeds and weed control - Mechanical (hand pulling and use of bolo, cultural like mulching d. Fertilization and fertilizers - Terra Freta, Bokashi, vermin- compost e. Pest & diseases and control - Use of Oriental Herbal Nutrients (OHN), botanical, IPM f. Water management - Use of drip method, repair canals g. Nutrient management - Use of fermented plant juice, re- fertilize, plant vertices and bamboo in eroded areas h. Soil management - plant drought prone crops, plant grasses
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4. Resource Management a. Drainage and irrigation - Rehabilitate spring areas, delineate watershed, repair canals b. Livestock - Animal health and nutrition care, adequate housing, work-hours policy, handling and care c. Crop residues handling - No burning, zero waste, used as practices feed stock, ingredient in organic fertilizer production d. Manure handling practices - Used for organic fertilizer production e. Farm equipment and - Set policy on care and machineries maintenance
The data show that the mode of farming, cropping system, cultural practices, and resource management employed by the AIP are all environmentally friendly. Considering the indicators of sustainability (Perlas, 2012) such as ecologically sound, socially just/equitable, culturally appropriate, and appropriate technology, to name a few, it is safe to say that the AIP adheres to the principles of sustainable agriculture.
It can be gleaned from the table that the business enterprise is in the right direction of achieving its vision and mission particularly in terms of efforts made to help preserve environmental resources. With regards to economic profitability, the management revealed that it not yet attained as income is still break-even. Many project components are still in the gestation period where net returns can be achieved in the coming years. In addition, the enterprise’s efforts in its first years of operation are focused on rehabilitating the denuded forest, capacity building of employees, and purchasing of facilities.
Looking at the manner the AIP manages every detail of the enterprise from goals, personnel, activities, and community involvement, it can be drawn that the enterprise also makes use of systems approach to management. It ensures that every aspect of the AIP contributes to its ultimate aim: achieving economic profitability and environmental sustainability. The manifestation and influence of management values on its activities are evident. This study concludes that the AIP is pro-God, pro- people, and pro-environment.
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Best practices
The best practices identified in the management of AIP are the following: 1. The practices and activities of the business enterprise point to its ultimate goal of harmonizing economic profitability and environmental sustainability. 2. Profits are set aside first in favor of adoption of purely organic and natural farming practices. 3. Some noted management theories are identified in the organization like Theory Y, participatory management, and systems approach but all these blend into one that is pro-God, pro-people, and pro-environment management approach.
Policy implication
1. The rules and regulations and requirements for pasture can be simplified to encourage the private sector to get involved in a similar undertaking. 2. The business sector that is actively involved in environmental protection advocacy can be tapped in R&D initiatives particularly on climate change mitigation given the right motivation.
CONCLUSIONS
Based on the findings generated in this case work, the following conclusions are drawn:
1. The enterprise has a clear vision, mission and values that give directions to its activities. These communicate what the enterprise is especially the social responsibility it performs. They are all geared towards harmonizing economic gains and environmental protection initiatives.
2. The agricultural projects of the enterprise employ natural and organic farming approaches. The principles of sustainable agriculture are practiced.
3. The best management practice is the blending of approaches and practices that are truly pro-God, pro-people, and pro-environment.
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RECOMMENDATIONS
1. Provide friendlier rules and regulations and requirements for pasture to encourage the private sector to get involved in a similar undertaking.
2. Give more incentives to business enterprises with strong advocacies for environmental conservation like tax rebates.
3. Encourage wider participation or involvement of the business sector in R&D initiatives particularly in climate change mitigation.
REFERENCES
Daft, R. 2002. Management. 5th Edition. Manila: Thomson South-Western.
Fajardo, F. 1997. Management. Manila: Rex Book Store.
Feenstra, G., Ingels, C. and Camphbell, D. UC Sustainable Agriculture Research and Education Program, University of California, Davis, CA 95616, (530) 752-7556. March 20, 2012.
Lumbo, S. 2001. “LGUs NGOs, and FOs Partnership in the Integrated Pest Management for Rice Project in Occidental Mindoro, Philippines.” Unpublished Ph.D. Dissertation. University of the Philippines Los Baños, College, Laguna.
Miranda, G. and Miranda-Gow, C. 2002. Management Principles and Practices. Updated Edition 2002. Biñan, Laguna: L & G Business House.
Perlas, N. The Seven Dimensions of Sustainable Agriculture. Center for Alternative Development Initiatives. March 20, 2012.
Philippine Council for Agriculture, Forestry and Natural Resources Research and Development. Philippine S&T agenda on Climate Change in agriculture, forestry and natural resources sectors (2010-2016). Los Baños, Laguna: PCARRD-DOST, 2010. 122p. (Book Series No. 180/2010).
The Conservation Farming in the Sloping Lands Technical Committee. The Philippine recommends for conservation farming in the sloping lands, Vol. 1: Contour farming. Los Baños, Laguna: PCARRD-DOST,2008. 98p.- (PCARRD Philippines Recommends Series No. 89/2008; Reprinted).
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Zulueta, F., De Lara, G. and Nebres A. 1999. Management Theories and Practices. Mandaluyong City: Academic Publishing Corporation.
ACKNOWLEDGMENT
The authors wish to extend their heartfelt gratitude to the AIF’s personnel Mr. Dionesio Samino, Mr. Florentino Alingcumot, Paquito Arevalo, and Ms. Melody C. Torres for generously provided the needed information. The following are also acknowledged for their help that contributed in the realization of this endeavor: colleagues Mr. Garry L. Calitang, Mr. Nelson A. Orfiano, and Ms. Mary Yole Apple M. Declaro-Ruedas, and Community Organizing students, Batch 2012- especially Brian T. Samino, Jessalyn S. Nieves, and Nora A. Balsaki.
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CHED-DMMMSU Client Partnership’s Silk Technology Promotion and Commercialization: Nurturing Social Responsibility of R&D Managers as Catalysts for Livelihood Generation and Climate Change Adaptation
Cristeta F. Gapuz, Ph.D. 1 and Francisco V. Gapuz, Jr., MSc 2
ABSTRACT
Sericulture is an agro-based, labor-intensive industry that has socio-economic and environmental potentials supportive of the Philippine government and other countries’ programs on poverty alleviation, gender and development, and environmental concerns for climate change adaptation and mitigation.
The Don Mariano Marcos Memorial State University (DMMMSU), Sericulture Research and Development Institute proposed a project to the Commission on Higher Education (CHED) in 2007. It was approved and implemented with a budget of PhP 1.5 million. The project employed various strategies that resulted to its impressive output despite constraints.
This paper presents the research and development (R&D) management practices and strategies employed in the implementation of the CHED-funded project entitled, “Silk Technology Promotion and Commercialization: CHED-DMMMSU Strategy for Employment Generation of Young Graduates as Agribusiness Entrepreneurs and in Support to Republic Act 9242” by the Project Director, Dr. Cristeta F. Gapuz. This also presents a bird’s eye view on the project that institutionalized the CHED- State Universities and Colleges (SUC)-Farmers Partnership Scheme at DMMMSU to develop farmers as agribusiness
1 Chief, Research and Development Division, DMMMSU-SRDI and Project Director, DMMMSU-CHED Sericulture RD&E Project 2 Section Head, Silkworm R&D Project Leader on Third Instar Larvae Production and Project Manager of three CHE-DMMMSU sericulture RD&E project sites
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entrepreneurs using sericulture as a tool and in support of RA 9242 and climate change adaptation.
On its implementation strategies was the management system for cocoon and silk fabric production anchored on the third instar larvae production and distribution system. The project employed management strategies and best practices such as resource generation; sharing and complementation; modified holistic approach for planning and implementation; integrated R&D; institutionalized supervised credit assistance scheme; farmers’ capability-building with on-farm training; mandatory client partnership; institutionalized support systems on research, development and extension; and production support systems and promotions. In order to enhance the attainment of the project targets and promote social responsibility, 10 researchers were assigned as project managers in 13 extension farms, while ten project leaders were assigned in each project component or support activity.
The above project management practices and strategies resulted to the conduct of researches which increased the concerned R & D Managers’/researchers’ outputs and social responsibility in promoting livelihood generation and climate change adaptation and mitigation using sericulture as a tool and at the same time garnering international research awards and outputs relevant to attainment of institutional objectives and performance indicators for SUC leveling.
In addition, such management strategies enabled the project to produce a total of 1,316 kilograms fresh cocoons valued at P184,240 and 146 kilograms raw silk valued at P365,000.00 and 2,190 meters 100% silk fabric valued at P1,533,000 from March 2009 to November, 2011,. In support to climate change adaptation and mitigation. The 44,050 mulberry trees planted in the different areas has a total carbon dioxide sequestration of 173 tons per annum at a rate of 54 tons per hectare per year. Thus, sericulture should be supported and included in national and local socio economic programs for environmental sustainability and livelihood generation.
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RATIONALE
The abrupt decline in the budget of the Sericulture Research and Development Institute, Don Mariano Marcos Memorial State University has greatly affected the implementation of sericulture RDE projects of which among the activities most adversely affected is technology refinement, utilization, transfer and commercialization. As such, this has affected the number of successful technology acceptors/clients especially those in the raw materials production base like the farmers who plant mulberry trees, rear silkworms and produce cocoons used for silk yarn and silk fabric production. The lack of funds has also affected the productivity of the Institute’s R & D Managers, researcher/extensionists and R & D support staff.
Continuing resource generation through proposals in support to R & D/E was done however, budget releases were low compared to the activities that should be undertaken. Through the support of Vice President for R & E Dr. Florentina S. Dumlao, a proposal was submitted to the Commission on Higher Education which was eventually approved with a budget of 1.5M in September 2007.
The DMMMSU- SRDI created through RA 7359 under the authorship of Congressman Victor F. Ortega and the late Congressman Jose D. Aspiras, is envisioned to be the Center of Information for the sericulture industry in the country. Equipped with basic facilities for research, training and extension functions and manned by 154 technical support staff, SRDI implements R & D/E programs in sericulture. Among its outputs, five promising mulberry varieties and 108 open pollinated varieties, four of most promising silkworm hybrids DMMMSU 346, DMMMSU 203, DMMMSU 406 and DMMMSU 408) are utilized for commercial cocoon production, while Germplasm maintenance is done with 12 bivoltine and three multivoltine purelines, six are under purification and 242 silkworm hybrids have been developed. Likewise, various package of technologies on mulberry leaf production, silkworm rearing/cocoon production, silkworm egg production, processing and distribution, cocoon processing and silk fabric production/product development creating various types of a abel iloko 100% silk fabric, products and by products have been developed.
Employing various management practices and strategies, this project institutionalized the CHED-SUC/DMMMSU-Farmers Partnership scheme to develop model farmers using sericulture as a tool and in support to RA 9242. This project intends to demonstrate the viability of sericulture for commercial cocoon production to initially ten farmers integrating the conduct of research and extension activities where applicable. The CHED fund support provides the seed fund for Sericulture R & D and assistance for establishment of model
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farms/farmers thru the loan collections and income from the project. To date, the total number of farmers assisted is thirteen, coming from Balaoan, Bacnotan & San Gabriel, La Union.
This project employed a total integration of the R & D continuum, available package of technologies appropriate for the target clients like mulberry production, silkworm rearing/cocoon production and cocoon/silk processing technologies, maximizing the use of institutional and farmer- client resources.
OBJECTIVES
This paper aims to:
1. Share the RDE management best practices, strategies and innovations developed and/or adopted in the CHED-DMMMSU silk technology commercialization project as it relates to social responsibility of R & D Managers and present some project accomplishments;
2. To present the policy implications and recommendations for future national RDE planning, socio-economic, sustainable development and climate change programs development.
METHODOLOGY
Project Background
This Management Experience is based on the implementation of the CHED funded project entitled, “Silk Technology Promotion and Commercialization: CHED-DMMMSU Strategy for Employment Generation of Young Graduates and Others as Agribusiness Entrepreneurs and in Support to RA 9242” by the Project Director, Dr. Cristeta F. Gapuz.
The project was envisioned by then Proponent and Project Director to institutionalize the CHED-SUCs/DMMMSU-Private Entrepreneur Partnership Scheme with integrated conduct of R & D while assisting DMMMSU graduates and others as Agribusiness Entrepreneurs using sericulture as a tool in support to RA 9242. It also further aimed to demonstrate the viability of sericulture as an industry for commercial cocoon production providing additional income to farmers as cocoon producers within a two-year period then continuing integrating R & D following the R & D continuum. With the provision of funds, this was also envisioned to enhance the productivity of R & D Managers by
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enhancing their commitment and social responsibility empowering them with the availability of additional resources.
This paper is being presented in order to present the RDE management best practices and strategies adapted for Sericulture as a new commodity in order to create further awareness among R & D Managers, Administrators, Researchers and Extensionists and other decision makers that amidst internal and external constraints and challenges, outputs can still be realized contributing to attainment of institutional objectives. This emphasizes that R & D Managers can respond to such with increased resiliency nurturing them to become more socially responsible as generators of knowledge and technologies and as frontline agents of change for socio-economic development for the benefit of clients providing a positive image to the bureaucracy and the country as a whole through R & D Management.
Pre-implementation
Environmental scanning, assessment of the strengths, weaknesses, opportunities and threats of the silk industry and prevailing problems at the local, national and international levels was done out of which a project proposal was drafted and which was later adjusted based on the available fund provision.
Implementation Phase
The work and financial plan as approved by the Commission on Higher Education was followed during the project implementation anchored on the various project components as specified in the project proposal. Appropriate actions were undertaken as a result of monitoring and evaluation and as problems arise.
Post-Project Duration Phase
Post project duration activities are being implemented as specified in the approved project proposal which is a built in strategy for sustainability of R & D activities.
RESULTS AND DISCUSSION
The implementation of the different project components from Silkworm breeding, egg and silkworm larvae production, cocoon production, capability building and technical as well as financial assistance to farmer beneficiaries, establishment of rearing houses, marketing assistance on
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cocoons produced, raw silk and 100% silk fabric production, conduct of support R & D, and monitoring and evaluation were done employing the R & D management practices and strategies as they are necessary on a case to case basis.
Management Best Practices and Strategies
1. Modified Holistic Approach for Planning and Implementation was used which considered prevailing problems at the local, national and international levels. The situation calls for programs that support industries like sericulture that could contribute to addressing issues on sustainable environment like climate change, poverty problems, unemployment, underutilized lands and utilization of other locally available resources as well as manpower. This requires a participative approach towards the attainment of objectives by the engine of growth. In this case, the DMMMSU SRDI at the host institutional level, the Commission on Higher Education as the source of fund and the private sector partners, the Project Beneficiaries/Farmers Cooperators as Model Farmers to operate their Model Farm Sericulture Enterprise using DMMMSU SRDI sericulture technologies. Model Farmer does not only commercialize the existing sericulture tech. but also serve as the partner for Technology Refinement, packaging, transfer and commercialization.
2. Resource Generation
Among the management practices adopted is continuing resource generation as such, the RDD Chief, Dr. Cristeta F. Gapuz prepared a project proposal with the support of Vice President Dr. Florentina S. Dumlao and assistance of few SRDI staff in July 2007 revised last August 2007 and eventually approved with a budget of 1.5 M in September of the same year.
Looking back, the finalization of the proposal for final action by CHED Central office was a real challenge for us since that final day (August 9, 2007) the Ilocos Region was being attacked by typhoon Dodona hence, work was only half day as announced by the Office of the President. But we had no choice except to continue with the finalization of the proposal since the deadline is August 10 and we have to finish before 2 AM so that we could request then DMMMSU Board Secretary now DMMMSU NLUC Chancellor Dr. Jaime Manuel to hand carry it for submission to CHED since DMMMSU is having a board meeting the same day.
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We were blessed because we were able to finish it before 2 AM and Mr. Gapuz, one of the two who helped in the finalization was able to bring it to Dr. Manuel’s house before they left for CHED Manila.
Since our request for a vehicle and driver to ferry our secretary, Mrs. Regrinding who did the final encoding was not granted, we had to bring her home to Balaoan amidst heavy rains of typhoon Dodona using our own car. Such was another great experience in R & D management, flexibility and patience were employed.
For a new commodity like sericulture whereby insufficiency of funds for R & D and other support systems is a major problem, Resource generation is always necessary. As such, with the approval of the CHED-DMMMSU sericulture RDE project, the much needed basic nurturing input for R & D Managers to become more productive and socially responsible was provided. This provided inputs for basic operating expenses in R & D above the meager regular budget.
3. Institutionalized Supervised Credit Assistance Scheme
Financial assistance in the form of interest free loan of forty nine thousand pesos (49,000.00) was given to initially ten farmer cooperators and additional two farmers with partial a ailment. The loan was given on a supervised scheme whereby the total amount is given in kind for materials on mulberry production like mulberry saplings, fertilizers, silkworm rearing house of 20,000 pesos, rearing implements, supplies and materials. The loans are collected at 10% from total cocoon sales on the first year and 20% on their total sales on the second year and onwards. As an incentive, only P40,000 from the P49,000 loan is being collected while the silkworm larvae to be reared on the first year was given for free.
This component increased the sense of social responsibility of R & D Managers for technology transfer in the sense that every input has to be provided at appropriate quantities, time and duration coupled with adequate technical assistance and other means of support to sustain and further encourage the cooperators.
4. Farmer’s capability building
Lectures on mulberry production and silkworm rearing followed by on- farm training whereby the farmers are given close technical assistance on their sericulture enterprise venture were provided to farmer clients, to the farmers.
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5. Mandatory Client Partnership
In order to avoid the ill effects of dole out system and to make the farmers feel their responsibility and value their new venture, a Memorandum of Agreement (MOA) is explained and signed between DMMMSU-SRDI of which the farmer is required to have a counterpart from mulberry establishment like land, labor other materials inputs which is also true for rearing house construction up to silkworm rearing. While the dole out system is not practiced, the project as incentive gives the silkworm larvae free of charge on the first year while nine thousand pesos from the P49,000 shall not be collected as loan.
6. Institutionalized Support Systems on Production and Project Sustainability:
a. Institutionalized R & D support The project integrates appropriate R & D activities with the farmer and technical men in the Institute as partners in the process. Appropriate technology refinement to repackage existing sericulture technologies to address any part of the technology that could be improved to lower production cost at higher production is an integral part of the project implementation.
b. Institutionalized mulberry sapling production and distribution – farmers are given ready to plant mulberry saplings good for ¼ has produced at SRDI and is a part of the credit assistance.
c. Institutionalized silkworm egg production – breeding and production of silkworm F, three-way and double-cross silkworm egg hybrids is done at SRDI intended for farmers.
d. Institutionalized Third instar silkworm larvae production and distribution – DMMMSU-SRDI hatches the silkworm eggs and rears the silkworms up to third instar employing young age rearing techniques to ensure healthy larvae for distribution to farmers at a minimum of 2 boxes per ¼ ha mulberry with 5 rearing seasons in a year.
e. Institutionalized Marketing assistance All cocoons produced by each farmer is bought by DMMMSU- SRDI under the project fund at a cost of P140/kg is provided for the project.
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f. IEC materials preparation To facilitate technology dissemination, technology posters, flyers, and a project management report in video format were prepared on mulberry production, silkworm rearing and cocoon production as well as on silk processing and silk fabric production..
7. Promotions
Popularization of sericulture and dissemination of R & D outputs is done through mass media in cooperation with the ABS-CBN in the TV patrol Northern Luzon, GMA 7 in the August 2009 episode of Born to be wild with Doc Fords.
Participations through Multimedia presentations and distribution of posters and flyers during regional, interregional, national and international scientific conferences and R & D symposia is also done. In fact the research on 100% silk fabric products with kukus design (which also used silk produced from this project) a research by Mrs. Nile, Engr. Elfin and Mr. Labuan garnered first prize in the DOST’s interregional invention contest (Creative Research category) and second prize in the DOST’s National Invention contest last November 2009).
Likewise, the research paper entitled, Sericulture for Sustainable Environment and Income Generation-The Case of the CHED-DMMMSU Sericulture Project was presented in an international conference and was awarded the First Place/Diamond Award last 2011 at the Asian Conference for Academic Journals and Higher Education Research and Asian Conference for Research Journalism.
This is among the tangible evidences of nurturing the social responsibility of R & D Managers since apart from active participation in the project implementation as Project Director, Project Leader and Manager, they also act as frontline researchers to help promote sericulture as an industry. Such a report is the first of its kind in the country.
Finally, the component paper of the project entitled, Silk Technology Packaging, Technology Transfer and Commercialization: The CHED- SUCs/DMMMSU-Client Partnership-A Management Experience presented by the Project Director won the Copper Award for the Agnes Sequin International Video Award during the International Conference on Higher Education Research last May 01, 2010.
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8. Further Project Sustainability
Post project duration activities are being implemented with the continuing technical assistance, supply of third instar silkworm larvae to the farmers recruited during the project implementation duration. Full marketing assistance is also being undertaken with regards to the buying of cocoons from the farmer cooperators then at P 140.00/kg. As a continuing support, DMMMSU, under the administration of President Benjamin Spatula is already implementing the increased price of fresh cocoons produced by farmers at P 160.00/kg.
Likewise, as a means of sustainability, collection of amortization of loans given for the technology transfer inputs of each sericulture entrepreneur are being collected every time they sell cocoons at 20% of the gross sale amount.
As a legacy of the CHED-funded sericulture project as planned and specified in its approved proposal, the project has to continue CHED- DMMMSU- Private Entrepreneur Partnership as among the solutions on lack of funds from the regular budget, additional farmer cooperators are being assisted. As such, last March 2010, as a result of the radiation effect of the project, another farmer, Rosario Bizarre of Lacing, San Gabriel, La Union became interested and now being assisted in her Sericulture venture.
Management Actions on Problems Met
At the start of the project, the recruitment of qualified DMMMSU graduates as beneficiaries was difficult even with the long list of Agriculture graduates taken from the Registrar’s office in barangays which are only near DMMMSU-SRDI. These were due to unavailability of time by the graduates, unavailability of land owned by their families as well as lack of support manpower within their family. Hence selection then included non-DMMMSU graduates and spouses of Institute staff. Initial performance then of the first batch of farmers encouraged others to join hence the project exceeded its target beneficiaries.
Another problem was on some farmers not being able to rear silkworms within the schedule. This was addressed by holding of meetings by the project Director in their respective barangays and with follow up and continuing assistance by project leaders.
The sericulture RDE activities in the different project sites as well as at DMMMSU-SRDI necessitates that technical and support staff has to report beyond working hours as well as during Saturdays, Sundays and holidays.
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Hence the implementation of flextime or compensatory time off was adapted.
The following are some of the accomplishments of the project as reported by Gapuz, et. al. (2011) in their CHED-DMMMSU sericulture project. They reported that the twelve project beneficiaries who are already producing cocoons in their sericulture venture specifically on commercial cocoon production alone derived subsidiary incomes from their sericulture activities ranging from P 3,990 to P12,390 with ROI of 18-117 /annum for 2009. For CY 2010, income ranged from P2,030 to P12,124 with ROI of 5 to 42. This excludes the value of mulberry cuttings sold as firewood or just utilized by their respective households, including the intercropped cash crops in the case of one site.
A total of 87 silkworm rearing were undertaken by the sericulture entrepreneurs with the amount of silkworm reared in boxes (20,000 worms/box) with varied quantity of silkworm reared indicating their differing adaptation behavior to the sericulture technology. This indicates that the adaptation to sericulture technology is highly affected by prevailing conditions of which a client and other support systems for technology transfer by the Don Mariano Marcos Memorial State University through the Sericulture Research & Development Institute with funds from the Commission on Higher Education should be maximized.
Under the varied project circumstances, the farmers were able to produce 1,318.5 kg fresh cocoons valued at P184,590.
Benefits of Sericulture to Climate Change Adaptation/Environment
Promotion of use of unutilized and/or underutilized lands-environmental sustainability and natural resource management
Simply becoming a part of the CHED-DMMMSU Sericulture Project has transformed the farmer cooperators as environmental entrepreneurs. Before the introduction of sericulture as industry in the different project areas, which are now planted with mulberry trees, the same areas were either unutilized or underutilized planted sparingly with capote, banana, vegetables and a little portion with rice.
As such, with the project, supportive to environmental sustainability of the Millennium Development Goals and on thrust on Disaster Risk Reduction and Management & natural resource management, RA 9729 (Phil. Climate Change Act of 2009) and RA 101211, 3.3 has of unutilized and underutilized lands were made productive by planting mulberry trees for cocoon
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production as part of the sericulture technology commercialization and as an industry.
This resulted to total fresh biomass production of mulberry in the different project sites with a total of 130,767.7 kg (about 28.57 tons/ha/yr). This is supported by the findings of Huy, et. al. (2007) in their report that the fresh mulberry biomass production in Cambodia at different harvesting intervals ranged from 27.6 to 36.4 tons /ha/yr.
The above facts support the findings of Ya Tang et. al. (2010) in China on mulberry biomass production in marginal lands of which mulberry as a multipurpose plant for both cocoon production activities in sericulture as well as for biomass energy production is promising. He reported a case study on marginal land in Ningnan County, Sichuan Province with per capita cropland of 0.07 ha, indicated that some 380,000 tons of dry biomass could be produced each year from annual pruning of mulberry trees.
The foregoing facts emphasize that anyone who engages in sericulture becomes an entrepreneur in support to environmental sustainability because unutilized or underutilized kinds are transformed to productive use through the planting of mulberry trees which sequester excess carbon dioxide in the atmosphere thus contributing to climate change adaptation.
Carbon Dioxide Sequestration
The 44,050 mulberry trees planted in the different areas has a total carbon dioxide sequestration of 172,977.5 kg/yr at a rate of 12,666 kg/ha/yr (just one area with less than a year of mulberry trees) to 53,998.65 kg/ha/yr in all other mulberry production areas (Table 5). These are higher compared to bamboo’s carbon dioxide sequestration which is 12 tons/ha/yr as reported by Millare (2010).
It is evident that the utilization of marginal lands by planting them with mulberry trees as part of the sericulture technology commercialization is a good adaptation and mitigation strategy to address the increasing effects of disasters brought about by climate change.
The foregoing results are supported by a report in Colorado Green Magazine (http://coloradotrees.org/benefits.htm:2011), that planting trees remains one of the cheapest, most effective means of drawing excess carbon dioxide (CO2) from the atmosphere. Explaining the process, it explained that heat from the earth is trapped in the atmosphere due to high levels of CO2 and other heat trapping gases that prohibit it from releasing heat into space creating a phenomenon known as the greenhouse effect.
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Trees remove (sequester) CO2 from the atmosphere during photosynthesis to form carbohydrates that are used in plant functions and return oxygen back to the atmosphere as a byproduct. About half of the greenhouse effect is caused by CO2. Trees therefore act as a carbon sink by removing the carbon and storing it as cellulose in their trunk, branches, leaves and roots while releasing oxygen back in the air.
The same source stressed the importance of trees by the fact that a healthy tree stores about 13 pounds of carbon annually or 2.6 tons per acre per year. An acre of trees absorbs enough CO2 over one year to equal the amount produced by driving a car 26,000 miles. A car driven 26,000 miles will emit automobile fuel use between 22,880 lbs CO2 and 27,647 lbs CO2. Thus one acre of trees compensate for automobile fuel use equivalent to driving a car between 7,200 and 8,700 miles.
CONCLUSION
The foregoing R & D management best practices, strategies and innovations developed and/or adopted by the project management with the Institute/DMMMSU management support were the best possible courses of action for the maximum benefit of the project in order to attain its objectives considering the circumstances.
In the process, the R & D Managers were further equipped with funding and other needed resources in order to carry out their responsibilities increasing their productivity, morale and value hence enhancing their sense of commitment and social responsibility.
These resulted to the attainment of outputs, gave the project director more responsibilities but enabled her to direct concerned project staff in the attainment of expected outputs with corresponding case adjustments. This resulted for the DMMMSU-SRDI to affect its role as an engine to growth by being able to assist more project beneficiaries than expected since more farmers are interested to join.
The project management experience employing the foregoing Best Practices/Management Strategies has not been easy considering the circumstances but we consider it as a rewarding experience which has made us go through the challenging yet exciting journey in R & D Management experiencing the synergistic cooperation of SUCs like DMMMSU as engine of development, funding agencies like the Commission on Higher Education, and the Client-the Farmer as he is assisted to learn a new technology that will give him additional income while he is being stimulated to look around to use
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resources around him and within his capacity like his unused/underutilized land, available labor within his household and neighborhood, locally available materials and many more while technically and financially assisted to venture in sericulture is given the chance to use his expertise as a farmer and at the same time become as part of the team of change agents/extensionists from DMMMSU as more farmers are expressing interest to venture in sericulture. Most important to note are the nurturing of institute resources like the R & D managers to become more socially responsible.
Realistically, there were pains, but the gains which are contributory to the attainment of SRDI and DMMMSU’s institutional objectives are greater which makes this management journey a success.
POLICY IMPLICATIONS
Multi-sectoral partnership for sericulture technology commercialization when given ample support with the provision of funds from funding agencies like the CHED and the willing participation of private partners, like the DMMMSU graduates and other farmers as the client beneficiaries and as partners for change is an appropriate strategy for community-based development supporting livelihood generation and addressing climate change problems and increasing the productivity and commitment of R & D Managers in the process as a result of appropriate R & D management practices and strategies.
At the macro level perspective, the following recommendations are hereby forwarded:
1. Sustainable support to sericulture for entrepreneurship activities in the countryside as a labor intensive, profitable industry, and as strategy for climate change adaptation and promotion of sustainable environment and natural resource management practices with the active involvement of the female sector should be given and integrated in the country’s blueprint for addressing poverty, sustainable development, labor generation, climate change, gender and development, etc.
2. The increasing interest of farmers to engage in sericulture as manifested in the CHED-DMMMSU sericulture project surpassing its target clients by 30% should be given the needed support by the government not only for DMMMSU-SRDI but with other line agencies and private entities as this will continuously support RA 9729 (Phil. Climate Change Act of 2009), RA 9242 (prescribing the use of Phil.
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Tropical Fibers as Uniform of Government officials and employees and for other purposes) and similar local and international legislations.
3. Legislations and financial support for transforming marginal, underutilized or unutilized lands in support to sustainable environment and improved land use management to reduce disaster risks using multipurpose plants like mulberry should be prepared and implemented.
4. R & D management organizations like PHILARM should support R & D managers and the country’s programs by means of forwarding policy advocacies in support to commodities like sericulture which does not only address livelihood generation and socioeconomic development but also sustainable development contributing to climate change adaptation strategies, sustainable land use management and use of multipurpose plants like mulberry.
ACKNOWLEDGMENT
The authors wish to convey their gratitude to the following whom they are indebted for the success of this paper:
The University President, Dr. Benjamin P. Sapitula, Vice President for R & E, Dr. Florentina S. Dumlao the University Research Director, Dr. Patricia M. Barcelo, Director of SRDI, Dr. Ricardo C. Briones, for their support and encouragement;.
Likewise, the authors are grateful to all CHED-DMMMSU Sericulture RDE Project Management and Administrative and Technical Support Staff as well as Researchers from the three divisions of the Institute, the Research & Development Division, Training & Technical Services Division and the Financial & Administrative Services Division and the Management Information and Statistical Services Section for any help extended for the success of the study;
To Mrs. Gloria Raguindin, Dr. Minerva Tabafunda, Engr. Roel Supsup, Jewel John, Diane Grace, Jiprille Ann and Neil, for their assistance during the report preparation;
Special thanks is due to the CHED-DMMMSU Sericulture RDE Project report authors comprised of the Project Director, Asst. Project Director, Project Leaders and Different Project In-charge as well as all farmer cooperators as the project itself is the focus of this paper;
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Everlasting thanks are also extended to the Commission on Higher Education as DMMMSU’s partner being the source of fund for this endeavor. Above all to our Almighty God, for making all things possible. To Him be the Glory!
LITERATURE CITED
Gapuz, Cristeta F. & Francisco V. Gapuz, Jr. 2010. Silk Technology Packaging, Utilization, Technology Transfer and Commercialization: The CHED-SUCs/DMMMSU-Client Partnership-A Management Experience (Presented in Video format). Book of Abstracts, International Conference on Higher Education Research: Utilization, Experience and Discovery. Phil. Association of Institutions for Research Inc. & the University of the Phils. p. 191.
Gapuz, Cristeta F., Francisco V. Gapuz, Jr., Lilia A. Ancheta, Gerardo P. Dacayanan, Arnel S. Paraon, Jaime R. Galiste, Julieta P. Abuan, Evangel M. Barrameda, Leonora P. Apilado, Ricardo S. Guintu, Elizabeth H. Madrid, Rubelyn V. Delfin, Flory M. Libunao, Milagros S. Nillo, Pura S. Obille, Ivan F. Telan & Ricardo C. Briones. 2011. Silk Technology Promotion & Commercialization: CHED-DMMSU Strategy for Employment Generation of DMMMSU Graduates and Others as Agribusiness Entrepreneurs and in Support to RA 9242.
Gender Equality and Empowerment Section. Retrieved from http://www.unescap.org/esid/gad/.
Huy Sockchea, et. al. 2007. Effect of harvest interval on biomass yield and composition of mulberry) Morus alba. MEKARN Regional Conference 2007: Matching Livestock Systems with Available Resources. Retrieved from: http://www.mekarn.org/prohan/sokchea.htm.
Millare, Lucas B. 2010. Bamboo Stand Rehabilitation: A Climate Change Mitigation Initiative of the Abra State Institute of Sciences and Technology. Book of Abstracts, International Conference on Higher Education Research: Utilization, Experience and Discovery. p. 72
2011. How to calculate the amount of CO2 sequestered by a tree per year. Retrieved from http://www.plant-trees.org/resources/Calculating CO2 Sequestration by Trees.pdf.
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Prabu. 2010. Sericulture: a fall back when other avenues fall. Retrieved from http://www.hindu.com/seta/2010/08/19/stories/20100081950241500.ht ml.
Sarker. 2010. On sericulture. Retrieved from http://www.silkfoundation.com/frame/main-htm.
Ya Tang. 2010. Marginal land-based biomass energy production in China. Journal of Integrative Plant Biology. Wiley Online Library. Retrieved from http://onlinelibrary.wiley.com/doi/10.1111/j.1744- 7909.2010.00903.x/abstract.
Benefits of Trees in Urban Areas. 2009. Retrieved from http://www.coloradotrees.org/benefits.htm#carbo.
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Utilizing System’s Functional Redundancy Theory in Managing Transdisciplinary Action Research on Climate Change Adaptation and Advocacy in Cagayan Valley
Januel P. Floresca, Ph.D. 1 and Pedrita N. Medrano, Ph.D. 2
ABSTRACT
This paper highlights the application of system’s functional redundancy theory and principle as a management strategy for ensuring sustained participation and representation of various sectors in a transdisciplinary action research project on geographic information system-based climate change vulnerability assessment, advocacy, and awareness-building project in Cagayan Valley. This supports today’s management theory that gives a higher priority to human processes - the soft side of project management and not just focus on the technical structure aspects - the hard side such as the tools of planning, scheduling and controlling.
The Climate Change Act of 2009 or RA 9729 and the National Framework Strategy on Climate Change encourages participation of various sectors of society to address climate change and the local government units (LGUs) frontier role, the RDE project was designed as a highly participatory process involving several institutions including the academe, local government and affected communities collaborating to address a complex issue on climate change. However, lack of common time among the project staff, key informants, focus group discussion (FGD) participants, facilitators and resource persons for the conduct of consultation meetings, key informants interviews, FGD and seminars and planning workshops. To address this primary problem, a standard operating procedure (SOP) was established based on the designed project work and financial plan and organizational structure involving the interdisciplinary project team plus full- time research assistant and enumerator, regional SUC and
1 Asst. Prof. I/Project Leader, Isabela State University, Echague, Isabela 2 Professor VI/University Extension & Training Director, Isabela State University, Echague, Isabela
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private HEI RDE officials, LGU officials and the households in target vulnerable communities. Invitation letters were sent to the agency heads inviting their key units officials and staff representatives. Perfect attendance was never attained but still, all the collaborating institutions (LGUs, SUCs, private HEIs and local communities) were represented in all major project activities.
Another issue observed during the implementation of project activities was the difficulty of the collaborating offices to provide counterpart funds for logistics (e.g. meals and snacks and transportation of FGD participants). This was because the LGUs, SUCs and private HEIs had still no reserve funds for climate change activities and programs out of their regular agency budget allocations.
The management lesson learned was that tapping of RDE project partners was more stable at the office and department levels (e.g. MPDO, MAO, SB, R&D) rather than head of agency alone/office or specified individual technical/management staff to address lack of common time in pursuing the set workplan of the project. Counterpart budget on logistics for all activities should also be fully allocated in the project proposal.
RATIONALE
System’s functional redundancy theory and principle is a management strategy that could be utilized for ensuring sustained participation and representation of various sectors in a transdisciplinary action research project on GIS-based climate change vulnerability assessment, advocacy and awareness-building project in Cagayan Valley. This supports management theory of today which gives higher priority to the human processes - the soft side of project management and not just focus on the technical structure aspects - the hard side such as the tools of planning, scheduling and controlling.
This needs the application of the systems approach which is one of the recent developments in management theory. The systems theory has had a significant effect on management science and understanding organizations. A system is a collection of part unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed as well. A system can be looked at as having inputs (e.g., resources such as raw
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materials, money, technologies, people), processes (e.g., planning, organizing, motivating, and controlling), outputs (products or services) and outcomes (e.g., enhanced quality of life or productivity for customers/clients, productivity). Systems share feedback among each of these four aspects of the system (Olum, 2004).
The systems theory may seem quite basic. Yet, decades of management training and practices in the workplace have not followed this theory. Only recently, with tremendous changes facing organizations and how they operate, have educators and managers come to face this new way of looking at things. The effect of systems theory in management is that it helps managers to look at the organization more broadly. It has also enabled managers to interpret patterns and events in the workplace – i.e., by enabling managers to recognize the various parts of the organization, and, in particular, the interrelations of the parts (Olum, 2004).
Conventional wisdom holds that "a chain is only as strong as its weakest link." The argument-for redundancy is based on the belief that a system can be more reliable than its individual components by adding redundancy. The probability that a system will be able to effectively respond to conditions created by changing and unpredictable environments is increased as the level of redundancy increases (Streeter, 1991).
Some analysts, however, have challenged this view, arguing that the great concern for eliminating duplication and overlap within and between organizations has led to disregard for the benefits that accompany redundancy. For example, W. Richard Scott notes that duplication serves as "a repository of needed variety and heightened responsiveness, and provides an important safeguard against system component failure." From this perspective, redundancy is viewed as excess capacity that provides options in the face of uncertainty. Such options are believed to make the system more effective because when one component of the system fails, the entire system does not fail (Streeter, 1991).
Applying the systems functional redundancy theory in transdisciplinary approach in the research management of climate change adaptation and advocacy could contextualize social responsibility. According to Mendoza (2010), transdisciplinarity is a new form of learning and problem solving involving cooperation among different parts of society (stakeholders) and academia in order to meet complex challenges of society.
Cooperation implies social responsibility and being socially responsible means that people and organisations must behave ethically and with sensitivity toward social, cultural, economic and environmental issues. Striving
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for social responsibility helps individuals, organisations and governments have a positive impact on development, business and society with a positive contribution to bottom-line results (Enevoldson, 2011).
Managing research projects is described by Ernø-Kjølhede (2000) as follows:
A research project manager is responsible for supporting creative thinking in small subject-oriented units. But he or she is not only responsible for supporting thinking but also for making sure that the thinking results in some kind of concrete output in the form of new knowledge codified into e.g. scientific papers, reports, journal articles etc. or concrete technologies or technological processes. What is more, this output should preferably be on time and according to budget. There is at least one common denominator for these different research project outputs and the process towards them; their high degree of knowledge intensity.
Managing a research project is both about managing knowledge workers and about managing the generation of new knowledge and the sharing and dissemination of existing knowledge within the concrete setting of a joint project. Thus if research management as a general concept is primarily about managing the context of research (Ernø-Kjølhede 1999) then, on the face of it, research project management would seem to be much more directly involved in the management of the content of the research.
As a starting point the research project manager thus has the task of managing both the complexities stemming from the culture(s) of researchers/research work and the uncertainties associated with generating research results. This makes research project management a balancing act entailing inter alia the balancing of such seeming paradoxes as:
researchers’ desire for a large degree of autonomy in their work and democracy in decision making versus the need for strict project control (adherence to budget and time limits); the fact that researchers both co-operate and compete with each other in the project (competition for credit in the form of publications/ competition for positions, grants etc. which may lead to conflict between the joint goals of the co-operation and individual goals of researchers); the need for predictability of project output (output with certain qualities “on time” and “on budget”) versus the unpredictability of research outcome and new research opportunities arising in the course of the project (quality of output may improve if deviations from plan are allowed or it may turn out that a very different output than
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the one originally expected would be qualitatively better or more useful for the project’s intended purpose); the lack of management information/difficulty of interpreting management information and uncertainty of end product and process (exactly what are we looking for and which is the best way to get there?) versus the need to act as if there is certainty and make management decisions continuously the knowledge asymmetry between the project manager and the individual researcher (the latter is often in a better position to make decisions regarding his or her research); and the need to take risks to be innovative vs. the need to reduce risks to ensure the delivery of the desired result on time and budget.
OBJECTIVES
The general objective of this paper is to elucidate how redundancy theory works to ensure participation and counterparting of various sectors and institutions in SUC-organized climate change adaptation planning and advocacy activities for the LGUs.
Specific objectives are the following:
To present research management problems and issues of implementing climate change adaptation and advocacy project;
Strategies and innovations utilizing system’s functional redundancy theory to address the problems and issues; and
Provide policy recommendations in implementing climate change adaptation and advocacy projects.
METHODOLOGY
The specific management approaches, strategies, and/or innovations applied are indicated in the following project background, actual management experience and strategies employed in managing the RDE project vis-à-vis the management theory/principle of functional redundancy.
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1) Project background
This component provides the context of the management experience in the following brief description of the project being managed/ implemented:
Project Title: Climate Change Research, Adaptation, Advocacy and Awareness Building Project in Cagayan Valley
Major Objectives: To assess the climate change AKAP of LGUs, HEIs (SUCs and private) officials and staff; and To assess the vulnerability of affected local communities to climate variability and extremes in the selected study sites.
Duration: 1 year (December 2010-December 2011)
Total Budget: P500,000
Funding Source: CHED
Project Team: Interdisciplinary composed of environmental science, extension and training, education management and agroforestry experts)
Collaborators: SUCs and Private HEIs, LGUs and affected communities
Type of research: Applied (transdisciplinary action research)
Selected Study Sites: Known flood-prone municipalities in Cagayan Valley traversed by the Cagayan River and its major tributaries.
Description of the Project as a System:
System Components: Interdisciplinary Project Team (Environmental science with Skills in GIS and vulnerability and impact assessment; extension and training specialist, higher education management/institutions specialist; and agroforestry/bamboo specialist);
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LGU officials and staff (Mayor, Administrator, Brgy Captains, SB, MPDO, MAO, MENRO, etc.,); HEI officials and staff (President, RDE Directors, Deans and Faculty); Affected Communities (households, farmers, barangay kagawads).
Boundary: Administrative provincial, municipal, barangay/ communities within Cagayan Valley
Inputs: Budget Personal Services (Honorarium, salaries and wages) Maintenance and Operating Expenses (Travel, Supplies and Materials) Capital Outlay (Equipment, vehicle)
Technologies/Methodologies: GIS KIIs Survey Guide Questions, workshop matrix FGD - Perception mapping, workshop exercises
Processes: AKAP Survey– baseline information on awareness and concerns on climate change issues Vulnerability Assessment – climate risks and hazards and degree of impacts and adaptation strategies GIS Mapping and Analysis – incorporating climate risks and hazards in CLUP Climate change seminar and forum - advocacy and awareness- building
Outputs: Climate Change AKAP of LGU and HEI Officials and Staff Climate Change Adaptation Strategies of Affected communities Indicative Climate change adaptation plans
Outcomes: Enhanced awareness on climate change of LGUs and HEIs Officials Enhanced adaptive capacity of LGUs and Communities
Functional Roles of Components: Project Team – plans (the action research), organizes (the stakeholders), motivates (key informants, facilitators and community FGD participants), and controls the resources (budget, activities);
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LGUs and HEIs as Key informants for climate change AKAP and Facilitators during FGDs; Affected Communities - Barangay Captains/Kagawads and households as FGD participants for climate change vulnerability and impact assessment.
System Purpose: Multi-sectoral climate change adaptation and advocacy
System Property Focus: Functional redundant institutions/sectors that sustain participation and counterparts during climate change adaptation and advocacy activities.
2) Management Practice
The actual management processes undertaken in managing the research project are as follows:
Proposal Preparation. The project was conceptualized as an of shoot of the Climate Change Forum conducted in June 2009 as part of major activity on the collaborative project with UPLB (Dr. Januel Floresca of ISU as Research Partner) titled “Enhancing the climate change adaptive capacity of LGUs and scientists in the Philippines”.
The proposal was designed to be a transdisciplinary action research composed of interdisciplinary project team (composed of environmental science, extension and training, agroforestry, and higher education management specialists). The RDE project was also designed as a highly participatory process involving several institutions including the academe, local government and affected communities collaborating to address a complex issue on climate change.
Implementation. The project was implemented upon release of the fund from CHED.
Monitoring and Evaluation. This involved presentation and submission of progress and financial reports to ISU (lead implementing institution) and the CHED (funding source).
The project team presented the progress report/highlights of accomplishments as ongoing research during the ISU agency in-house review on August 2011.
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The project team prepared and submitted to ISU accounting/ CHED the following financial reports: Quarterly Financial Report; and Terminal Audited Financial Report.
Research Management Functions
All the generic management functions such as planning, organizing, staffing, directing, coordinating, resource generation, budgeting were done by the project team as a group as planned in the project proposal.
Planning, Organizing, Staffing, Directing. These functions involved how the conduct of the project (scheduling of data gathering), selecting the study sites, key informants, FGD participants, tasking of project team members and staff in technical and financial report preparation including preparation and processing of vouchers.
Coordinating and Resource Generation. These functions involved the coordination of schedules of consultation meetings, KIIs, FGDs and request for logistic counterparts of participating institutions and request for University vehicle to be used during field works.
Budgeting. This function involved budget management and control (obligation/RCI) and fund utilization following the SOP on the following fund disbursements: payroll of honoraria of project leader, project staff and S&T consultant and resource persons; monthly salaries and wages of research assistant and enumerator; cash advances/reimbursements of travelling expenses (per diems, fuel) and logistics (food); and purchases of supplies and materials.
Specific Management Problems and Issues Encountered
Time Constraints. The major and usual problem experienced by the project was lack of common time among the project team, key informants, focus group discussion (FGD) participants, facilitators and resource persons that reduced the attendance to consultation meetings, key informants interviews, FGD and seminars and planning workshops because of the following time constraints of the project team, LGU officials and staff and SUC/private HEI officials and faculty.
Perfect attendance was never attained but still, all the collaborating institutions (LGUs, SUCs, private HEIs and local communities) were represented in all major project activities.
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Counterpart Funds Constraints. There was difficulty of participating institutions to provide counterpart logistic support (meals and snacks) during participatory data gathering processes. Although some of the LGUs and SUCs provide food during consultation meetings, most logistics were shouldered by the project particularly large group meetings (FGDs), workshops, seminars and fora. This was because the LGUs and HEIs had no budget allocation intended for climate change initiatives and activities.
3) Management Strategies Employed
In dealing with the specific incidents/problems/ process/ management function(s) in the conduct of R&D project(s) to attain project objectives, the following management strategies/ decisions, approach, means, techniques, or course of action were undertaken:
Standard Operating Procedure (SOP)
Based on the project proposal’s work and financial plan, the following standard operating procedure (SOP) to implement the project were the following:
Project Team Meeting/Writeshop. Planning, implementation, monitoring and evaluation, follow-up project proposal formulation after project completion.
Consultative Scheduling of Project Activities. Determination of common time of lead and participating institutions/sectors. This was done by providing tentative schedules then confirmation of final schedules of activities. Various modes of communication delivery (telephone, fax, email, cellphone call and text, hand carry) were used.
Pre-payment/Cash Advance of Upcoming Activities/Field Work. Travel orders, itinerary of travel, request for university vehicle and its official driver, supplies and materials and logistics (fuel, meals and snacks) were prepared simultaneously. The cash advance also determines limits of participants and requests for counterpart logistic support from participating institutions.
Participatory Data Gathering
The actual data gathering were designed in such a way that the project team (ISU) and all participating institutions and sectors (LGUs, SUCs, Private HEIs and affected communities) for each selected study site (Alcala, Ilagan, Maddela and Bagabag) interact and share data and information
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about climate change events and impacts such as floods, typhoons, drought and other calamities. These are the following:
LGU, SUC and Private HEI Consultation Meetings. These were done to present the project background, determine the most affected barangays/communities as study sites, and nature of participation of key informants and FGD participants in the selected study sites.
Key Informants Interviews (KIIs). AKAP survey was conducted through personal interviews using semi-structured survey questionnaire. The key informants were as follows: 4 LGUs composed of officials (Mayor, SB) and technical staff (MPDO, MAO, MENRO, MSWD, RHUs); and 4 SUCs composed of officials (President, VP, RDET Directors, deans and faculty).
Focus Group Discussions. FGDs were scheduled and set to be conducted at the most strategic affected barangay and invited at least three most affected communities per LGU. Group exercises such as perception mapping indicating the locations and degree of impacts of historical climate variability and extremes. The key informants from LGUs, SUCs and HEIs were requested to serve as facilitators during the FGDs.
Climate Change Seminar and Forum. The same participants in the KIIs and FGDs were invited to attend a scheduled seminar and forum at the municipal hall for the project team to present the results of the AKAP survey and vulnerability assessment of the affected communities. The project team also invited a resource person from PagASA weather station to present the climate trends of the Philippines and the science of climate change/global warming. IEC materials (print and video) were also provided and showed during the seminar and forum.
DISCUSSION / INTERPRETATION
Faculty members of the College engaged in farm extension work conventionally regarded farmers to be diverse in many ways; yet for many years in the past, they offered basically the same program for different groups of farmers. Regardless of whether young or old; landowner or not; with or without considerable farming experience; and other contrasts in farmer profile variables, the extension services and interventions delivered remained the same in practically all aspects – specific objectives, mechanisms, expected outputs, program of work including time frame, etc. Generally, the extension activity needed to remain true to form; that is, if it was in the form of an instructional training, the activity would be so; if it was of an on-farm techno-demo, it would then also be so. However, because such
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activities involved different sets of farmers, certain aspects in the work program would need some modifications to match with the growing diversity.
The major factor considered in the discussion and interpretation of the active participation of institutions involved in the transdisciplinary action research and advocacy was the utilization of the redundancy theory.
Theoretical Framework of Redundancy of Organizational Systems
The theoretical basis is based on the four types of forms and roles of redundancy and assumptions underlying non-redundant and redundant systems in four functional areas of organizational operation.
Consequences of Management Decisions/Actions
The positive and negative consequences of the management decisions/strategies to a) the project goals, b) the research manager and the research team, c) the institution, and to d) the intended project beneficiaries and stakeholders.
Consequences on the Project Goals. Climate change vulnerability assessment and advocacy integrates scientific and local knowledge that complies with the Climate Change Act of 2009. This supports IPCC (2007) report as follows:
“Knowledge about climate-change adaptation and sustainable development can be translated into public policy through processes that generate usable knowledge. The idea of usable knowledge in climate assessments stems from the experiences of national and international bodies (academies, boards, committees, panels, etc.) that offer credible and legitimate information to policymakers through transparent multi-disciplinary processes (Lemos and Morehouse, 2005 In: IPCC, 2007). It requires the inclusion of local knowledge, including indigenous knowledge, to complement more formal technical understanding generated through scientific research and the consideration of the role that institutions and governance play in the translation of scientific information into effective action.”
Consequences on Research Manager and the Project Team. Apply interdisciplinary RDE expertise in the field of environmental protection and management (GIS modelling and analysis, agroforestry), education management, extension and training, (IEC, seminars and forum).
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Consequences on the Institution. The capability of ISU Project Team leading in climate change vulnerability assessment and advocacy will radiate to other SUCs, Private HEIs and LGUs of Cagayan Valley.
Consequences on Intended project beneficiaries. Climate change awareness-building of LGUs, SUCs and Private HEIs Officials and Technical Staff/Faculty and affected communities.
The adaptive capacity of LGUs as front-liners in addressing climate change is enhanced through formulation of climate change adaptation plans and strategies. According to Agrawal (2008), adaptation to climate change is inevitably local and that institutions influence adaptation and climate vulnerability in three critical ways: a) they structure impacts and vulnerability, b) they mediate between individual and collective responses to climate impacts and thereby shape outcomes of adaptation, and c) they act as the means of delivery of external resources to facilitate adaptation, and thus govern access to such resources.
Implications of Management Decisions/Actions
The following were the implications of the consequences of the management decisions/strategies undertaken to the: R&D management as a field of study; fellow research managers; research institutions/ organizations; and to concerned policy-making bodies.
Implications on R&D Management as a Field of Study. Redundancy program as one of the eight major challenges in research management in the Philippines (Bernardo, 2010) need to be internalized and institutionalized to ensure sustained participation and counterpart support among various stakeholders, thereby encouraging social responsibility among various institutions and sectors of society to address contemporary environmental issues. Redundant individuals, communities and institutions that serve similar functions and interests as scientists, higher education officials, local government officials, and affected communities working together to address complex issues like climate change are encouraged.
Implications on Fellow Research Managers. Ability to conceptualize and design transdisciplinary action research and advocacy projects to address contemporary issues and exercise of autonomy in terms of fund utilization provided by external sources.
Implications on Research Institutions/Organizations. Update research agenda and research priorities and thrusts in line with funding institutions that
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support transdisciplinary action research and advocacy projects to address contemporary issues such as climate change.
Implications on Concerned Policy-making Bodies. Policy-making bodies such as CHED need to provide priority to continue and enhance budget allocation and support toward similar action research and advocacy projects addressing contemporary issues and allowing redundancy of participation among various stakeholders and various sectors of society.
CONCLUSIONS, RECOMMENDATIONS AND POLICY IMPLICATIONS
Conclusions. The management lesson learned/innovation was that tapping of RDE project partners was more stable at the office and department levels (e.g. MPDO, MAO, SB, R&D) rather than head of agency alone/office or specified individual technical/management staff to address lack of common time in pursuing the set workplan of the project. Counterpart budget on logistics for all activities should also be fully allocated in the project proposal.
Social responsibility is pursued through transdisciplinary action research and advocacy project composed of redundant individuals and institutions that serve as research partners, key informants, facilitators, resource persons, FGD participants, and funding counterparts.
Recommendations. Research managers should develop capability in designing project proposals that utilize system’s functional redundancy principle .
Policy Implications. Research institutions should provide conducive environment for researchers and provide counterpart funds to pursue transdisicplinary action research and advocacy projects that address contemporary issues.
Funding institutions should allocate more funds to support the above- mentioned types of projects since more funds are required to accommodate redundant participants and collaborators.
LGUs recognizing their frontier role to address climate change concerns (based on the Climate Change Act of 2009 and the National Framework Strategy on Climate Change) of their constituent communities should provide funding allocations and institutionalize climate change adaptation planning and advocacy activities.
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REFERENCES
Agrawal, A. 2008. The Role of Local Institutions in Adaptation to Climate Change. Paper prepared for the Social Dimensions of Climate Change, Social Development Department, The World Bank, Washington DC, March 5-6, 2008.
Bernardo, F.A. 2010. Eight Major Challenges of Research Management in the Philippines. Presentation as Keynote Speaker during the 2010 Philarm Convention held on April 6-9, 2010 at Aklan State University, Banga, Aklan.
Climate Change Commission 2009. National Framework Strategy on Climate Change 2010-2022. Office of the President of the Philippines. Malacanang.
Congress of the Philippines 2009. Climate Change Act of 2009 or RA 9729. An Act Mainstreaming Climate Change into Government Policy Formulations, Establishing the Framework Strategy and Program on Climate Change, Creating for this Purpose the Climate Change Commission, and for other Purposes. Fourteenth Congress, Third Regular Session. Metro Manila.
Ernø-Kjølhede, E. 2000. Project Management Theory and the Management of Research Projects. MPP Working Paper No. 3/2000 © January 2000 ISBN: 87-90403-70-3 ISSN: 1396-2817. Department of Management, Politics and Philosophy. Copenhagen Business School Blaagaardsgade 23B.
Enevoldson, N. 2011. The social entrepreneur: ordinary people making an extraordinary difference in the world. http://www.imasocialentrepreneur.com.
Floresca, J.P. et al. 2012. Climate Change Research, Adaptation, Advocacy and Awareness-building in Cagayan Valley. One-year RDE project (December 2010-December 2011) funded by CHED. Terminal Report.
IPCC 2007. Participatory processes in research and practice: Role of local and indigenous knowledge in adaptation and sustainability research. Climate Change 2007: Working Group II: Impacts, Adaptation and Vulnerability.
Mendoza, G. 2010. Reflections, Random Thoughts, and Confessions of a Filipino-American Academician: Insights Gained from a 3-Decade
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Experience Being a Scientist, Researcher, and Educator from the North (US) and South (Philippines). Presentation as Keynote Speaker during the 2010 ISU Agency In-house Review held on July 2010 at ISU Cauayan City. Dr. Guillermo Mendoza, Balik-Scientist – DOST, University of Illinois, Urbana.
Olum, Y. 1991. Modern Management Theories and Practices. Paper presented at the 15th East African Central Banking Course, held on 12th July 2004, at Kenya School of Monetary Studies.
Streeter, C.L. 1991. Redundancy in Organizational Systems. Calvin L. Streeter. University of Texas at Austin. Article presented at the sixty- ninth annual meeting of the Southwestern Social Science Association, San Antonio, TX, March 27-30, 1991.
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A Post-Normal Science Approach to Sustainable Development: The Case of Romblon Province 1
Eddie G. Fetalvero 2, Sherryll M. Fetalvero 3 and Merian C. Mani, Ph.D. 4
ABSTRACT
Post-Normal Science (PNS) is an emerging problem- solving framework focusing on aspects of uncertainty, value- loading, and plurality of legitimate perspectives. It is employed in conditions when risks cannot be quantified or when possible damage is irreversible.
Romblon State University has been doing climate change advocacy works among the barangay (village) officials in the islands since 2010. Environmental protection is the unifying theme of the University’s research and development (R&D) agenda. However, the growing interest on environmental works was challenged when a mining company filed an application for a permit to explore vast portions of Romblon that polarized the people. On one end were the supporters of the country’s Mining Act and on the other, the environmental advocates.
This paper presents the authors’ experience as R&D managers in addressing complex issues that arise, like mining, in the management of programs and projects geared towards sustainable development. The PNS tools that operate around diverse extended peer communities served as democratizing techniques in drawing and evaluating the legitimacy of various perspectives about the issue. These resulted in the strong opposition of the people and their leaders against mining that eventually led to the mining company’s withdrawal of its application. Thus, the use of PNS as an approach in confronting the issue of sustainable development over mining in Romblon was proven effective. PNS holds the potential of being utilized as an approach in managing high-stake, high-risk issues in R&D
1 Best R&D Management Paper, 22nd PHILARM National Convention, April 10-12, 2012, Dakak Park and Beach Resort, Dapitan City 2 Faculty, Romblon State University, Odiongan, Romblon 3 Faculty, Romblon State University, Odiongan, Romblon 4 Vice President for Research, Extension and Training, Romblon State University, Odiongan, Romblon
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programs and projects and in fostering social responsibility among R&D managers.
RATIONALE
Environment-related policies rely heavily on the authority of science. But in recent years, the method of science proved insufficient to manage the risks posed, partly by its own making such as issues on climate change, global warming, environmental degradation, and other concerns that compromised social welfare and environmental health.
When facts given by science are diverging and inherently uncertain; and when the decision-making is urgent and crucial, and that includes polarized interests, the traditional normal science becomes inappropriate (Saloranta, 2001). In response to this dilemma, Funtowicz and Ravetz (1992, 1993) introduced a new approach they called Post-Normal Science (PNS), which is meant to be applied whenever high stakes, high risks, and/or high uncertainty are involved in policy-relevant issue. PNS is necessary for better quality of policy decisions (Ravetz and Funtowicz, 1994).
PNS focuses on the quality of science instead of the establishment of truth alone. It creates extended peer communities when authorities cannot see a way forward. These may be in the form of citizen juries, focus groups, consensus conferences, or any one of the great variety of other names (Funtowicz and Ravetz, 1992, 1993). The creation of extended peer communities as a consensus-building, bottom-up, participatory model diffuses contested situations and rebuilds citizens’ trust to science and the government (Marshall and Picou, 2008). Thus, PNS must be viewed not as an attack to normal science, but as a complement in providing better uncertainty management tools and extended peer communities for sound decision-making (Saloranta, 2001).
PNS has been found effective in the generation of sound policy decisions on global climate change (Saloranta, 2001), ecological economics (Funtowicz and Ravetz, 1994), risk management and governance (Marchi and Ravetz, 1999), and forest management (Swedeen, 2006).
A year ago, the province of Romblon confronted an issue as to whether or not metallic mining activities are to be allowed in the islands. This polarized the people and challenged the research and development (R&D) unit of Romblon State University (RSU), which is at the forefront of raising public awareness to take action on climate change and of advocating sustainable adaptive practices in the management of agriculture, environment, and natural resources. The unit positioned itself consistent with
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its priorities and fostered its social responsibility in educating and mobilizing the people to raise their voice on the controversial issue. It is on this premise that the Post-Normal Science approach towards sustainable development in the province of Romblon began and its relevance in the field of R&D management validated.
Romblon’s Brief Ecological Profile
How much is to be sacrificed in favor of mining in the province of Romblon? Galicha (2011) in his article Why mining should be opposed in the province of Romblon? described the rich ecological profile of the Romblon group of islands. It says that Sibuyan island, nicknamed Galapagos of Asia, is recognized as a center of endemism, critical plant site and a biodiversity hotspot. It is here where the world’s densest forest is located with the National Museum identifying in a hectare 1,551 trees comprising 123 species, of which 54 were endemic. There are also species of birds, fruit bats, mammals, reptiles, and rodents of which some are endemic. Mt. Guiting-guiting in Sibuyan was declared as a Natural Park. The island was also declared as a mangrove forest swamp reserve and important bird and conservation priority areas.
Balogo Watershed in the municipalities of Calatrava, San Andres and San Agustin in the island of Tablas were also proclaimed as important and conservation priority areas and watershed forest reserves. Tablas Island is also considered as a conservation priority area for amphibians, reptiles, arthropods and Tablas Strait as extremely high priority marine conservation area included in the Mindoro – Calavite Tablas Triangle. The seas surrounding Sibuyan and Romblon Islands have been considered as priority conservation area for cetaceans.
Romblon Island on the other hand has been considered as Key Biodiversity Area with Sitio Agbaliga in Agpanabat, Romblon as a proclaimed nesting site of the critically endangered hawksbill turtle. Additionally, conservation of marine biodiversity of Romblon Passage by NGOs are being implemented in order to address the poor ecosystems health of an important corridor for migratory species including large population of economically important marine species as yellow fin, skipjack and blue-eye tuna and also the habitat of such threatened and endangered species as sea turtles, whale sharks, dolphins, stingray and giant clams.
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OBJECTIVES
This paper aims to discuss the role of Post-Normal Science as an approach in addressing the complex issue that may arise in the management of R&D programs and projects geared towards sustainable development. Specifically, the authors’ experiences in dealing with the issue of metallic mining in Romblon which run counter to the programs, priorities and thrusts of the R&D unit are presented. It is hoped that PNS, as an emerging problem-solving framework will find its niche in the field of R&D management, particularly in making sound decisions and in fostering social responsibility.
METHODOLOGY
Project Background
The extension project Mainstreaming Climate Change Adaptation and Mitigation is a half-million grant from the Local Government Academy of the Philippines won by Romblon State University in 2009. It is a two-day seminar- workshop designed to be conducted in all towns of the province that aims to capacitate the barangay local government units in addressing the challenges of environmental governance. This is instrumental in bringing the expertise of the University to the communities, building partnership with them and sharing resources among partner institutions and agencies. Through this partnership, resources have surged from P0.5M to P2M with the LGU shouldering about 63% of the total expenditures. To date, there still remain three more island towns to be reached. Climate change adaptation works unified the R&D agenda of RSU giving rise to spin-off projects like biomass technologies through a public-private-partnership with Future Energy Concepts (FUTENCO), Philippine Tropical Forest Conservation Foundation’s sustainable reforestation program, Bitaog plantation project funded by the Office of Romblon Congressman, and DA-DOST funded projects on sustainable agriculture and on commodities like rice, cassava, banana, tiger grass, Indian mango and organic vegetables.
Management Practice
The RSU R&D Unit is the clearing house of all R&D works in the university and is headed by a Vice President. It has three divisions: research, extension and publication. All have down lines in every college and campus except for publication. The project on Climate Change was conceptualized by the unit head, Dr. Merian C. Mani in collaboration with the DILG Assistant Director for Region IV-B, Jonathan Paul M. Leusen, Jr.
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The project’s implementation arm is composed of a Core Group, a caucus composed of resource persons and organizers of the LGA-RSU-LGA Climate Change Project, and four clusters of cooperating agencies spearheaded by the college units of the University. Each cluster was assigned three municipalities to implement the project in order to cover the 17 towns in shorter time employing the RSU Convergence Web Model (Mani, et al., 2011) for resource-limited projects and the Community In Vitro and In Vivo Development Framework (Mani, et al., 2011).
Project monitoring both in terms of number of trainees and budgetary requirement is done by the Extension unit. According to the latest data, a total of 2,525 officials were reached representing 176 barangays and 15 towns. Project evaluation is still on-going and this is managed by the Core Group. Site visits and dialogues with the local officials are the major tools used in assessment. Field accounts are used as inputs in determining the readiness of the community for spin-up projects like the Bitaog plantation in the towns of Looc and San Andres, reforestation program in CALSANAG watershed area, organic vegetable farming, solid waste management, propagation of high biomass species and agriwastes collection.
The Problem. The project management process was going smoothly until mining applications (about 48,000 has.) in the islands of Tablas, Romblon and Sibuyan reached public attention and concern at the onset of 2011. These challenged the priorities and existing programs of the RSU R&D Unit.
Coincidentally, reports of mercury contamination in the nearby island of Sibuyan diffused in the media and became a growing concern. In an independent study conducted by DENR, mercury levels on the air reached above threshold in the mining sites and began contaminating the nearby villages.
On May 2011, the National Poison Management and Control Center of UP-PGH College of Medicine released preliminary findings of their study among 209 subjects about mercury contamination and exposure in the town of Magdiwang. About 95% of the respondents were found to have mercury levels in their blood, with nine children and 29 adults exceeding the tolerance level. About 17% had levels of mercury in their hair that were above normal. Some areas were found to have higher than normal mercury levels in the air: Dulangan, Ipil, Progreso Proper, and Progreso Market. The waters in the stream of Agutay were also found to be contaminated with mercury beyond normal levels. The Center described mercury exposure and absorption by humans in the area as current and widespread and recommended an environmental clean-up.
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While mining can stir up socio-economic progress, large-scale extraction of minerals necessarily results in ‘depletion of non-renewable resources. Mining may also cause pollution, climate change, loss of cropland, rangeland, forest cover and least potentially extinction of animal or plant species (Lamchek, 2009). The map prepared by the Mines and Geosciences Bureau (MGB) for Romblon shows the vulnerability of the province to a number of geohazards. Nevertheless, the political and economic system continues to place higher value on economic growth than the health of the environment and its people (Ravetz, 2004).
It was during the tenth series of the climate change seminar held in Ferrol, Romblon on January 27-28, 2011 when the University was placed on a hot seat. The keynote speaker who was supposed to deliver an inspirational talk, discussed instead his pro-mining stand and slighted the anti-mining advocates. But the other speakers that followed spoke otherwise, thus the clash of beliefs and perspectives. It was not a surprise when one of the participants asked:
“You were telling us to help save Mother Earth but apparently there is a division among you. What is this seminar on climate change for?”
That was a question that put to test the true message of what the R&D unit is advocating for: a lip service or a social responsibility? This resulted in a series of brainstorming sessions among the core group members giving rise to a strategic approach that brought the mining issue in public consciousness and encouraged social participation so that policy makers could make informed decisions. Literatures reported that this kind of approach in problem-solving is called Post-Normal Science (Funtowicz and Ravetz, 1992, 1993).
Strategies
Post-Normal Science. The problem was approached using the Post- Normal Science framework introduced by Funtowicz and Ravetz (1992, 1993). According to them, if the decision stakes are high and reflect conflicting purposes between stakeholders and there are high uncertainties in the systems and ethics is of serious concern, the problem should be solved by means of PNS.
The horizontal axis moves outward, from low to high systems uncertainty with three levels: (1) problems can be solved at the “technical” level, when uncertainty is managed via the standard procedures of applied
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science; (2) when problems are more complex and characterized by moderate levels of systems uncertainty, the skills and personal judgments of professional consultants are required to solve the methodological problems of uncertainty; and (3) when the complexity of problems force the scientist to question the uncertainty of uncertainty and the knowability and controllability of risk, it must be solved through post-normal science (Funtowics and Ravetz 1992).
The vertical axis in on the other hand moves upward, from low to high decision stakes. Decision stakes are the costs and benefits of various policy decisions for all parties that are impacted by the issue at hand. Applied science is an adequate strategy when systems uncertainty and decision stakes are low. When systems uncertainty and decision stakes are moderate, professional consultancy is necessary and may supplement applied science. Taken together, applied science and professional consultancy form what is commonly known as traditional or normal science. Finally, the strategy of PNS becomes critical when systems uncertainty and decision stakes are high (Marshall and Picou, 2008).
In the PNS framework, the plurality of legitimate perspectives in the issue is admitted and in a so-called ‘Extended Peer Community (EPC),’ the various stakeholders with various perspectives on the issue are brought into the dialogue. Both lay-people and scientists are involved in the post-normal issues and in their consequences. The EPC can even introduce ‘extended facts’ like products of investigative journalism or personal or anecdotal experiences. By tolerating diversity and by enhancing mutual understanding and trust in EPC, more efficient decision making is expected (Saloranta, 2001). A schematic diagram of how PNS was used in resolving the mining issue that ran counter with the R&D priorities of the University.
The clash between the R&D priorities of the University and the proposed mining activity in the province resulted in the plurality of legitimate perspectives. Some favored the entry of mining companies as it would stir economic progress, others strongly opposed it citing ecological economic reasons like the worth of biodiversity and the irreversible damage it can cause the environment. There were groups who questioned its ethics and morality but many were passive particularly the elected officials who had a major take to approve or veto mining.
According to Lamchek (2009), the current provision in the Philippines on the consultation and prior approval requirements needed by the mining companies has been simplified. In his book Asserting Autonomy: LGU’s Right to Veto Mining, Lamchek (2009) explained that if applicant mining companies submit copies of their Exploration and Environmental Work
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Programs and these copies are stamped ‘received’ by the Secretary of the Sanggunian, then that act alone constitutes ‘consultation’ with the Sanggunian. Moreover, if applicant mining companies make a presentation of the project, no matter how vaguely worded, like a powerpoint presentation to the Governor or Vice Governor, or Mayor, or Vice Mayor, or the Secretary of Sanggunian, and any of these officials issue a Certification that the presentation was made to them, then this act alone constitutes ‘consultation’ with the Sanggunian. This concept of consultation is against the very meaning of the word and one of the legitimate issues addressed. But these are what the mining companies need to secure permit from DENR through MGB.
Extension of Peer Communities
In order for the Sanggunians to come up with the best informed decision, the Core Group promoted the use of PNS tools in resolving the issue.
Organization of Citizens’ Group. Citizens’ group like REFAM or the Romblon Ecumenical Forum Against Mining and ASAM or Alliance of Students Against Mining were formed. REFAM is composed of representatives from different religious sectors that foster morality, sanctity of creation and precautionary principle while ASAM, the working arm of REFAM is the one taking charge of educating the people about mining. They also acted as consultative bodies for the Sanggunians. Likewise, REFAM and ASAM also served as access centers to other peer communities like Alyansa Tigil Mina and ABS-CBN Bantay Kalikasan. Through REFAM, some religious groups were mobilized to integrate mining issues in their church sermons and homilies.
Barangay Assemblies and Focus Groups. Barangay assembly also became an extended peer community that enabled the people to look at the case from both the anti-mining and pro-mining groups, particularly in those communities with application. In every LGA-RSU-LGU climate change seminars, a group was formed to address focus questions and concerns about mining. These groups rallied for asserting the autonomy and rights of the local governments to veto mining.
Indigenous People. The members of the indigenous people also formed a part of the extended peer communities. Their culture, anecdotal accounts and concerns about the issue were raised and factored into the process of making critical decision on the issue at hand.
SK, Women and Senior Citizen’s Groups. Even the sectoral groups like the Sangguniang Kabataan, Women’s Group and Senior Citizen’s Group freely aired their sides and concerns on the issue. The battlecry was for
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sustainable development and precautionary principle. The role of women was significant as most of those in REFAM who stayed in the frontline are women. The stories of some of them were published in a book called “Gentle Treasures”.
Social Networking Sites and Platforms. With the advances in information technology, peer communities extended to the digital world like facebook and on-line forums. Thoughts, comments, fears, perspectives and concerns about the issue were heavily discussed enabling those abroad to be heard. Updates on the issue were also posted in an account created for that purpose. It was used as on-line platform for free debate. ‘Extended facts’ like identification of politicians and people negotiating with the mining company and some important documents even leaked on-line. There were those who pressured the elected leaders to make a stand, the consequence of which determines their fate in the next elections. But it was observed that on-line etiquettes were seriously violated due to the use of pseudonyms and false identities.
PNS Tools
The following PNS tools were used in helping the public understand the issue, the results of which were presented to the Sanggunians.
Public Fora. There were two public fora organized to have this issue understood better. People from all sorts were invited to attend and speak their take on the issue in the presence of the Sanggunians on what could be one the largest Valentine gatherings (about 10,000 people) of the people in 2011 for an environmental cause. The issue on mining was viewed from the perspectives of politicians, priests, legislators, businessmen, teachers, student leaders, senior citizens, women, children, among others.
Dialogues with Mining Company, MGB, Scientists and Environmental Advocates. Some members of the Climate Change Core Group and REFAM had a dialogue with the Country Manager of the Mining Company. There were exchanges of opposing but legitimate views but were done on a professional level.
The Director of Mines and Geoscience Bureau (MGB), Rolando De Jesus and his team were also invited to discuss the issue of mining in the presence of LGUs, NGOs and the Sanggunians. The Director’s recommendation for approval is needed by the mining company. De Jesus discussed the emerging concept of Responsible Mining, and the policies of granting permit. In the open forum, MGB and the Mining Company’s
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perspectives were presented to the stakeholders, who were mostly mayors and municipal councilors.
The perspective of a geologist was also consulted about the issue. PAG-ASA Director, Dr. Renato U. Solidum’s opinion was sought both as being a part of the community to be affected and a practicing geologist. This conversation helped established mining as a Post-Normal science.
Other environmental advocates, particularly those pushing for sustainable development over mining were also consulted and asked to speak before the public and stakeholders like Rodne Galicha of Alyansa Tigil Mina (ATM), the social activist Juana Change, environmental journalist Abner Mercado and Catherine Kouman of Mining Watch Canada.
Managing Director of ABS-CBN Foundation, Gina Lopez, visited the province several times and conducted dialogues with the leaders, and communities to be affected by the mining application which strengthened social participation in the issue. Her column in the Philippine Star entitled From the Heart, became a venue of this crusade.
IEC/Film Showing. If a picture speaks a thousand words, multimedia speak a million! Media are one of the most convenient and easiest ways of bringing a controversial issue in public. Video documentaries from mining communities where ordinary people shared their views and experiences with mining were shown, thus becoming ‘lay scientists’. Two flyers, translated in Filipino, were mass produced and widely distributed. Tablas kong MINAmahal contained information about the track record of the Mining Company seeking application in the province while MINAmaltratong Karapatan presented accounts of human rights abuses of mining companies in the Philippines.
Consultations, Resolutions and Signature Campaign. Consultative assemblies were done in affected barangays since the issue was made public. In the assembly, the barangay officials who were seemingly clueless of the simplified provisions in getting an exploration permit asked what they needed to and not to do so that the mining company could not comply the requirements.
The hard and tangible proofs needed to get the pulse of the community were resolutions from different agencies and groups and signatures which were needed by ATM in lobbying the issue at DENR, House of Congress and Malacañang. The Core Group, REFAM and ASAM mobilized their resources and tapped the services of churches, barangay officials,
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friends, relatives, students, parents, children and networks established due to the climate change seminars in gathering signatures and support.
Signature campaigns for No to Mining in Romblon totaled to 127,853 as of February 2012 and disaggregated by percentage of voting population per town.
DISCUSSION AND INTERPRETATION
Reasons for Management Decisions/Actions
The use of PNS approach in dealing with the divisive mining issue in the province is a collective action as a commitment to sustainable development defined by the World Commission on Environment and Development (1987) as “meeting the needs of the present generation without compromising the ability of the future generations to meet their own.”
As with most R&D managers, positive impact on the community and betterment of people’s well-being and quality of human life are the ultimate ends why R&D projects exist. But when faced with fortuitous situations that would challenge these priorities, R&D managers must take action and play an active role in defending the interests of the project beneficiaries for the sake of social responsibility.
Consequences of Management Decisions/Actions
With the exhaustion of the PNS tools and the participation and mobilization of extended peer communities, heightened awareness on environmental issues was observed putting pressures among the provincial leaders to take action. Thus, the Governor signed Executive Order No. 1, imposing an indefinite ban on metallic mining in the province while the Congressman filed House Bill 4815 declaring Romblon a mining-free zone.
In the history of struggles against mining in the Philippines, Romblon is one of the shortest and fastest advocacy campaigns considering that the one it went against is a large Canadian mining company. At the close of 2011, the mining company withdrew its applications citing the strong opposition of the local politicians as a major reason. But Romblon Congressman Eleandro Jesus F. Madrona attributed this victory to the unity and strong opposition of the people of Romblon. Romblon Governor Eduardo Firmalo verbalized it better:
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“The power of the people and the political will of the leaders with the help of the civil society and religious sector clearly manifest the strong position of the province. We will continue to defend the right of our people to a balanced and healthy ecology.”
Because of this victory, foundations and funding agencies like ABS- CBN Foundation, AusAID, Foundation for the Philippine Environment, and other agencies promoting sustainable development signified interest to partner with Romblon State University in doing environmental advocacy and R&D and community works.
Implications of Management Decisions/Actions
As a field of study, PNS can be a potential approach in addressing problems of similar nature in the course of conflict-resolution in R&D management particularly when decision stakes and system uncertainties are high. For research managers, part of their responsibility is to secure the welfare of the people and the generation to come and thus, must take actions particularly if their projects too, are also at stake.
Research institutions are usually generating knowledge using the rigors of traditional scientific discipline. But the paradigm shift on the nature of problems to be solved is a thing that must be considered if not recognized by these institutions. In making critical decisions about the utilization of the generated knowledge and technologies, ‘soft’ science should be considered.
For concerned policy-making bodies, recognizing the role played by Post-Normal Science in coming up with the best decision about the mining issue after due consideration of polarized yet legitimate perspectives, can be a possible alternative than insisting on people the legality of the issue and their helplessness about it.
ATM national coordinator Jaybee Garganera gave this ringing challenge: “If the province of Romblon can do it, the local government units and communities in other parts of the country resisting this destructive industry can now stand up more proudly to assert their power to decide.”
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CONCLUSIONS AND RECOMMENDATIONS
The use of Post-Normal Science as an approach in confronting the issue of sustainable development over mining in the province of Romblon has been proven effective. The PNS tools which operate around diverse extended peer communities served as democratizing techniques in drawing and evaluating the legitimacy of various perspectives resulting in the strong opposition of the people and their leaders which eventually led to the mining company’s withdrawal of applications in the province thereby opening the doors of opportunities for more environment-friendly projects coming in the province. PNS also holds the potential of being utilized as an approach in managing high-stake-high-risk issues in R&D programs and projects and in fostering social responsibility among R&D managers.
With the challenges PNS posed, it is important for R&D institutions promoting sustainable development to walk what they talk. They must be socially responsible in educating and helping people understand the different perspectives in a critical and polarizing issue that will put their priorities, programs and projects at stake. PNS approach can also be validated in other seemingly post-normal cases apart from mining, like the introduction of new scientific technologies with high systems uncertainty in the R&D projects managed. With mining being recognized as a post-normal science, the implementation of Mining Act of 1995 must be revisited within the PNS framework so that the will of the local communities and their leaders will not be trampled upon and the dreamed sustainable development will be attained.
REFERENCES
Fetalvero, S. (2011). Mining Updates. Odiongan, Romblon: Unpublished.
Fetalvero, S. (2011). Teacher as an Anti-Mining Advocate: Unpublished.
Lamchek, J. (2009). Asserting Autonomy: LGU's Right to Veto Mining. Manila: LRC-KsK.
Funtowicz , S. and Ravetz, J. R. (1992). Three types of risk assessment and the emergence of Post- Normal Science. in Krimsky S, and Golding D (eds), Social Theories of Risk, Westport CT, Greenwood. 251-273.
Funtowicz, S. and Ravetz, J.R. (1993). Science for the Post-Normal Age. Futures, 25:735-755.
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Funtowicz, S. and Ravetz, J.R. (1994). The Worth of a Songbird: Ecological Economics as a Post-normal Science. Ecological Economics 10(3):197- 207.
Funtowicz S. and Ravetz J. (2003). Post-Normal Science. A paper published by the International Society for Ecological Economics. 1-10.
Galicha, R. (2011). Why mining should be opposed in the province of Romblon? Unpublished position paper.
Mani, M.C., Fetalvero, E.G, Fetalvero, S.G. and Sespeñe J.S. (2011). Mainstreaming climate change adaptation and disaster risk reduction management capacity building through convergence web approach. A paper presented at the 21st National Convention of the Philippine Association of Research Managers.
Mani, M.C., Sespeñe, J.S., Chavez, R.T. and Escalona, K.S. (2011). Managing resource-limited research: the case of comprehensive analysis of the poverty situation in the Southern Tagalog Island provinces. PHILARM Journal 8: 80-90.
Marchi, B.D. and Ravetz J.R. (1999). Risk management and governance: a post normal science approach. Futures 31:743-757.
Marshall, B.K. and Picou, J.S. (2008). Postnormal science, precautionary principle and worst cases: the challenge of twenty-first century catastrophes. Sociological Inquiry 78: 230-247.
Olchondra, R. (2011, October 13). Ivanhoe drops mining exploration plans for Romblon. Retrieved March 8, 2012, from Philippine Daily Inquirer: http://business.inquirer.net/24567/ivanhoe-drops-mining-exploration- plans-for-romblon.
Ravetz, J. (2004). The post-normal science of precaution. Futures 36: 347-357.
Saloranta, T.M. (2001). Post-normal science and the global climate change issue. Climate Change. 50: 395-404.
Swedeen, P. (2006). Post normal science in practice: a Q study of the potential for sustainable forestry in Washington State, USA. Ecological Economics 57:190-208.
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Climate Change Center - Education, Research and Development (CCC-ERD): Establishing Frontline Source for Climate Change Adaptation and Mitigation Initiatives
Orlando F. Balderama 1, Vanessa V. Carriedo 2, Venus M. Gaffud 3 and Marie Rose Mata 4
ABSTRACT
The project Climate Change Center: Education, Research and Development (CCC-ERD) is an initiative by the Isabela State University through the funding from the Commission on Higher Education. The center’s objective is to enhance knowledge, awareness and the ability of target stakeholders to assess vulnerabilities and cope to climate risks brought about by a changing climate in region 02.
The center mainstreams climate change adaptation in the basic academic curricula of Higher Education Institutes; Conducted advocacy campaign; Improved the capabilities of stakeholders through seminars and trainings; Implemented concrete technological and policy studies which supported better climate risk adaptation in cooperation with local, national and international agencies; and established institutional linkages with various institutions.
The center conducted consultation and workshop with participants from the HEIs in Cagayan Valley. CCC-ERD also produced IEC materials for climate change and the establishment of the CCC-ERD website which serve as a portal for information and technology on climate change adaptation and mitigation. Linkages were forged with the Office of the Provincial Local Government Unit of Isabela, University of La Salette, and the Commission on Higher Education – Region 02 Office. Partnership with CHED R02 institutionalized the initiative
1 Professor VI and Research Director, Isabela State University, Echague, Isabela 2 Instructor I and CVARRD RACO Coordinator, Isabela State University, Echague, Isabela 3 Professor V and Director for Instruction, Isabela State University, Echague, Isabela 4 Research Assistant, CCC-ERD, Isabela State University, Echague, Isabela
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to include climate change in the academic curriculum of HEIs with a crafted proposed curriculum for a three-unit course on Climate Change for adoption by all HEIs in the region. Likewise, the Center has been implementing research and development programs following state-of-the-art management approaches to provide short and long-term solutions especially to the agriculture, fisheries and natural resources sectors.
RATIONALE
The Center for Climate Change - Education, Research and Development (CCC-ERD) is an immediate alternative reaction to the need and necessity of responding to the existing and on-going crisis on climate change especially global warming. It has three (3) major functions, namely: Education (information dissemination, training, social mobilization and participation, media etc), Research (action, applied and basic research work), and Development (community/social mobilization, information and technology packaging and dissemination, community and extension services, technology transfer on adaptation and mitigation measures, policies, technologies/ innovations, etc).
The Center provides leadership in community and agency organization, networking between and among groups/agencies/ communities, cooperation, collaboration, partnership and synergism on the utilization of resources, implementation of programs & projects and activities focused on climate change crisis. Researches were undertaken giving more priority to applied and action studies/work all directed and related to adaptation and mitigation measures, policies and programs applicable and useful in reducing, recovering and resolving the dangerous and damaging effects and impacts of the global phenomenon. Equally important is the effective identification, selection and packaging of tested and appropriate technologies and innovations to be disseminated to the various vulnerable communities for them to use, apply and adopt the Adaptation and Mitigation measures, programs/projects aimed to recover and resolve the effects of climate change.
Initially, the center served as a headstart and focuses its education, research and development campaign drive in selected State Universities/Colleges and Private Institutions of Higher Learning, some Local Government Units and Non-Government Organizations. The massive and fast campaign drive and information dissemination will be undertaken through seminar-lecture- workshop series and developing action plans, programs/projects easily affordable and implementable in their respective
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institutions/ agencies and communities. Ideally, every Filipino citizen (young and old, rich & poor, etc), shall be the primary target clientele (administrators/ managers, teachers and educators, students/pupils, community leaders, stakeholders, businessmen, politicians, etc) in this general campaign and crusade.
OBJECTIVES
The Center for Climate Change - Education, Research and Development (CCC-ERD) of the Isabela State University, Isabela, Philippines has the objectives/purposes, as follows:
1. Gather/collect, collate and analyze relevant data and significant information from situational reports, summaries of international conventions, journals, scientific findings and results of studies, books, etc on climate change, its occurrence, effects and impacts in the different parts of the world most especially and specifically those affecting the Philippines and Asia;
2. Develop and package simple, relevant and readable syllabi/courses of study in the different subject areas of climate change, its occurrence, consequences, effects and impacts and the Adaptation and Mitigation measures, policies, technologies, activities, and recommendations to deter, minimize, reduce, recover and finally resolve the climate change effects, for use by the Center Team during the Education Campaign Drive;
3. Undertake and conduct applied, action and basic researches/scientific studies prioritized according to urgency, importance and relevance and to translate findings/results as part of the Adaptation and Mitigation Measures and Strategies in reducing and resolving climate change effects in the country;
4. Select, pre-test, prepare and package relevant and readable media materials in the form of leaflets, pamphlets, booklets, CD- DVD films (documentaries) for everybody’s use and consumption;
5. Synthesize all research findings, select and identify the most useful, environment-friendly and healthful innovations and technologies to be packaged and published for use and application by concerned vulnerable communities to climate change;
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6. Provide the initiative and effective conduit necessary in the coordination, cooperation, collaboration, networking and synergism between and among agencies, organizations and institutions in the country, regions and worldwide organizations; and
7. Provide and undertake continuous monitoring, evaluation, reporting and documentation on the efficiency, effectiveness and impact of the programs, projects and activities by various institutions/ agencies/groups covered by the Center (CCC-ERD).
METHODOLOGY
Project Background
This study titled Climate Change Center - Education, Research and Development (CCC-ERD): Establishing Frontline Source for Climate Change Adaptation and Mitigation Initiatives with the main objective to enhance the knowledge, awareness and the ability of target stakeholders to assess vulnerabilities and cope to climate risks brought about by a changing climate in region 02. The project was implemented for one (1) year with the Isabela State University as the main proponent with funding source from the Commission on Higher Education (CHED). One of the main outputs of the project includes the crafting of sturdy platform for Climate Change information dissemination through education.
The project is a collaborative undertaking among the higher education institutions in the valley with CHED Region 2 Office and the Provincial Government of Isabela. Basically, the project is directed to deliver applied researches and extension activities in the communities along climate change with focus on education as a strategic portal for climate change advocacies and initiatives – positioning information and education as tools in creating awareness and strengthening capacities of rural folks to make them climate resilient and adaptive.
Management Practice
Necessity is the mother of all things. Following the mantra, the project proposal was created because of the need to establish a portal for climate change information and technologies in the valley, as majority of the resource-based income earners in region 02 are affected by the destructive effects of climate change.
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This proposal was crafted through a participatory process participated in by various stakeholders and key implementers from the Isabela State University. The proposal packaging was led by the University Researcher and since the focus of the proposal was on education initiatives along climate change, it was endorsed and submitted to CHED for funding, following the principle of agency counter-parting; whereas ISU provided 500,000.00 for the project while CHED provided 500,000.00 as counterpart funds.
On project implementation, implementers followed the proposal requisites such as the establishment of the physical center, and designation of project officials based on the organizational structure. Initial contact with the target partners where initiated through a series of meetings which led to the conduct of the stakeholders’ forum and workshops leading to the creation of a concrete action agenda for regional RDE program on climate change, conduct of trainings, advocacy and campaigns, and production of IEC Materials on climate change.
In order to attain the objectives, the project implemented the following strategies:
Training on various subject of climate change specifically on education, research, advocacy, technology transfer and communication
Developing specific action agenda for Regional RDE program on Climate change
Repair and furnishing of the Center office
Designations of center Director and staff
Preparations and publications of IEC materials
The center is directly under the Office of the President, which is headed by the Center Director, directly under the director are the Heads of the Education, Research and Communications and Techno Transfer Divisions. The Center Director oversees the overall activities implemented. The Head of Education is in-charge on the coordination of education-related activities such meetings with heads of SUCs, and student leaders. The Research Division is in charge on the coordination of Climate Change Studies under the university, while the Communications and Techno Transfer Division is in charge on the development of information, education and communication materials and conduct of fora through the NSTP. The designated center staff served as the project management team.
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The concept of an innovation system is proposed to serve as the foundation of an integrated framework for the climate change center. An innovation system is made up of activities and processes associated with the generation, production, distribution, adaptation, and use of new technical, institutional, and organizational or managerial knowledge (Navarro, 2008).
Correspondingly, the innovation process involves a series of interaction and participation of multiple stakeholders that operate within a knowledge system. Such interactions result in the initiation, generation, modification, accumulation and utilization of a technology. Innovations come from various sources: researchers, extensionists, development agencies, farmers, CSOs, the private sector and entrepreneurs. The diversity of various actors brings in a diversity of interests and knowledge systems, which could be both conflicting and complementary.
In the context of climate change, the innovation process involves the complex, iterative, and dynamic interaction among various groups of stakeholders involved in the spectrum.
Activities
After such, social mobilization initiatives were laid down. Series of networking activities to secure partnerships were conducted. To be specific, the following were the activities implemented under the project:
Social mobilization activities
Established linkages and partnership with the following Higher Education Institutions, government line agencies, local government units and private institutions through series of meetings and reconnaissance activities, to wit:
1. Commission on Higher Education – Region 02 2. Department of Education – Region 02 3. Department of Environment and Natural Resources – Region 02 4. Provincial Government of Isabela – Environment and Natural Resources Office 5. DOST-PAGASA 6. Green Future Innovations Incorporated 7. Ecofuel Incorporated 8. Quirino State College 9. Cagayan State University 10. Nueva Vizcaya State University 11. Batanes State College
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12. Isabela State University 13. Saint Mary’s University 14. University of La Salette 15. HGB College 16. Cagayan Valley College of Information and Technology 17. Saint Paul University of the Philippines 18. Patria Sable Corpus College 19. Mallig Polytechnic College
The representatives from the partner agencies composed the Technical Working Group of the Climate Change Center.
Multi-Stakeholders Consultation and Workshop on Developing an Integrated Education, Research and Development Plan for Climate Change Adaptation in Northern Luzon, May 12-13, 2011, Isabela State University, Echague, Isabela.
The consultation and workshop was dedicated in developing an integrated education, research and development plan for climate change adaptation in Northern Luzon. The forum was participated by 27 representatives from the 14 SUCs, private HEIs, local government unit and concerned agencies. Outputs of the forum include the creation of the Technical Working Group for Climate Change, development of the action agenda for RDE program on climate change, leveled understanding on climate change and laid down the initial groundwork for the crafting of the climate change course syllabi and plan of action for climate change advocacy activities. CHED R02 accepted the proposal to create syllabi for climate change to be included in the academic curricula in all levels of the education system in region 02.
Climate Change Trainers’ Training for SUCs and Private HEIs in Region 02, December 15-16, 2011, Biazon Hostel, Isabela State University, Echague, Isabela
The Trainors’ Training for Climate Change was participated by the 24 faculty and teachers of the various partner agencies. The training was implemented for would-be climate change teacher-trainers to imbibe and capacitate them to teach climate change. Also, output of the training is the finalized version of the Climate Change Course Syllabi.
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Development of specific action agenda for Regional RDE program on Climate change
On developing a specific action agenda for regional RDE program on Climate Change, the project managers conducted a stakeholders’ forum on May 12-13, 2011 at CCC-ERD, Isabela State University, Echague, Isabela.
The action agenda had set the tone for the unified climate change related RDE projects being pursued by the cooperating agencies. The Research Development and extension thrust was developed as means to unify the region’s effort toward climate change mitigation and adaptation, following the Philippine-ICRISAT collaborative program in the dryland areas.
Research Development and Extension Thrusts
Under the integrated RDE program, five (5) focus commodities and areas were identified namely: 1) legumes and cereals (peanut, pigeon pea, chickpea and aflatoxin); 2) biofuels (sweet sorghum and jatropha); 3) community watershed; 4) socio-economics and impact pathways and 5) technology sharing and community mobilization. Following an integrated approach, the strategic thrusts of the commodities are as follows:
1. Legumes and Cereals • Crop improvement • Crop adaptation, variety release, seed multiplication and distribution • Pest and diseases and their management • Crop production and best management practices • Harvest/post-harvest, pre-processing and storage technologies • Farm equipment and mechanization • Processing/packaging
2. Biofuels a. Sweet sorghum R&D thrusts • Varietal improvement and characterization • Varietal response to time of planting, fertilizer and irrigation • Varietal response to population density and row spacing • Development of appropriate cultural management • Integrated pest management • Harvest and post-harvest management • Industrial research • Agricultural mechanization
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b. Jatropha R&D thrusts • Germplasm collection, varietal/ provenance identification and screening • Soil, water and climatic requirements • Identification of high oil yielding jatropha provenance • Generation and development of silvicultural practices • Pests and disease management • Determination of maturity indices • Harvest/post harvest handling and storage • Extraction and physico-chemical analysis of jatropha oil • Testing of crude jatropha oil • Ecological impact studies
3. Community Watersheds • Watershed characterization in benchmark areas in North Luzon • Impact assessment of indigenous water harvesting practices in North Luzon • Piloting low cost water harvesting technologies in North Luzon • Developing optimal dryland cropping systems in North Luzon benchmark areas • Watershed quality enhancement systems in benchmark areas
4. Socio-Economics • Ex-ante socio-economic analysis of dryland crops • Bio-physical and socio-economic characterization of dryland areas • Resource productivity of dryland crops • Markets and market potential of dryland crops • Technology ‘incubator’ program for dryland crops • Utilization and impact of dryland crops
5. Technology Sharing and Community Mobilization • Capacity building for various stakeholders • Innovative extension-communication and advocacy • Harnessing ICT for extension-communication and capacity building • Integrate dryland agriculture in the SUC curriculum • Forge partnerships among actors along the supply and demand chain • Mobilize local, regional, national and international funding • Regular monitoring and evaluation
Integrated Approach for R&D
Addressing the whole spectrum of R&D/E problems through strategic deployment of multi-disciplinary team of specialists to
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ensure sustainability and success of a commodity-based R&D program.
The integrated RDE framework has the following components:
o Ex ante socio-economic analysis — localized appraisal of the social, economic and environmental feasibility of dryland crops as a viable source of livelihood for rural communities.
o Production technology — generation/adaptation of innovations on the most suitable varieties and their best cultivation and management practices.
o Post-production technology — generation/adaptation of harvesting, pre-processing, storage, handling innovations and development of tools and equipment for mechanized harvest and post-harvest operations.
o Processing technology — identification and adaptation of processing and conversion technologies which could provide competitive advantage for commercialization.
o Product streams — development of diversified by-products
o Marketing, commercialization and product utilization — conduct of market analysis for dryland crops to identify acceptability, marketing and commercialization options, potential value, supply requirement and demand.
o Institutional arrangements — definition, delineation, optimization and formalization of roles, norms and conventions of various stakeholders in the RDE continuum and synergizing research- extension-farmer-market linkages.
o Policy and impact pathways — analysis and identification of relevant policy options to stimulate appropriate levels of investments for a sustainable industry; mapping out impact pathways to ensure that intended benefits are equitably distributed to stakeholders especially farmers and a sustainable future for the industry.
o Communication, capacity building and community mobilization - sharing and exchange of technical, institutional, organizational
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and managerial knowledge and skills among stakeholders; development of human capacity in the entire value chain.
Along this approach, RDE’s are geared towards attaining key result areas as follows:
. Conduct of R&D/E on product utilization, POT fine tuning and standardization;
. Studies on village-based production, processing and by-product utilization of dryland crops;
. Assist PO’s in the implementation of village level Enterprise Projects;
. Provide technical inputs to the Regional Industries for policy Development (i.e. regional jatropha industry team)
On-Campus Demonstration Project (DP)
A demonstration project shows in practice how a particular problem may be addressed. It facilitates the replication and up- scaling of an action through a visible accomplishments and lessons of experience. Examples of demonstration projects are: community level solid waste management, delivery of clean water and sanitation improvement, environmental awareness raising campaigns.
Pilot Project (PP)
A pilot project is a small scale project realistic in nature carried out to break through an idea, a project, or a policy recommendation.
Pilot project have been studied or tested elsewhere in the context of commitment to apply on a broader scale. It is a trial implementation of a firmed-up plan or a policy, the results of which could effect and inform broader scale implementation. It could also a part of a comprehensive program with clear goals with the primary objective to implement at the field level.
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The reasons for doing a Pilot Project are the following:
. Because it merges the planning and implementation stages of project development;
. Serves as a way to educate management and build support for project;
. Verifies cost and benefits and;
. Allows evaluation of hardware, software, database design, procedures and alternatives.
Eight major proposals were packaged and four are presently implemented in partnership with government and private institutions.
Climate Change Adaptation Strategies for Agriculture in Community Watersheds of Cagayan Valley (implemented with the Department of Agriculture, Quirino State College and Ifugao State College)
Component 1: Assessment of Potential Yield and Climate Change Sensitivity of Selected Dryland Crops in Cagayan Valley Using Simulation Models.
Component 2: Development and Introduction of Optimal and Sustainable Farming Systems in Drought Prone Pilot Community Watersheds
Sweet Sorghum as Alternate Crop to Sugar Cane for Biofuel (implemented with Green Future Innovation Incorporated)
Water Saving Technologies for Rice Production in Cagayan Valley ( implemented with DA-BAR, IRRI,DA-ATI and Bulacan Agricultural State College) Estimation of Water Yield and Soil Erosion and Optimal Location of Water Harvesting Ponds in a Small Watershed (implemented with PhilRice funding)
Institutionalizing NIA - MARIIS DAM Operations and Management, Training, Documentations and Community Relations for Climate Change Adaptation (funded by NIA- Dam and Reservoir Division of MARIIS)
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More Production with Less Water: Enhancing the Economic Productivity of Small Water Impounding System for Communal Irrigation System In San Mariano, Isabela (implemented with LGU and DA)
Socio-Economic and Policy Research for Sustainable Resource Management of Rainfed Areas
Conduct of Information, Education and Communication Activities
To amplify climate change advocacy in the region specifically for the education sector, the project designed and developed IEC materials in print, broadcast and web-based as channel to communicate what is climate change, its effects, and mitigation and adaptation initiatives. A total of 1000 fan shaped Climate Change information materials were distributed during NSTP classes of selected HEIs. Tarpaulins on regionalized information about climate change were also produced, as well as brochures on climate change and the RDE projects implemented along the action agenda.
The Climate Change Center website (www.isu.edu.ph/climatechangecenter) contains various information on mitigation and adaptation strategies, FAQs about Climate Change, and publications. It became a virtual portal of regionalized climate change information source.
Outputs
Established network and partnership with 14 Higher Education Institutions, one provincial government unit, CHED R02, DENR R02, GFII and ECOFUEL Incorporated. Developed specific action Agenda for Regional RDE program on Climate Change and packaged eight proposals along climate change Conducted Information, Education and Communication activities – production of printed, radio-based and web-based information materials Developed a standalone three-unit course syllabus for inclusion in the academic curricula of DepEd schools and HEIs in Region 02. Capability-building for HEIs’ representatives.
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Problems Met
During project implementation, implementers encountered the following problems:
The number of SUCs in the valley is quite numerous which makes it difficult to organize from the point of view of ISU. Issue on how to approach the inclusion of climate change in the HEI academic curricula, whether to include it as a chapter in one of the general sciences subjects of the HEIs or include it as a stand-alone 3- unit course/subject. Lack of a unified RDE agenda across concerned agencies (SUCs, private HEIs, and public sector) along climate change.
Strategies
Strategy No. 1. The project managers decided to tap the CHED Region 02 office as the coordinating body of all HEIs in the region to become a partner serving as the platform in organizing the Technical Working Group with representation from the HEIs in the region. Strategy No. 2. Implemented participatory decision-making in discerning whether to have a 3-unit course or as a chapter in the general sciences subjects of HEIs. Strategy No. 3. Setting of a unified RDE agenda across concerned agencies through partnership building leading to the creation of the Integrated Action RDE Agenda for Climate Change.
DISCUSSION / INTERPRETATION
Reasons for Management Decisions/Actions
Basically, one of the principles implemented by the project managers include the identification of innate capabilities or capacity of the institution in delivering the objectives stipulated under the project.
On strategy no.1, the project managers understand that the success of the project implementation lies on the strength of the organized HEIs in the valley. CHED Region 02 office has the capacity to deliver the organization required by the project. Subsequently, after MOA signing with CHED R02, the Technical Working Group which is the main planning arm of the center was established with representation from all levels of education (elementary, secondary, tertiary, vocational) in the valley. As such, the support provided by CHED R02 was tapped
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positively in the organization of the HEIs which is a crucial element in the project implementation and success.
On strategy no. 2, consistent with the innovation process wherein there is a dynamic interaction among the various groups of stakeholders involved in the spectrum, the decision came out to be participative in nature. Project managers engaged the stakeholders to share their views, suggestions and recommendations on whether to have a 3-unit course or a chapter in the general sciences courses. Point of views were solicited and synthesized which led to the decision of coming up with a standalone 3 unit course to be added in the regular curriculum at all levels of the education system.
On strategy no. 3. Project managers served as catalyst in the creation of the Integrated Action RDE Agenda for Climate Change which served as the framework providing direction for research and development initiatives along climate change.
Impact of Management Decisions/Actions
All of the implemented decisions accordingly contributed to the attainment of successful program implementation, specifically:
The tapping/inclusion of CHED R02 as among the partners facilitated the proper organization of the HEIs in the creation of the Technical Working Group. Participatory decision-making opens rapport and co-ownership of the decisions made among partners and project managers which facilitated success of project implementation. As a consequence, the participating agencies used the action agenda as basis in the crafting of R&D proposals and projects along mitigation and adaptation of climate change affected communities.
Implications of Management Decisions/Actions
This implies that in RDE project management; there are principles and practices which should be observed, specifically:
Capability scanning is a must for project management. Partnership and collaboration with right agencies supports successful project management. Participatory decision making empowers partners to express their ideas which eases implementation and induces co-ownership of the project being implemented.
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RDE projects implemented became need-based and integrated in approach.
Conclusions/Recommendations
Capability scanning, social and resources mobilization and partnership building are crucial activities in project management. Participatory decision-making empowers partners, thus, facilitates co- ownership of the project contributing to successful project implementation.
REFERENCES
Annual Report. 2011. Isabela State University, Echague, Isabela
Proceedings: Workshop on Developing an Integrated RD&E Program for Dryland and Biofuel Crops in Northern Philippines, April 1-3, 2008. Isabela State University, Echague, Isabela
Proceedings: National Dryland Crops RDE Conference. April 17-18, 2008. Clark Special Economic Zone. Angeles City, Pampanga, Philippines.
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Stakeholders Participation on Tamaraw Management in Occidental Mindoro
Nelson A. Orfiano 1
ABSTRACT
This study aimed to determine the nature and degree of participation of stakeholders on Tamaraw management in Occidental Mindoro. Utilizing descriptive method of research and correlational design, thirty two organizations were selected using Two-Staged Random Sampling. Gathered responses through interview schedule were validated by Department of Environment and Natural Resources and Tamaraw Conservation Program Offices. Data was further processed using the weighted mean, percentage, Pearson’s Product Moment Correlation and SPSS software.
Results revealed that 46.67 percent of the respondents’ were from the Local Government Units and using common organizational chart; eight of them have formal Tamaraw offices. Fifty percent of the respondents were highly aware on Tamaraw laws and policies and this was expected because most officers were degree holders.
There was pseudo type of participation and low level of participation of stakeholders in the different components of Tamaraw Conservation Program.
Correlation analysis revealed that awareness on laws and policies on Tamaraw conservation is related at moderate extent to participation in Tamaraw Conservation Program; and awareness on laws and policies and involvement in Tamaraw Conservation Program had low and statistically insignificant relationship as indicated by the Pearson’s r values 0.22 and 0.23.
Fund was the most important factor that influenced participation. Collaborative management was suggested to address this complexity. Moreover, broadening the
1 Instructor I, Occidental Mindoro State College, San Jose, Occidental Mindoro
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participation of stakeholder’s internationally and nationally on Tamaraw management was highly recommended.
RATIONALE
The Tamaraw or Dwarf Water Buffalo (Bubalus mindorensis) found in the island of Mindoro is a source of international pride for the Philippines. Together with other indigenous plant and animal species, this animal species signifies the country’s rich biodiversity.
The decline in Tamaraw population was further exacerbated by rampant destruction of forest that is their natural habitat and source of food. In 1900s, it was recorded that Mindoro had a forest cover of over 80 percent and by 1988; this was down to around 8 percent (www.txtmania.com/articles/tamaraw). With the present status of its habitat and its continuous destruction, the pride of Mindoro is endangered to perish in the island.
Cognizant of the fate of the Tamaraw and its environment in Mindoro, the Philippines and some of the concerned Filipinos became committed to the conservation of the animal. Since 1916 laws were enacted to protect the Tamaraw. The laws and policies protecting this animal were implemented, primarily to prohibit hunting, wounding, taking, killing, or having possession, or purchasing, selling, or offering for sale or exposing for sale, transporting, shipping, or exporting, alive or dead any protected organisms including the Tamaraw. The world’s concern for its conservation was evidenced in 1965 during the Bangkok Conference of the International Union for Conservation of Nature and Natural Resources, now known as World Conservation Union. Salient point of this convention was identifying areas of high conservation priority on rare and endangered species and establishment of protected areas and captive breeding programs. In response to this global advocacy, the Philippine Government created Presidential Committee for the Conservation of the Tamaraw (PCCT) in 1979. This marked the start of the Tamaraw Conservation Program (TCP).
For several decades, the Philippines has been implementing new paradigm of development for environmental protection. Through decentralization, the main process of program decision making and implementation is conveyed down to the lowest level expanding the base of participation of the people to achieve and sustain development (Orfiano, et al, 2008). With the participative approach of conserving the Tamaraw, the endeavor becomes the concern not only of the mandated government agencies, but also of the different organizations, individuals, and stakeholders. The active stakeholders’ participation would ensure the
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success of the program like the TCP because it is not an exclusive program and responsibility of the government. To succeed, it requires participation and involvement of other individuals and concerned non-government organizations existing in the environment where the said animal is surviving.
To what extent do the stakeholders participate in the implementation of Tamaraw Conservation Program (TCP) of Occidental Mindoro? This is the primary problem that this study looked into. The stakeholders’ nature and level of participation to the different program components of TCP were appraised and this would provide a picture of the status of program implementation, and its implications on the fate of Tamaraw in Occidental Mindoro.
Thus, this study on the nature and level of participation of the stakeholders in the implementation of the program is relevant.
OBJECTIVES OF THE STUDY
The global agenda for conservation was the focus of World Commission on Environment and Development, WCED (Brundtland, 1987). This is to protect nature against exploitation. The world likewise advocates wildlife conservation, and everyone must be responsible. To this point, the main objective of this study was to assess the nature and degree of participation among the stakeholders in the implementation of TCP in Occidental Mindoro.
Specifically, this intended to:
1. level of awareness of the laws and policies regarding Tamaraw ; 2. evaluate the stakeholders’ nature and degree of participation in TCP; 3. test the extent and significance of relationships of the stakeholders’ awareness of laws and policies and their participation to TCP; 4. analyze the extent and significance of relationships of the stakeholders’ awareness of laws and policies governing the Tamaraw and their participation in TCP; 5. determine the problems encountered by the stakeholders relative to their participation in the management of Tamaraw; and 6. find out the different possible solutions to the problems encountered by the stakeholders in Tamaraw management.
Competing Papers 165
METHODOLOGY
This study was conducted in January 2010 to January 2011 in selected municipalities covered by proposed Mangyan National Heritage Park (MNHP), Francis Burton (FB) Harrison Game Refugee and Bird Sanctuary and Mount Iglit-Baco National Park (MINBP).
Mangyan National Heritage Park (MNHP) traverses from 10 municipalities of Oriental Mindoro and five municipalities of Occidental Mindoro, namely Abra de Ilog, Mamburao, Sta. Cruz, Sablayan and Calintaan. FB Harrison Game Refugee Park also stretches across Abra de Ilog, Mamburao, Sta. Cruz and Sablayan while Mount Iglit-Baco National Park also reaches the municipalities of Sablayan, Calintaan and Rizal.
Interview schedule were used as data gathering instrument. “Guide to Effective Participation” instruments were used to measure the nature of participation of the stakeholders which was further strengthened by the Likert-type scale. This was further interpreted to 1985 Gestalt and Sock’s participation framework. Moreover, level of participation was determined in accordance to the nature of participation where the stakeholder participated. Items were arranged and scrutinized carefully to ensure its relevance to the study.
The researcher personally interviewed the stakeholder/respondents. Whenever necessary, the language used was fitted to the characteristics of the interviewees. Translations and elaborations were also done for the better discussion and flow of needed information.
Key informant interview (KII) and focus group discussions (FGD) were also done to further strengthen and cross-check the gathered data.
Various data were categorized (Gestalt and Sock’s (1985) participation framework), summarized, analyzed statistically, and interpreted using the most appropriate tools.
Appropriate statistics was employed in the analysis and interpretation of data. Descriptive statistics was used to describe and qualify variables. Test of significance of relationships were also done.
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RESULTS AND DISCUSSIONS
The limitations in the scope of the study make the results applicable only to participation of stakeholders.
The stakeholders were from the LGUs and as such have common organizational structure. Office were manned by high ranking official who were all professionals and highly aware of the laws and policies governing Tamaraw management.
The stakeholders had no participation on the all identified nature of participation and therefore had low level of participation. The study concluded that officers’ rank and educational qualification do not determine nature and degree of participation in development undertakings like the TCP. No participation and low involvement can be attributed to funds. This implies that availability and adequacy of funds affect nature of participation in any development projects. Therefore, this study concluded that Tamaraw is in the brink of extinction if funds will not be provided to organizations mandated for its protection and conservation.
RECOMMENDATION
From the conclusion drawn, the researcher recommends the following:
1. Participation of NGOs, POs, academe, LGAs and other organizations must be widened locally and internationally.
2. LGUs and other concerned organizations must allocate funds specific for Tamaraw Management Program.
3. Laws and policies governing the Tamaraw and biological diversity must be reviewed and implemented religiously.
4. Capability building and assessment of agencies in line with Tamaraw management must be carried out to concerned stakeholders.
5. Collaborative management planning is also highly recommended to create good synergism among the stakeholders.
Competing Papers 167
DMMMSU-SRDI Six-Year Mulberry R & D Plan Implementation and Output: Assessing Performance Towards the Attainment of Institutional Goals
Minerva J. Tabafunda 1, Lilia A. Ancheta 2 and Roel D. Supsup 3
ABSTRACT
This paper assessed the Six-Year Mulberry R & D (MRD) plan of the Don Mariano Marcos Memorial State University- Sericulture Research and Development Institute (DMMMSU-SRDI) in terms of the section’s targets/objectives, operations and outputs/achievements, and determined how the MRD contributed to the development of the institutional goals.
The Mulberry R & D 2006-2011 Plan was implemented under tight budgetary conditions, however, accomplishments were attained with the participation of six researchers, two research assistants and seven support staff under the leadership of the section head and three unit coordinators. The MRD Section is just one of the sections under the Research and Development Division (RDD) of the Institute headed by an RDD Chief. The plan was implemented with the support of the RDD Chief and institute Director, who is directly under the office of the university president. Resource generation, complementation, prioritization and incidental income generation were employed to attain targets.
During the period a total of 17 studies were implemented, generating & packaging technologies on Mulberry Leaf Production, Farming Systems and Mulberry Pest Management while seven studies were completed. Seven research studies were presented in Regional Symposia and fourteen kinds of Information Extension Communication (IEC) materials with a total of 350 were reproduced and disseminated. Two (2) mulberry varieties (Alfonso and S-54) were registered, while two (2) papers were in “A Refereed Asian
1 Management and Information System (MIS), Head, DMMMSU-SRDI, Sapilang, Bacnotan, La Union 2 Planning Officer and Section Head, Mulberry R&D, DMMMSU-SRDI, Sapilang, Bacnotan, La Union 3 Statistician, DMMMSU-SRDI, Sapilang, Bacnotan, La Union
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Conference Proceeding & Book of Abstracts” while one paper was published in the “Asian
Journal of Biodiversity. Unattained targets/organizational needs are being addressed with another medium term plan to help realize institutional goals.
RATIONALE
Sericulture is perceived as an important economic activity being popularized in tropical countries, including Philippines, among large marginal and small land holders in enhancing their income and creating employment for family labor all-year round. The Sericulture Research and Development Institute (SRDI) of the Don Mariano Marcos Memorial State University (DMMMSU) was established in 1992 through RA 7359, and has the mandate of providing Research and Development (R&D), Training and Extension support systems for sericulture industry. Its R&D as well as extension activities are envisaged under three major divisions namely, Research and Development, Training and Technical Services, and Finance and Administrative Services Divisions. SRDI R&D is focused on three programs: Mulberry Research and Development, Silkworm Research and Development, and Cocoon Processing, Product Development and Engineering.
Agricultural innovations and diffusion of new technologies are the important actors in the country’s quest for food, nutrition, environmental security and enhancement of income and employment. However, R&D institutions in developing countries operate with limited financial resources for R&D and even less funding for technology and knowledge transfer. The socio- economic challenges experienced by developing countries put more pressure on R&D institutions, requiring them to effectively and efficiently address local social and economic development needs through the transfer and adoption of innovative science. To this end, a key responsibility of research institutions in developing countries is to make research outputs available for use by society and local industry. It is therefore critical that research institutions not only generate relevant research, but also transfer and diffuse research results in a way that maximizes impact.
A workable system for R&D management and evaluation of project performance, especially outcomes and impact under a constrained level of resources is a challenge for all development programs.
Competing Papers 169
OBJECTIVES
General:
1. To assess the implementation and output of the DMMMSU-SRDI Six-Year Mulberry R & D Plan 2006-22011.
Specific:
1. To implement10 projects with at least 32 studies 2. To complete 11 studies and proposed 11 new studies 3. To present 32 studies in the Agency In-house and Commodity Reviews 4. To register at least 6 mulberry varieties to NSIC. 5. To maintain 154 mulberry varieties in the germplasm 6. To present 12papers in regional symposium, 6 papers in national and international convention/conferences 7. To recommend researcher for researcher of the year award 8. To identify what are those unattained targets 9. To identify some of the constraints during the implementation 10. To determine institutional impact in the implementation of the MRD plan
METHODOLOGY
The MRD Section is one of the sections under the Research and Development Division (RDD) of SRDI. The plan was implemented with the support of the RDD Chief and institute Director, who is directly under the office of the university president.
I. Setting of Goals and Strategic Objectives
The Mulberry R&D is one of the major programs of DMMMSU-SRDI that is directly handled by the MRD Section of RDD. The overall goal of the program is to generate, verify, package and transfer sustainable and cost- effective technology for the production of higher quantity of good quality mulberry leaves for increased production of good quality cocoons and competitive silk products. In that context, the following set of strategic objectives was set:
1. Developing technology that supports the MRD overall goals; 2. Focusing on near-term technology development needs and opportunities;
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3. Conducting an effective technology transfer and communication with stakeholders; 4. Maximizing the return on the R&D investment by coordinating activities with other programs of the Institute; 5. Efficiently and effectively managing the R&D program.
II. Planning Process
An Agency In-house Review and Planning Workshop evaluated completed, on-going and new research projects as to the attainment of objectives and adherence to the approved program of activities and proper allocation of funds. Researches presented were assessed whether for termination, suspension or continuation. Each study evaluated in terms of its relevance and value at current conditions. Unless justified on appraisal, the project was terminated.
III. MRD Projects and Goals
MRD projects reflected the responsibilities of the program to the Institutional R&D Program Plan and guidance from experts and stakeholder groups. Each project had associated increased productivity issues, technology needs or gaps, and R&D opportunities.
IV. Strategy for R&D Management
Assessment of the program was based on of the results and impacts of completed researches that could determine whether the inputs were well- directed, efficient, and productive as an essential element of validation of program design and confidence in the prospects for future work. The key validation criteria were (1) Relevance, (2) Quality, and (3) Performance.
R&D management centered in four strategies: (1) Program Management, (2) Coordination and Collaboration, (3) Communications, and (4) Technology Transfer.
DISCUSSION
I. Goals and Strategic Objectives
The MRD Six Year Development Plan focused on providing near-term solutions that will improve mulberry productivity with reduced environmental impact, and enhance the yield and quality of the country’s silk products. In view of achieving MRD Program goals, the following gaps shall be addressed:
Competing Papers 171
a) high yielding mulberry varieties with good leaf quality; b) mulberry varieties suited to various agro-climatic conditions; c) pest and disease tolerant varieties; d) suitable sericulture-based farming systems; and e) appropriate mulberry pest management strategies.
II. Planning Process
In the light of technology needs and gaps, MRD program plan was organized into three (3) program elements. For each of the program element were defined desired outputs of the work which relate directly to the identified needs and opportunities for improved productivity and quality.
III. MRD Projects And Goals
The 11 MRD projects were organized around the three program elements namely, Mulberry Breeding and Improvement, Mulberry Cultivation and Management/Farming Systems, and Mulberry Pest and Disease Management. The project goals defined the desired outputs for the MRD program elements.
IV. Strategy for R&D Management
A set of management elements with associated management goals was used to guide the R&D program in terms of Relevance, Quality, and Performance. These elements were organized in the categories of (1) Program Management, (2) Coordination and Collaboration, (3) Communications, and (4) Technology Transfer. Activities in each of the elements are guided by management goals with expected results.
A. Effective Program Management
Effectiveness starts with strategic planning and program design. R&D workshops, including the reviews and monitoring and evaluation are mechanisms for gathering ideas, concepts, guidance, and knowledge from all stakeholders as input to program design.
Effectiveness was determined by measurement of performance against the institutional specific goals and performance metrics. Performance indicator used were number of implemented projects; on-going studies; completed studies; new proposal; presented studies in agency in-house review, commodity, national, and international reviews; maintained mulberry varieties in the germplasm; and registered mulberry varieties.
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MRD Six-Year Plan SRDI context of the Institution’s targets and plan. Performance indicators used were the number of projects and studies implemented, completed and proposed, number of papers presented in reviews and conferences and the number of mulberry varieties maintained in germplasm and registered in NSIC. MRD had a 110% accomplishment for projects implemented that contributed 44% to the 92. 59% accomplishment of SRDI. MRD was also responsible for 45% of the Institution’s output of on- going studies. MRD section was also prolific for new proposals taking 73% of SRDI’s output. For the number of papers presented in reviews, MRD generally performed so well. Overall, program management of MRD was found effective.
The MRD program was not managed in a vacuum. MRD recognized that it is interconnected with other programs of the Institute namely Silkworm R&D and Cocoon Processing, Product Development and Engineering R&D which corresponds to the main activities in sericulture industry. Awareness and planning around closely-related projects can enhance the achievement of productivity goals through project synergies and the leapfrogging of activities. Coordination can also avoid unnecessary and wasteful duplication of effort. Coordinative efforts of researchers, extensionists and sericulture farmers were made in piloting, adaptation and verification of sericulture technologies through model farms where both mulberry and cocoon production technologies were demonstrated. Coordination activities also include R&D workshops, external program reviews, joint technical conferences, and stakeholder reviews. In this regard, in addition to the coordinative and collaborative planning workshop during the annual conduct of Agency In-house and Commodity Reviews of researches, were 13 papers presented and reviewed in international, national and regional conferences. Presented papers were technologies generated from mulberry breeding projects, sustainable sericulture farming practices and mulberry pest and disease benchmarking and control.
B. Communication of R&D Program Activities, Results, and Impacts
MRD section takes every opportunity to communicate the results of projects, and technical reports coming out of projects. Researchers were encouraged to publish the results widely especially in technical conferences and peer-reviewed journals. Two (2) papers were included in “A Refereed Asian Conference Proceeding & Book of Abstracts” and one paper was published in the “Asian Journal of Biodiversity.
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C. Technology Transfer and Application of Results
Successful completion of R&D projects was only part of the challenge. To ensure the effective deployment of technology from the MRD program, researchers were required to participate in the actual technology transfer and application of project results. Technology transfer was accomplished through targeted application in training programs, or commercialization of products or services. In a period of six years transfer of mulberry POTs were facilitated to 58 clienteles.
Technology demonstrations were used as a means of evaluating the merit of technologies. Demonstrations exposed the technologies to the environment in which the technology must be operated successfully. Demonstrations also promoted the deployment and utilization of new technologies through observations and participation by farmer beneficiaries and other stakeholders. As of 2011, 45 sericulture demofarms were established with a total area of 21.5 has covered with 286,638 mulberry trees in La Union, Ilocos Norte, Ilocos Sur, Abra, Zambales, Bulacan, Tanay and Batangas.
CONCLUSIONS
This paper illustrated how DMMMSU-SRDI Six-Year Mulberry R & D Plan implementation was crafted and managed.
The plan focused on providing near-term solutions that will improve mulberry productivity with reduced environmental impact, and enhance the yield and quality of the country’s silk products. In view of technology needs and gaps, MRD program plan was organized into three elements, each of the elements with defined outputs which relate directly to the identified needs and opportunities. The project goals defined the desired outputs for the MRD program elements.
A set of management elements was used in running the R&D program. These elements were organized in the categories of (1) Program Management, (2) Coordination and Collaboration, (3) Communications, and (4) Technology Transfer.
Each of the management elements was associated with a goal as guide in managing the program plan. First, program management has to be effective and effectiveness starts with planning involving all stakeholders. Effectiveness was determined by measurement of performance against the institutional specific goals and performance metrics.
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Coordination and collaboration management element aimed that technology needs had to be understood, technology gaps identified by stakeholders and evaluators need to be assessed and R&D activities with other sericulture programs had to be coordinated.
The third management element was communication with the aim of effective communication of project activities, results, and successes to stakeholders. The effective deployment of technology was the goal of the last but not the least management element.
The components of our management approach may be summed up as :1) Identification of R&D needs; 2) Integration with our institute’s mission; 3) Leveraging limited resources; 4) R&D project selection; 5) R&D project management; 6) Assessment of contribution (peer review); 7) Technology transfer; and 8) Measuring program effectiveness.
During the period a total of 23 studies were implemented, generating & packaging technologies on Mulberry Leaf Production, Farming Systems and Mulberry Pest Management while 13 studies were completed. Seven research studies were presented in Regional Symposia and fourteen kinds of Information Extension Communication (IEC) materials with a total of 350 were reproduced and disseminated. Two (2) mulberry varieties (Alfonso and S-54) were registered, while two (2) papers were in “A Refereed Asian Conference Proceeding & Book of Abstracts” while one paper was published in the “Asian
Journal of Biodiversity. Unattained targets/organizational needs are being addressed with another medium term plan to help realize institutional goals.
RECOMMENDATIONS
1. Identifying gaps and technology needs focusing on priority requirements. 2. Managing the individual projects effectively to successful conclusion. 3. Planning and implementing specific steps for utilizing R&D results. 4. Coordinating activities with other programs to identify technology opportunities and synergies between programs to maximize use of resources. 5. Communicating and disseminating the results of the R&D program.
Competing Papers 175
REFERENCES
Campilan, Dindo, Pay Drechsel, and Daniel Jöcker. 2001. Methods for monitoring and evaluation and their adaptation to urban agriculture. Proceedings of the expert workshop on Appropriate Methodologies for Urban Agriculture Research, Policy development, Planning, Implementation and Evaluation.
Fisheries Research Division. 2011. Research, Monitoring, Assessment and Development Plan 2010 – 2011. Department of Fisheries, Western Australia. Fisheries Occasional Publication No. 88, 2011. www.fish.wa.gov.au.
Rajalahti, Riikka, Johannes Woelcke and Eija Pehu. 2005. Monitoring and Evaluation for World Bank Agricultural Research and Extension Projects: A Good Practice Note. Agriculture and Rural Development Discussion Paper 20. The International Bank for Reconstruction and Development / The World Bank. www.worldbank.org/rural.
Wiese, Jeff. 2004. Pipeline Safety R&D at the Office of Pipeline Safety http://primis.rspa.dot.gov/rd.
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Institutional Convergence for Resources Integration and Utilization: MSU-Maguindanao Approach to Research & Development Management
Danilo S. Josue, Ph.D. 1
ABSTRACT
The Mindanao State University-Maguindanao has been experiencing gradual budget-cuts in the recent years due to the austerity measures imposed by the national government. The cuts have halted, terminated existing programs, and new proposals have not been pushed.
The university since then has exhausted its management efforts to pool resources with partner agencies. An Institutional Convergence approach was formulated to integrate and utilize resources to manage Research & Development programs.
The approach is anchored on the premise that managing is one of the most important human activities and could be done through coordinated efforts (Olum, 2004). It also considers the Quality Circle Management theory. Further, it focuses on strategies that promote participation, peace & harmony, productivity enhancement, and environmental conservation across diverse cultures. After 10 years, the university has converged with various government, non- governmental organizations, private groups, local government units and people’s organizations.
RATIONALE
The Mindanao State University-Maguindanao has not been spared by the gradual budget-cuts in its annual allocations in the recent years. This is due to the austerity measures being imposed by the national government. As a consequence, the implementation of institutional research and development programs has been greatly hampered. The existing programs have been halted, if not terminated and new proposals have not been
1 Professor VI, Mindanao State University-Maguindanao, Datu Odin Sinsuat, Maguindanao
Competing Papers 177
pushed through due to resource limitations especially on maintenance and other operating expenses.
With this development, the university has exhausted its management efforts to pool resources with its partner agencies to address the present problem. Thus, the Institutional Convergence approach was formulated and adopted by the university to pool, integrate and utilize agency resources to effectively manage research and development programs.
The approach is anchored on the premise that managing is one of the most important human activities. From the time human beings began forming social organizations to accomplish aims and objectives they could not accomplish as individuals, managing has been essential to ensure the coordination of individual efforts (Olum, 2004).
It also considers the Quality Circle Management theory where group composed of workers meet regularly to discuss and solve problems affecting the quality of their work. These workers make presentations to management with their ideas, especially relating to quality of output in order to improve the performance of the organization, motivate, and enrich the work of employees. The essence of using quality circle is to push decision making to an organizational level at which recommendations can be made by the people who do the job and know it better than anyone else (Weihrich & Kontz,1994; Daft,2002; Lorenzana,2003; Olum, 2004).
Further, the approach also focuses on strategies that promote awareness, participation, agricultural productivity enhancement, environmental conservation, cooperativism across cultures and harmony among diverse cultural communities.
This approach will be thoroughly elaborated in this paper.
OBJECTIVES
This paper aims to present various strategies and activities experienced by the Mindanao State University in Maguindanao in implementing research and development programs through Institutional Convergence. It emphasizes resource integration and utilization for research and development management. In details, it will:
1. describe the research and development management using the Institutional Convergence approach,
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2. discuss how MSU-Maguindanao with the partners LGUs, GOs, NGOs and private entities have implemented various strategies and activities, problems encountered and lessons learned in the convergence process,
3. account an in-depth analysis of the process and its implications towards policies and guidelines on research and development management, and
4. present a recommendation framework for future research and development management.
RESEARCH & DEVELOPMENT MANAGEMENT EXPERIENCES/STRATEGIES
The Mindanao State University-Maguindanao is a state-owned institution of higher learning that serves as a catalyst for change that endeavors to develop quality manpower resources in Agriculture, Forestry, Fisheries, Education and Community Development for peace and development of Mindanao.
It is situated in the town of Datu Odin Sinsuat in Maguindanao. The municipality was once a war stricken area in the 1970’s to the 80’s. With the peace accord in the 1990’s between the MNLF and the Government of the Philippines, the people now enjoy an atmosphere of relative peace, growth and prosperity.
In a span of 10 years, it formulated and adopted a convergence process where several agencies resources were pooled, integrated and utilized. Various strategies and activities were done as the University pushed through with the implementation of its Research and Development programs
A. Institutional Convergence Activity
The effort was made possible through the coordination, facilitation and organization of consortium with other agencies. A series of meetings and discussion groups were conducted to determine the task and participation of the agencies. A memorandum of agreement with several agencies to include the LGUs, GOs, NGOs, people’s organizations, and private groups was formally forged. Finally, the programs were implemented. As each program proceeded, a project benefit and monitoring system was in place to serve as a check-and-balance mechanism.
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The Research and Development program of the Institution particularly had been supporting the various industries allied with the program of the Department of Agriculture, Department of Environment and Natural Resources, Department of Science and Technology, Commission on Higher Education and NGOs. These included the establishment of seedling nursery, processing center of coconut by-products, organic fertilizer production center using vermicomposting technology, production of coco coir and dust, protective gardening technology, and regional freshwater hatchery and aqua-silviculture development program.
In the process, the institution first coordinated with target partner agencies like LGUs, GOs, NGOs, People’s Organizations and private groups. Through a conference, the proposed program framework and purposes for a program were laid down. After a series of consultative meetings, a technical working group was then created to formulate the development program.
After setting the program, a Memorandum of Agreement was entered into by MSU-Maguindanao and the concerned agencies. The implementation guidelines were then formulated by the group. In the guidelines, agencies responsibilities, and resources to be allotted were clearly elaborated to all partners. In the recent programs like the protective gardening technology, and regional freshwater hatchery and aqua- silviculture development program, MSU-Maguindanao through a Management Team composed of faculty members from the different colleges spearheaded the implementation of the Research and Development program at the ground level in close coordination with the people’s organization.
The following networks and linkages were done:
A.1. The SAMASA Consortium
In July 2, 2001, a Memorandum of Agreement with the Philippine Coconut Authority (PCA), Philippine Society of Agricultural Engineers (PSAE) and the SAMASA Coconut Growers Cooperative in Datu Odin Sinsuat, Maguindanao was entered into (SAMASA brochure, 2001). The agreement paved the way to the launching of the Coconut Development Zone Program. The program was designed pursuant to Presidential Decree no. 232 dated 30 June; 1973. This mandated the PCA to formulate and adopt a general program for Coconut Industry and coordinate the same with line agencies, LGU’s, NGOs and private sectors. The SAMASA Consortium or the Strategic Action of Mass-Based Alliances for Social and Agro-Industrial Progress was organized in September 15, 2001. The Mindanao State University leads the consortium. The members included De La Salle University-Angelo
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King Institute for Economic and Business Studies, PSAE, and the SAMASA Coconut Growers Cooperative. On July 14, 2003, the consortium facilitated the creation and establishment of the Provincial Environmental and Natural Resources and Biodiversity Board (PENRB) under the Office of the Governor of Maguindanao.
A.2. The DENR Connection
In 2003, a Memorandum of Agreement was entered into with the Department of Environment & Natural Resources –ARMM. A 1,000-hectare area in Mt. Kabalalaan in the town of Datu Odin Sinsuat was granted to the institution. The mountain is a major watershed for the City of Cotabato and neighboring municipalities. The main purpose of the grant was to formulate a program to preserve and protect the area from rampant kaingin and deforestation. MSU-Maguindanao formulated the framework and plans for the eventual promotion, protection, and preservation of the mountain (MOA of MSU-Maguindanao and DENR, 2003). In March 2012, MSU-Maguindanao again entered a MOA with DENR for the establishment of a Forest and Fruit Tree Nursery in MSU-Maguindanao. The seedlings were intended for the massive reforestation program of the ARMM.
A.3. The Care Channels
In 2005, a Memorandum of Agreement was signed with The Care Channels. It is an NGO based in Singapore. It is dedicated to the mission of helping the poor through holistic approaches such as education, livelihood, health and training programs. In MSU –Maguindanao, it established small ruminants, flower garden, and essential oil projects for research and development purposes. It still is involving faculty, staff, and students in implementing and sustaining the said projects.
A.4. The MSU-CHED Techno Demo Program
In 2006, MSU-Maguindanao entered into a Memorandum of Agreement with the Commission on Higher Education (CHED) for the Vegetable Production project. The project had served as a showcase for organic farming technology as a healthy alternative to synthetic conventional agriculture. It also served as a venue for training and technology demonstration for the farmers in the area. The fund for the project was granted by CHED (MOA of MSU-Maguindanao and CHED, 2006).
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A.5. The Vermicomposting Production Center
In 2008, MSU-Maguindanao signed a Memorandum of Agreement with DOST-PCAMRD to establish the Regional Vemicompost and Vermimeal Production Center. The project aimed at utilizing the tremendous volume of crop residues in the farms and reduces the interactive effects of too much crop residue burning in the countryside. It is also designed to bank on people’s participation on resource recycling in their respective farms. (MOA of MSU-Maguindanao and DOST-PCAMRD, 2008).
A.6. The AquaSilviculture Program
In 2012, a Memorandum of Agreement was signed with the Bureau of Fisheries and Aquatic Resources for the implementation, operation, and good governance of the Aquasilviculture program in the six municipalities in Maguindanao. It is a collaborative program along with the local government units. It is based on the mandate embodied in the Republic Act No. 7160 or the 1991 Local Government Code where the right of people to a balanced ecology encourages and supports the development of appropriate and self- reliant scientific and technological capacities to enhance economic prosperity and social justice and promote full employment among the residents (MOA of MSU-Maguindanao and BFAR, 2012).
A.7. The Regional Research, Development and Extension Network
MSU-Maguindanao is actively involved in the Regional Research, Development and Extension Network of the Autonomous Region in Muslim Mindanao. It entered into a Memorandum of Understanding with the member networks like DAF-ARMM, USM, Phil Carabao Center, DTI, PCA, and other SUCs. The Institution has been participating in the planning and implementation of several Community-based Participatory Action Research (CPAR) being implemented jointly by LGUs, Academe, and DA-ARMMIARC. The projects were duly funded by the Bureau of Agricultural Research (MOA of MSU-Maguindanao and DA, 2005).
B. Strategies and Activities, Problems Encountered, and Lessons Learned in the Convergence Process
The following strategies and activities were undertaken to implement various research and development programs, the problems encountered, and the lessons learned during the process of convergence.
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DISCUSSIONS AND INNOVATIONS
The Institutional Convergence approach has paved the way to a more participative nature of Research and Development management. Using the foundation laid down under the Modern management and Quality Circle management theories, the process has exemplified an effective, cost saving, prompt implementation, anti-redtapes, transparent and good governance management program. It also strengthened people/community participation.
The process has not been easily followed since the nature of bureaucracy connotes complexities and so with the convergence. In the case of MSU-Maguindanao, there were seven programs entered into and it involved fifteen agencies from the Local Government Units, Government agencies, Non-governmental organizations, Private and People’s organizations. At present, there are four programs left and are being sustained. Three programs were terminated like the SAMASA consortium, Commission on Higher Education Vegetable Techno demo and the Rehabilitation of Watershed program in Upi, Maguindanao. The end of these programs was attributed to several reasons. These are the changes of leadership in the University, exhaustion of funds, lack of voluntary personnel to continue the program and lack of awareness and concern of the community towards the program.
The other four programs still exist. Their sustainability lies on the nature of its implementation. The significant attributes are the strong support of the administration and the creation of the Management Team, the functions of which were different from that of the Technical Working group. Usually, the Management Team members reached the ground level of its implementation. Thus, the tasks are promptly carried out and the funds are efficiently expended. More so, the program tends to accumulate revenues to run the program on its next cycle. This management prerogative runs parallel with the Modern and Quality circle management theory where concerted group efforts are exemplified.
At the community level, people are enjoined to participate because of the patterned interaction with the Management Team at their level. Any complications and problems that arise from the implementation are easily addressed. Such scenario tends to strengthen People’s organization and Management team partnerships.
At the level of the partner agencies especially the donors, effective assessment and monitoring have been carried out through their Project Benefits and Monitoring System. A formative assessment is thoroughly
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imposed. The system serves as a check valve and a control system that provides opportunity to affect balance, suggests reprogramming and recommends closure of ineffective program.
The vital lessons in the management of these programs are the convergence of human and physical resources brings significant development in the area, strong leadership of the administration prevented delays of the implementation, created an atmosphere of transparency and boasted morale of the implementers at the ground level, and management team’s joint and enthusiastic efforts effectively implement the program. The strategies and lessons experienced by MSU-Maguindanao exemplify a vivid example on how Research and Development manager’s social responsibility are nurtured.
CONCLUSIONS
The convergence activities through the creation of consortium, network and linkages with other agencies to include the LGUs, GOs, NGOs and private groups tend to increase the effectiveness and success of implementing the program. However, there are several reasons why a given program did not stay that long. There are about fifteen agencies that are collaborating with MSU-Maguindanao. These are the SAMASA Consortium with members Philippine Coconut Authority, De La Salle University, Samasa Growers Cooperative, Philippine Society of Agricultural Engineers, Department of Environment and Natural Resources, Commission on Higher Education, Department of Agriculture, Local Government Units of Maguindanao, Department of Science and Technology-Philippine Council for AquaMarine Research and Development, Bureau of Fisheries and Aquatic Resources and the Rotary Club of Cotabato East.
There are seven programs identified. These are the Coconut Research and Development, The Vegetable Techno Demo, The Vermicompost Research and production Center, The Mt. Kabalalaan Development, The Watershed Development, The Aquasilviculture and Hatchery Research and Development. Three of the programs were terminated and four are still being implemented. The sustainability of the program lies on the strong partnerships of the donor and implementers. The strong support of the administration and creation of a Management Team in close coordination with the Peoples Organization at the ground level as well as an effective Project Benefits and Monitoring Systems tend to assure the success of the Research and Development programs.
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POLICY IMPLICATIONS
The success and failure of the Research and Development programs lie on the degree of institutional convergence. The closer the partnerships, the higher would be the degree of success. Most Research and Development endeavors in this country are bound to fail because there are no clear cut policies regarding the end point of a program. For instance donor-partner agencies release huge amount of funds for a program. After the implementation of the program for a certain timeframe coupled with the exhaustion of funds, the program will be heard no more. Usually, programs are donor-centered and dependent. Once the donor stops, and so with the flow of funds, then the program ends.
It is imperative that policies towards these concerns must be reviewed. There must be policy that directs its concern towards the development of a strong convergence process. A strong teamwork involving program players, like the donor and partner implementers (People and Institutions), should be thoroughly considered at the ground level.
For instance, the implementation of the Agriculture and Fisheries Modernization Act (AFMA) of 1997 (RA 8435), a law that prescribes urgent related measures to modernize the Agriculture and Fisheries sectors, needs some review on its implementing rules and regulations. In the ARMM, R & D programs are hardly supported via this law. It is commonly known that the Agricultural Competitive Enhancement Fund (ACEF) is one of the funding sources for AFMA implementation. Hard to say but, the rules, regulations and implementing guidelines of ACEF have been revised for so many times already for years now. This is also accompanied by the dynamic change in the leadership in ARMM. If this continues, then Institutional R & D programs in this part of the country if not all will be continuously hampered.
RECOMMENDATIONS
To provide for better program implementation in the future, MSU- Maguindanao with its strong administrative support and capability should explore the possibility of strengthening the management team involved in working closely with the people’s organization /local folks and giving them more participation in the planning and implementation process at the ground level. Along with this strategy is the enhancement of the Project Benefit and Monitoring System by the partner-donor agency. Incentives, policies, trainings, and more info-dissemination /campaign will also be an effective measure for the success of the program and lastly, the participation
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of Local Government Units (LGUs) should be further felt and strengthened to gain better access in the implementation process.
A strong policy towards the development of a strong convergence process should be sponsored. A strong teamwork involving program players like the donor and partner implementers (People and Institutions) should be thoroughly considered, in the process applying the Quality Management theory. Foremost, funding or donor agencies for Research and Development programs should be implementation or output-oriented and not documents- oriented. A review of the implementing rules, regulations and guidelines such as that of the ACEF as mandated by AFMA of 1997 should be considered to fit into the realm of the R & D programs of institutions.
REFERENCES
Olum,Yasin.2004.Modern Management theories and Practices: A Critical Overview. Makarere University, Department of Political Science and Public Administration. Kampala, Uganda.
Lorenzana, C.C. 2003. Management Theory and Practice. Rex Book Store ,Inc. Manila
Daft, R.L. 2002. Management. 5th Edition. Thomson Learning Inc. Philippines.
Dessler, G. 2001. Leading People and Organizations in the 21st Century. Pearson Education Asia Pacific Ltd. 2nd Edition. Singapore.
Weihrich H. and H. Kontz.1994. Management. A global Perspective. McGraw Hill Book Co. 10th Edition, Singapore.
LIST OF MEMORANDUM OF AGREEMENTS
______2001. MOA of MSU-Maguindanao & SAMASA ______2003. Annual Report. MSU-Maguindanao ______2003. MOA of MSU-Maguindanao & DENR. ______2005. MOA of MSU-Maguindanao & DA, ______2006. MOA of MSU-Maguindanao & CHED ______2007. MOA of MSU-Maguindanao & DOST-PCAMRD, ______2012. MOA of MSU-Maguindanao & DAF-BFAR
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Research as an Emancipation Tool: Managing Information for the Development of an Indigenized Curriculum for the Mangyans
Katherine P. Sanchez-Escalona 1
ABSTRACT
The current education systems are biased on western culture that it has the tendency to corrode indigenous knowledge system. In the case of the Mangyans, an alternative school was established. The curriculum was evolved and is supported by researches on community life by both the students and teachers. Results were shared through organized festivals where results were validated both by the community and the elders. What became is a set of young Mangyans familiarized and highly appreciative of their culture. The teachers themselves had become more familiar with the contexts where which they can use Mangyan Culture in their activities. The system was affirmed when DepEd chose the school to be the venue of exposure for both CAR and MIMAROPA for the Mother-Tongue Based Multilingual Education (MLE) Program of the Agency.
RATIONALE
Indigenous People’s Education (IP Ed.) is an enshrined right of the IPs in the Philippine constitution. This is expressed in the creation of various government agencies that promotes education as a tool of intervention for IP groups (Fiagoy, 2000). Since 1901, education had been viewed as an emancipation tool, primarily a tool to integrate the IP culture into mainstream society. The assumed rationale is that IPs are “savages” that needs to be assimilated into the mainstream westernized culture. In the 70’s, the government agency tasked to assist the IPs into self actualization became the same agency that assisted in dispossessing IPs of their lands. These lead to a general dissatisfaction of the IPs in dealing with government agencies with most throwing confidence to church groups to handle programs and projects.
1 Faculty, Mindoro State College of Agriculture and Technology, Victoria, Oriental Mindoro
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Since 1972, the Ecumenical Commission on Indigenous Peoples (ECIP) under the Catholic Bishops Conference of the Philippines (CBCP) consolidated and coordinated efforts of different Indigenous Peoples Apostolate (IPA) (ECIP, 2009). IPAs are religious groups whose main mission is to articulate and assert IP education. Under such programs, volunteers and interested groups were fielded to assist and facilitate transformative education processes.
This is a documentation of an integrated processes of coming up with an indigenous curriculum fitted on the contexts of the Mangyans of Occidental Mindoro. Rather than an individual management experience, this paper is a reflection of what I have learned in the process of being involved. That in the process of reflecting, I may be able to share what might be a socially responsible research approach that cultivates, rather than assimilates, culture.
Mindoro is home to 7 tribes of Indigenous Peoples generally referred to as the Mangyans. Each tribe occupies defined geopolitical locations and each has its own culture, language, and are morphologically distinct from one another. They are historically known to be the earliest inhabitants of the island whose ancestors bartered with Chinese merchants on the 14th century. Known as timid, peace loving people, the Mangyans were pushed to the hinterlands by waves of migration following establishment of the Philippine Government.
The Franciscan Missionaries of Mary (FMM) is the lead IPA that implements IP Ed in Occidental Mindoro. Inspired by the articulation of community leaders on the need of an educational system that promotes, rather than stunts cultural identity, they established Paaralang Mangyan na Angkop sa Kulturang Aalagaan (PAMANAKA) in 1999. The vision is to have self-actualized Mangyans that are rooted on culture. Volunteers, which I am one, from various institutions were fielded as facilitators in the process of evolving a culture-based curriculum.
PAMANAKA fielded teachers from a roster of Mangyans whose college education were sponsored by the Diocese of Occidental Mindoro. Students were elementary graduates from local elementary schools who wish to go to high school. The initial contents of the curriculum used were adapted from a private school using modular approach. The approach works well with the IPs laid back style of learning at their own pace. Indigenization was done with use of stories known to the teachers and with the use of materials that are locally available.
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As the teachers themselves are product of mainstream education, reorientation should also be done with them. Trainings were conducted on approaches to adult education primarily based on materials published by Education Forum (EF). The basic principle is that ideas should be facilitated out of the learners. Knowledge was intensified with cognizance of the multiple learning styles – feeling, doing, thinking and doing. Classes were ‘informal’ removing the constraints of formal classroom learning to the students.
Effectivity of the system was measured by passing rate in PEPT. For the initial batch of 12, more than 50% qualified for fourth year. This encouraged the elders to decide to establish PAMANAKA-Balingasu in 2006, the Elementary version of PAMANAKA, taking on community children to be started on to indigenized curriculum for basic education.
THE RESEARCH EFFORT
Indigenization of curriculum is taxing with the dearth of materials that was available when PAMANAKA was started. In support of the curriculum development, a non-IP researcher was hired to gather pertinent information for incorporation to the modules. Of particular interest are songs and poems that capture cultural practices among the Mangyans. In the process however, the researcher was bugged down with logistical support needs of the facilitator: i.e. grade computation, encoding, re-stating etc. We also found that appreciation of materials is not as deep as articulated of a native speaker.
As an adaptation, students were tapped to complement the research efforts. Students were oriented on process observations, asking questions, and documentation processes. Semestral breaks were spent on the communities documenting stories, songs, dances, and general activities. Ritual occasions were made special holidays so students may go home to participate and to document.
Documentations were gathered for encoding. The materials were then again sent back for validation by the students accompanied by the non-IP researcher. The material is considered final only if both the encoder and the student-researcher agree on the meanings and innuendoes of the material. Compiled materials are then used as materials for the classroom.
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RESEARCH AS AN EMANCIPATION TOOL
One of the articulations of the students in participating in research is the deeper understanding of their own culture. Young adults are usually preoccupied with modern concerns: cellphone, fashion, music, etc. After generations of implicit cultural discrimination, today’s generation of young Mangyans are embracing the lowland culture more than their own. But as they go back to their communities to do their assignments, they are led to a world that was previously unknown to them. What came to be are young adults that are more aware of their culture.
One downside of the formal school system is the palliative discussion on culture with emphasis on artifacts (ECIP, 2009). As a result, culture is seen more as a process rather than a heritage and a history of people. By educating the younger generation with mainstream system, a gap is created between the adults and the younger generation. When students were sent back to their communities, this gap was closed with their understanding of the historical root of their culture. Rather than looking at their culture as backward, indigenous knowledge and practices were now validated as scientific and appropriate that took hundreds of years to form.
As an emancipation tool, researches done in the process of building an indigenized curriculum are never presented in usual venues. Presentations of IP researches in symposia and forums using English as a medium defeats the purpose (Doronilla, 1991). The “weak scientific culture of the public” further cushions the impact of IP researches into policies and educational processes. In PAMANAKA, research results are shared in form of festivals where students and teachers alike perform dances, tell stories, and perform rituals. Elders and shamans are invited particularly to perform activities confined to their ranks.
Researches also led to the identification of cultural teachers who were invited by the school as resource persons. They are expert weavers, craft makers, farmers, and story tellers. Appreciation of the elders becomes deeper with the process.
For purposes of formal documentation, research outputs were translated into Tagalog. Students translate their works, and in the process, also strengthen their language proficiency, both in Tagalog and in their native language. Materials used for grades 1-3 are all in native languages.
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THE WAY FORWARD
The process of IP Ed was affirmed with DepEd’s program on Multilingual Education (MLE). The agency is now expanding its mother- tongue education approach based from the outstanding results gained from selected schools that piloted the program since 1999 (Nolasco, 2008). Students that were taught in their mother language generally fare better in Science and Math. This is because the concepts are presented in a language that is not foreign. In PAMANAKA-Balingasu, the native language is used in all subjects from grades 1-3. The use of Tagalog and English are introduced only on the 4th grade. This scheme is consistent with the MLE approach being proposed by DepEd.
Last March 23, DepEd MIMAROPA visited the school as part of its exposure to fully implement MLE.
REFERENCES
Abejuela, Ricarte B. III. Undated. Indigenous Education in the Philippines A Case Study of the Sagu-Ilaw School of Indigenous Knowledge and Traditions. ______. Fiag-oy, Geraldine L. 2000. Adult Education and Indigenous Peoples in the Philippines. (In) King, L (Coordinator) .International Survey on Adult Education for Indigenous Peoples Country Study: Philippines. UNESCO Institute for Education, Hamburg. Taylor, P, Desmond D, Grieshop J, and Subramanian A. 2003. Making learning relevant: principles and evidence from recent experiences. (In) Atchoarena, D and Gasperini, L (Eds) Education for rural development: towards new policy response. FAO and UNESCO. FAO, Rome, Italy. Ma. Nolasco, Ricardo. 2008. The Prospects of Multilingual Education and Literacy in the Philippines. ______ECIP, 2000. Indigenous Peoples Education: “From Alienation to Rootedness”. In Human Rights Education in Asian Schools, ______Doronilla , Maria Luisa. 2000. Adult Education Research Trend in the Philippines. (In) Mauch, Werner (Ed). Report on the International Seminar on World Trends in Adult Education Research. UNESCO Institute for Education, Hamburg. Bo, Wei. ____ Education as Both Inculcation and Emancipation. ______Sharon Adetutu, Omotoso. 2010. Education and Emancipation: An African Philosophical Perspective. The Journal of Pan African Studies 3(9), 222- 231.
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RDE Management on Dragon Fruit and Its Implication to Social Responsibility: The Project SANIATA Experience
Leonardo T. Pascua 1, Lilibeth C. Paraoan 2, Lolita Raposas 3, Imelda Adalem 3, May Damaso Pascua 3, Ruby Saoit 3, Love Grace dC. Campano 4, Maura Luisa S. Gabriel 5, Marivic Alimbuyuguen 5 and Fausta Mercy Gano 5
ABSTRACT
Dragon fruit is excellently grown in the Ilocos Norte because of its Type 1 climate. Through the “Project SANIATA” or SAgut Ni Imee Agnanayon Talged nga Agdur-as (Imee’s gift for sustained progress), research, development and extension on dragon fruit was implemented. The relevant management strategies, accomplishments and lessons learned were documented.
The Project SANIATA has gained notable accomplishments and insights on research management, research activities, research utilization and public-private partnerships. Its implications towards growers, environment, students, rural youth, consumers, community and society and government were discussed. Its success has brought dragon fruit in the provincial and national scene. The implementation of the project had convinced the provincial governor of Ilocos Norte that dragon fruit can be one of the strategic commodities of the province. This has also earned recognitions from stakeholders, strengthened the public partnership with the KASACOOP and the local government units, and contributed to the tourism industry in the province.
1 Project Leader of the Dragon Fruit Production, Commercialization and Promotion in the Ilocos from CODA, and the Regional TechnoGabay Coordinator of ILARRDEC 2 Project Staff from CODA and the Regional Management and Information System Coordinator of ILARRDEC 3 Co-implementors and Project staff from the Office of the Provincial Agriculture of Ilocos Norte 4 Project staff from the MMSU and the Regional Applied Communication Office of ILARRDEC 5 Project staff from MMSU
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INTRODUCTION
Dragon cactus (Hylocereus spp.) belongs to the Cactaceae family from the subfamily Cactoidea of the tribe Cactea (Raveh, 1993) and most widely distributed in six continents (Crane and Balerdi, 2009). It is a native of Central America (Thulaja, 1999; Zee et. al., 2004).
In the Philippines, dragon fruit is becoming a favorite of many Filipinos for its known therapeutic properties. Because this fruit is now considered as “Healthy Food for the Table,” it is now gaining popularity and will eventually pose a great demand among local consumers. This is therefore becoming an emerging champion in the local fruit industry by giving a lucrative income to farmers.
Dragon fruit is excellently grown in Ilocos Norte because of its adaptability to the climatic (Type 1) and soil conditions of the province. It can grow even in marginal upland and sand dune areas which abound in the province. Through the “Project SANIATA” or SAgut Ni Imee Agnanayon Talged nga Agdur-as (Imee’s gift for sustained progress), the research, development and extension on dragon fruit was implemented. The relevant management strategies and accomplishments including problems and lessons learned were documented. This could be an input to other researchers where they could also draw insights. Hence, this study was conducted.
OBJECTIVES
In general, this paper documented the relevant management strategies, accomplishments including lessons learned in R, D & E of dragon fruit.
METHODOLOGY
The R, D & E management methodology of the project was laid out in the following key features:
A. RDE Management
Planning, coordination, monitoring and evaluation were done for the smooth implementation of the project. Technology assessment was also conducted to evaluate how the technology performed in the farmers’ field.
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B. Research Activities
To improve the existing research activities, series of experiments were conducted to answer problems arising from the field and for continuous innovation and improvement of the Package of Technology (POT). The experiments were focused on the problem- and need-based context. These were conducted by researchers, thesis students, and farmer- led experiments on the science and technology based-farm. Value adding as well as value creation activities were also conducted.
C. Research utilization activities
To ensure that the technologies will trickle down to the grass roots, various technology promotions were employed to include distribution of IEC & ICT materials and conduct of training programs, dragon fruit festival, technical assistance and product exhibits displayed in various parts of the country.
D. Public-private partnership
Public-private partnership were forged with LGUs at the provincial, municipal and barangay levels through the Local Executives, the Department of Education and the dragon fruit producers’ cooperative.
RESULTS AND DISCUSSIONS
RDE Management
A multi-disciplinary approach was introduced by pooling available manpower resources. These resources are led by the Ilocos Agriculture and Resources Research and Development Consortium (ILARRDEC), the Department of Agriculture Regional Field Unit 1 (DA-RFU-1), Cotton Development Administration (CODA), Mariano Marcos State University (MMSU), Philippine Rice Research Institute-Batac Branch (PhilRice – Batac), National Tobacco Administration (NTA), Provincial Agriculture Office (PAO Ilocos Norte), Magsasaka Siyentista and the Kailokuan Saniata Producers Cooperative (KASACOOP). Their involvement provided better directions on the RD&E on dragon fruit considering the impact of the industry to the stakeholders, community, and the environment. The diverse ideas, knowledge, experiences and perspectives were leveled off leading towards a common goal.
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Additionally, before any major activity has to be implemented, planning was done by tapping the right persons for all of the intended activities. Logistics, manpower, bright ideas, experiences and strategies were considered because these were key factors in the smooth and successful implementation of such activity.
All activities in the RD&E of dragon fruit were coordinated by ILARRDEC through the Techno Gabay Program (TGP). Monitoring and evaluation were also conducted to meet the objectives of the project.
A team conducted the assessment of the performance of dragon fruit production technology in the farmers’ field. The result revealed that the production technology passed the criteria developed by PCARRD (2001). Using the STEEP test, the production technology is found to be socially acceptable, technically feasible, economically viable, environmentally sound and politically acceptable. The team identified some gaps such as improvement of the POT most especially on postharvest, fertilization, value addition, use of cover crops and the conduct of more training programs on processing.
Research activities
By researchers. Experiments on the evaluation of dragon fruit cultivars, development of hybrids, pruning, fertilizer studies, use of stem cuttings and rooted planting materials, and pest management were conducted. Research activities were focused on the development of technology options that are cost reducing, income enhancing, sustainable and environmentally safe which eventually leads to organic agriculture.
Five cultivars were evaluated in relation to agronomic characters, yield and fruit quality. These were Saniata 1 or Imee, Saniata 2 or Imelda, Saniata 3 or Miriam, Saniata 4 or Edit and Saniata 5 or Mimi. The results of the evaluation are vital information for the registration of these cultivars to the National Seed Industry Council. This enabled us also to come up with a varietal descriptor specific for dragon cactus that will be very helpful for researchers and students who will be involved in crop improvement.
A study on the development of hybrids is still underway. Hybridization was made among the three cultivars Imee, Imelda and Miriam. The hybrids are now in their seedling stage and evaluation will be conducted next year.
Results of studies also found that dragon cactus performed better, in relation to yield and growth, if organic fertilizer alone or a combination of organic and inorganic fertilizers is used than using inorganic fertilizer alone.
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Further, the use of vinegar in the control of ants and other sucking pests was also found effective. These results are significantly relevant in coming up with a cost-effective package of technology using environment-friendly technology options. This indicates that dragon cactus can be grown organically. With these results, the advocacy on the production of organic dragon fruit will push through.
In a separate experiment, the use of stem cuttings or rooted planting materials did not show significant difference in relation to plant establishment. Rooted planting materials raised in the nursery are much costly than those on stem cuttings.
By students. In a study conducted by Dancel (2011) on the characterization of dragon fruit grown in Ilocos Norte, three were found as promising cultivars in terms of plant and fruit characteristics, and consumer preferences. Several potting media and the sources of planting materials were also studied by Calacal (2011). She found that sand combined with ordinary soil and carbonized rice hull can be used as potting media. The best propagation materials were from the 12 to 15 inches long uncut stems.
Farmer-led or STBF. A Science and technology-based farm (STBF) was established at the Rare Eagles, Forest, Marine and Agriculture Development (REFMAD) Farm in Paayas, Burgos, Ilocos Norte. This is owned and managed by Magsasaka Siyentista Edita Dacuycuy. It showcased appropriate S&T interventions that addresses specific gaps, thus enhanced the farm productivity and income. The STBF on organic dragon fruit production also showcased the use of cuttings instead of rooted planting materials raised in nursery for three months, application of organic fertilizer instead of inorganic fertilizers, and the use of plastic mulch for water conservation, reduce weed population and heat summation, and the use of seaweeds as insect repellant and pesticide.
Value adding activities. On-going projects on value creation and value adding are implemented by the College of Industrial Technology of the Mariano Marcos State University, the Magsasaka Siyentista for dragon fruit, and other growers and entrepreneurs in the province. The available equipment of the food laboratory of MMSU is utilized for this purpose while private entrepreneurs had invested for their own business. This has been implemented to develop and establish activities that would enhance the marketability of creative products from the different parts of the dragon fruit such as the fruit, flowers and stems. The stability and acceptance of the product in the market were the primary concerns of the activity.
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Trials had been made to come up with the best formulation. Different sensory, taste and preference tests were conducted to determine the most acceptable products to different types of consumers. The products were dragon fruit candy, dragon fruit laing, dragon fruit marmalade, dragon fruit peel jam, dragon fruit shanghai, pickled dragonita peels, dragon fruit haleya, dragon fruit balls, stuffed dragon fruit, dragon fruit cookies, dragon fruit yema, dragon fruit muffin, dragon fruit cake, dragon fruit sticks, dragon fruit rolls, dragon fruit bread, dragon fruit embutido, dragon fruit hopia, dragon fruit ice cream, dragon fruit wine and dragon fruit herbal soap. Many of these products are now available in the market.
RESEARCH UTILIZATION ACTIVITIES
a. Technology promotions
The package of technology reached the growers because specific efforts were made through technology promotions.
Trainings conducted. Several trainings, fora or caravan were conducted to disseminate information and technologies to growers, agricultural technologist, prospective growers as well as secondary and elementary school teachers. Experts and the Magsasaka Siyentista were tapped as resource persons. These trainings were also venues for the conduct of group discussions, sharing experiences, feedbacks and problems encountered in the field by the growers.
Service for walk-in clients. Farmers, technicians, students, former overseas Filipino workers, processors and housewives are visiting the Farmers Information and Technology Service Centers (FITS) strategically located in different municipalities and cities of the province for technology information about the dragon fruit production. The FITS staff provided technology brochures and assisted the clients where to buy planting materials.
Service for Short Messaging System (SMS) clients. Because of the massive use of print media, several clients asked information about dragon fruit through SMS. The POT was sent through their emails or brochures through pouch mail for those with no email account. Many also ordered planting materials and these were sent through pouch.
Publications. A technology guide on dragon fruit production and recipes were printed in leaflets and brochures. Copies were distributed to farmers during training, techno fora, info caravan, exhibits, field days, and walk-in clients in FITS centers as well lakbay aral participants in the Magsasaka
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Siyentista farm. A technology video on dragon fruit production was also produced and distributed to FITS centers. Posters were also made and are displayed in the different FITS centers. TV commercials were also made and were presented during the dragon fruit festival. Articles about dragon fruit were also featured in magazines and national dailies.
Dragon fruit festival. The holding of the first dragon fruit festival in the Philippines with the theme, “Pasantaken ti panagpatanor iti dragon fruit iti Kailokuan para iti panagdur-as ti pagilian,” was done to promote the dragon fruit industry for more stakeholders in the production, marketing and processing, among others. This aimed to attract more tourists in the province in visiting dragon fruit farms and promote several products made from dragon fruit.
Coordinated by ILARRDEC, representatives and experts from MMSU, DA RFU1-INPC, CODA, PhilRice, NTA, DOST, DTI, DOLE, PAO Ilocos Norte, Provincial Tourism Office, Office of the Governor’s Communication and Media Office, Department of Education Divisions of Ilocos Norte and Laoag City, PCAARRD, and Kailokoan Saniata Cooperative worked together in holding the affair.
A portion of the PCARRD Techno Gabay funds was used with support funds and logistics from MMSU, provincial government of Ilocos Norte, REFMAD Farm, Castillo Farm and the KASACOOP. PCAARRD came up with the dragon fruit FIESTA magazine. The festival led to the conceptualization of PCAARRD’s Farm and Industry Encounters through the Science and Technology Agenda (FIESTA) in conducting festivals as part of the Techno Gabay’s technology promotions.
Highlighted the festival were a motorcade from the Provincial Capitol in Laoag City to MMSU in Batac City conducted on the first day followed by opening program to include cutting of ribbon of the life-size diorama of dragon cactus plants and product exhibits, press conference with local and national media, and techno forum featuring the roles of PCAARRD, CHED and DA on RDE of dragon fruit, and lectures on the production technology, value adding and processing. On the second day, technology to the people (T2P) was conducted at REFMAD Farm with the national and local media. In the afternoon, the cookfest was conducted and participated in by different colleges in the province. Simultaneously, the essay writing and photo journalism was conducted and participated in by secondary and elementary students. On the third day, a consultation and planning workshop was done to come up with RDE plan followed by the closing program which was highlighted by the awarding of prizes to winners and the oath taking of officers of the KASACOOP. The festival commenced with field tour in
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Catuguing Elementary School, Castillo farm, and REFMAD Farm. A jingle was also composed which was played during the festival.
The conduct of the festival especially the presence of national media had a great help in the promotion of dragon fruit as crop and as a healthy food. The festival was featured in GMA’s Kapuso Mo, Jessica Soho program, PTV 4’s Mag-Agri Tayo, and ABS-CBN TV Patrol Ilocos. Write ups were also released in national dailies and magazines. Dragon fruit was trending as number one in the Internet after the festival. As a result, many prospective growers not only from the province but from various parts of the country had requested brochures on the package of technology of dragon fruit and also ordered planting materials. Further, many had also inquired about dragon fruit production through short messaging services.
b. Technical assistance
Field visitation, monitoring and dialogue with farmers were made to include giving of technical assistance to growers. Problems arise in the field were given technical advice. This activity became a feedback mechanism and served as an input in R&D.
PUBLIC-PRIVATE PARTNERSHIP
Partnership were forged through a memorandum of agreement with ILARRDEC, its member agencies, the LGUs at the provincial, municipal and barangay levels, Department of Education in Ilocos Norte and Laoag City and Batac City Divisions, KASACOOP and other interested cooperatives and rural youth organizations. This has strengthened the relationship among the various stakeholders in the implementation of the project.
a. KASACOOP The KASACOOP is very potent partner in the promotion and commercialization of dragon fruit. It helps provide planting materials for new growers, market products, create and add value and give feedbacks about the applicability of the package of technology. It gradually assumes the lead role in the production and marketing in support to the vision that this will become a private led industry in the near future. The transformation of the association to a cooperative has boosted the enthusiasm of the growers to expand their production and giving more investments in this industry.
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b. Department of Education
The school has a great role in molding and teaching the children and youth on good values. This way, the modality was initiated to mobilize the teachers, pupils and parents in establishing a production area in the school. The involvement of a school as adopter was conceptualized because of the perceived authority of the teachers on their pupils. It is a common observation that whatever new knowledge and information the teachers impart to their pupils, they usually follow. In the same manner, pupils usually get whatever things they ask from their parents. Furthermore, the project intends to introduce the value of entrepreneurship to the school children who are encouraged to engage in possible business ventures in the future.
According to the project in charge in the pilot schools, they had generated a high amount of income from their sales not only on fruits but also on cactus propagules. They were also very happy on the outcome of the project because their school became well known and is already favorite destination of lakbay-aral participants not only coming from Ilocos Norte but from other provinces as well. The schools had also provided planting materials for other schools in their own districts to start the projects.
The success of the pilot project was very encouraging, especially with the increasing number of adopters. Parents also got interested. With the dragon cacti planted in the schools as initial sources of planting materials, each pupil was encourage to plant at least one post in their homes, thus eventually achieving the goal of having “Dragon Cactus in Every Home.” Aside from the additional income that is derived by each family and a healthy food for the table, this also develop pupils not only the value of entrepreneurship but also of hard work, responsibility and self-reliance.
The project has expanded to other elementary and secondary schools in Ilocos Norte. Training was conducted among Edukasyong Pantahanan at Pangkabuhayan district coordinators, Technology and Livelihood Education teachers of secondary schools and ALS teachers of the Department of Education of Divisions of Ilocos Norte and Laoag City who are in-charge of the project. The training and workshop consisted of technology lecture and demonstration, module preparation, field visit, and re-entry plan. Dragon cactus cuttings were given to participants to start their project in their respective schools. The trainings were funded by ILARRDEC in collaboration with MMSU, DA RFU 1-INPC and PAO Ilocos Norte.
As a result, several trainings were conducted in various schools which established their own projects. The maintenance of the project is taken cared of by the schools by utilizing students in their technology and livelihood
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education subjects. Dragon fruit production has been included as part of the topics discussed in those subjects. Nurseries for dragon cactus were likewise established in their campuses. A search for best performing schools was conducted in the province which encouraged more schools to participate in the project. The award was given during the dragon fruit festival.
c. Rural Youth Organizations
The Palayamanan 4H club of Barangay Catuguing, San Nicolas, Ilocos Norte, a rural youth organizations is nurtured to become the next generation growers and agri-business entrepreneurs in the future. Through the support of the barangay, the officers and members of the club planted dragon cactus along barangay roads, backyards and vacant lots in the community.
The organization served as a show window in the barangay and became the initial source of planting materials for members. These dragon cacti become an attraction to passersby and field trip participants. The project was instrumental for the barangay’s consistent recognition as the cleanest and greenest barangay in the municipality, 4H club National Gawad Saka Award for rural youth organization in 2010, Regional Gawad Saka young farmer awardees, and three-year Hall of Fame of LGU San Nicolas on LGU-NGO partnership Award. The dragon cactus cuttings become a source of income of the club. These were sold to walk in visitors and field trip participants from the different municipalities of Region I, the National Capital Region, Cordillera Autonomous Region, and Region 2. The youth group had contracted with entrepreneurs on the establishment of dragon fruit farms by providing planting materials, wooden posts and labor. All these greatly contributed to the expansion of the areas planted to dragon fruit in the province. Barangay Madiladig of Laoag City adopted the planting of dragon cactus along the barangay road. Other organizations followed this move of the 4H club in promoting the planting of dragon cactus in their respective barangays.
OUTCOMES
Dragon fruit production helped in poverty alleviation by providing a lucrative means of livelihood not only to entrepreneurs but also to people in rural areas. This also provided an opportunity for the underutilized and idle areas to be converted into productive lands. Thus, this encouraged many farmers to get involved in the dragon fruit production. Aside from the backyard or home gardens, 288 growers are now involved in the project covering 53 hectares of dragon cactus located mostly in marginal areas. In a
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five year study, a hectare of dragon cactus can generate an accrued net income of PhP 1.8 M with a payback period of 1.87 years.
Because of the project, dragon fruit is an emerging champion in the local fruit industry considering the lucrative income to farmers. This caught the attention of Gov. Imee R. Marcos and has identified dragon fruit as one of the strategic commodities of Ilocos Norte and the priority crop in the attainment of the Millennium Development Goal. She mentioned this in her State of the Province Address on June 2011. In support, the governor is pushing the development of 1,000 hectares dragon cactus plantation and she initiated a trade mission in Shandong, China for possible export of dragon fruit.
The involvement of other institutions such as DTI, DOLE, DAR, non- government organizations and various cooperatives in Ilocos Norte will further boost the industry.
AWARDS
Because of dragon fruit, Mrs. Edita Dacuycuy earned national as well as international recognition. She was awarded the National and Regional Gawad Saka for High Value Commercial Crops in 2010, Outstanding Rural Women in 2010 and one of the Outstanding Magsasaka Siyentista in 2011 at the National Level. She was also recognized as one of the Female Innovation Leaders by the Asia Pacific Economic Cooperation and was recognized during the APEC Women & the Economy Summit 2011 held in Los Angeles, California.
The Catuguing Palayamanan 4H Club also earned national recognition as National Gawad Saka for rural youth club while LGU San Nicolas became Hall of Famer on LUG-NGO partnership in the regional level. Other youth growers also earned regional recognition for Gawad Saka award as young farmer in the person of Mr. Presidio Tabios.
The paper on pilot production on dragon cactus also won third place in development category on the 2010 ILARRDEC R&D Symposium held in UNP, Vigan City.
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TESTIMONIES FROM GROWERS
Aside from Mrs. Edita A. Dacuycuy, the Magsasaka Siyentista and owner of REFMAD Farms, who had greatly benefited on the wonders of the dragon cactus, here are testimonies of other growers.
I was encouraged to plant dragon cactus after I attended a series of seminars and trainings about this plant conducted by the project and after I visited the farm of Mrs. Edita A. Dacuycuy, the Magsasaka Siyentista on dragon fruit. The project assisted me and I started only with 450 posts. I bought my planting materials under the “pay now pay later scheme.” After a year, I started harvesting fruits and sold the fruits to Pinili and nearby towns. I also sold stem cuttings as far as Abra. My income from dragon fruit helped me a lot especially in augmenting my income and in sending my children to school. I am happy that many are becoming dragon cactus/fruit enthusiasts already. I encourage others to plant also because it is a good source of additional income, yet it is not difficult to manage.
Bonifacio Barroga Dalayap, Pinili, Ilocos Norte
Because of the many health benefits that dragon fruit can give, I got interested in it. With the assistance of the project I planted 180 posts of dragon cactus which are now bearing fruits. I am so happy when I started harvesting. I have an additional source of income and, at the same time, a good view for relaxation, especially during flowering/fruiting season. I find my farm as a place to untangle stress and pressures. At first, my harvests were for home consumption and giveaways to friends and relatives, but later I sold the rests. I had also assisted balikbayans in our place in planting by giving them some planting materials. I observed that many are becoming interested with this plant because it has a high demand in the market.
Engr. Albert Calzada Bacarra, Ilocos Norte
Me and my wife saw this plant and its health benefits from the program, “Kapuso mo Jessica Soho” of GMA. This caught our interest and visited the farm of Mrs. Dacuycuy. We were encouraged to plant and asked assistance from the project and started with 420 posts. After two months, we added 750 more. At present we already have a two-hectare plantation. We were also recipients of planting materials under the “pay now pay later scheme.” Our produce is marketed in the province and in Metro Manila. We can say that dragon fruit production is an excellent venture because of the lucrative income derived from it. Our farm is an added attraction to local
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and foreign tourists, thus we converted it into a farm resort. The site is very refreshing because it is on top of a hill overlooking the Padsan River and wide plains of Sarrat and San Nicolas. We also want to show and prove that Ilocos Norte is indeed the dragon fruit capital of the country. That is why, we are encouraging others to plant because it is a good investment and easy to manage. We are willing to share the knowledge and experiences on dragon fruit production to those who visit our farm.
Mr. Rogelio Castillo Sarrat, Ilocos Norte
Me and my wife were both overseas Filipino workers in Iraq, working under US government contract for the US Army. I got interested with the dragon fruit when I read on an online version of Ilocos Times that featured dragon fruit farm Mrs. Dacuycuy in Burgos, Ilocos Norte. After our contract, I decided to develop an idle and marginal land. I was surprised that the farm’s type of soil was suitable for dragon cactus. Hence, I was interested to venture at the time I finish my contract. I tried to connect with my colleagues at the Provincial Agriculture Office for possible technology assistance. The project assisted me and later I became member of the Saniata Dragon fruit Producers Association. At the same time, I put up a small piggery along with the dragon cacti plants to be able to integrate my desire to make my own organic fertilizers by mixing pig manure with rice hull & all other organic materials. As of the moment, I have around 1,000 posts of dragon cacti plants and integrate off season tomatoes and other vegetables. As an advocate of organic agriculture, I produce our own organic fertilizers and have my heart’s desire to encourage others to practice organic farming and healthy lifestyle by eating healthy fruits produced from our farm.
Engr. Dondie Arcangel Laoag City
I started this venture for only five posts of dragon cactus in front of our house after attending the training on dragon fruit conducted by the project. Even with this few number of posts, I had a lucrative income from the fruits and stem cuttings. I was very inspired after the outcome of my plants and expanded my project to 500 posts. I also assisted the establishment of the dragon fruit project of Catuguing Palayamanan 4H Club and the Catuguing Elementary School. I am also an advocate of producing organically grown dragon fruit by having a vermicomposting facility and using environment- friendly pest management technologies. My plants are attraction to the eyes especially during fruiting season because of laden fruits.
Mr. Honorio de la Cruz Catuguing, San Nicolas, Ilocos Norte
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LESSONS LEARNED
The lessons learned from the RDE management on dragon fruit were the following:
1. The value of planning and implementation is vital in the attainment of the project objectives. 2. Public partnership and team work among various stakeholders are very important for the success of the project. 3. Initiatives and new ideas can give a leap in the performance of the project. 4. This venture can create many opportunities for growers, community, business and tourism industry 5. The project brought dragon fruit into the limelight not only in the provincial but also in the national scene.
IMPLICATIONS TO SOCIAL RESPONSIBILITY
Social responsibility is an approach to know how the technology has impact on society which creates an obligation for the welfare of stakeholders, environment, consumers, and to the government (http://www.ehow.com/list_7593651_ethics-social-responsibilities- management).
The RDE goals should respond to the demands of the end users and prospective beneficiaries. The interest is best served when the quality of outcome and impact are fulfilled in lieu of the expectations of stakeholders. Therefore, RDE management strategies should support and are most likely important to promote welfare of the society and its environment as well as the sustainability of the project. It should be recognized that the interest and welfare should be geared towards various stakeholders, the community, the government and the environment.
Responsibility toward the growers
The growers are the main concern of the project. Their role is very vital in the attainment of the goals, objective and purposes of the project. Their presence in the chain contributes to the success in achieving the RDE goals. Thus, the welfare and interests of growers should be taken into utmost consideration.
Major concerns of the growers were addressed on the maximization of their profits. By conducting demand driven and problem-based researches,
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this had focused localized technology that is technically and economically feasible, socially and politically acceptable, and safe to growers. The availability IEC/ICT materials coupled with massive technology promotions enhanced the growers’ access the information and technologies which greatly benefited them in their farming activities.
The project has created employment, business and other opportunities such as marketing, product processing, transportation, and tourism among others. It also answered the problems on high prices of fruits, malnutrition and low income of households. Advocating the planting of the dragon cactus in home gardens, the delicious and medicinal fruit is now available in the tables, even low income households. Previously, only few families eat this fruit because the price is very forbidding and few can afford to buy. Prioritizing the basic needs for survival, eating dragon fruit seemed impossible for those at the lower end of economic scale. Access to dragon fruit, well known for its rich nutrient contents and for improving many health problems, is an answer to malnutrition. It is low in calories but rich in fiber and minerals (www. bezearch.com; Mizrahi and Nerd, 1999, Le Bellec et al. 2006; Mahattanatawee et al., 2006; and Khalili et. al, 2006).
Dragon fruit production helped in poverty alleviation efforts by providing a good source of income for families. If a household can harvest a few kilograms of fruits, this can be immediately sold in the market. The dragon cactus flowers, fruit peelings and even the fruits can be processed and become an additional income for the family. The sale can be used in providing for the basic needs of the family.
Likewise, the efforts in organizing the dragon fruit growers into a potent partner has contributed a lot in the realization of the project and in empowering them to spearhead the dragon fruit industry in the province. Their transformation into a producers’ cooperative became more beneficial for the dragon fruit industry.
Responsibility toward the environment
Other concern is the safety of the environment. Hence, the project focused on environment-friendly technologies. This is the reason why organic agriculture has become a major concern of the dragon fruit industry. The sufficiency of food supply is not only the concern but also the quality of farm products, environmental management, human resource management, health issues, and decreased cost of production. In the pilot production of dragon fruit, this crop was observed to be easily grown organically. Thus, advocacy on the production of organic dragon fruits is being implemented through the conduct of training on organic production such as composting
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and the use of other environment-friendly technology options. This can prevent environmental degradation.
When planted in idle lands, dragon fruit can also help mitigate climate change, specifically in terms of carbon sequestration. In addition, this crop can adapt to vulnerable conditions because of its resilience to drought, erratic rainfall and typhoons brought by climate change.
Responsibility toward the students and rural youth
The youth are nurtured to become the next generation of growers and agri-business entrepreneurs in the future. Through this project, it has a great role in molding and teaching the youth on good values on entrepreneurship, hard work, responsibility and self-reliance.
Responsibility toward the consumers
The welfare of consumers is supposed to be a prime concern. Consumer interests are protected such as appropriate standard and quality, safe and healthy food and availability in adequate quantities at reasonable prices.
Producing organically-grown dragon fruits is now the main concern of the project. Through R&D, it is now focus on environment-friendly technologies and producing safe products from dragon cactus. In addition, the establishment of quality standard and selection of cultivar that possesses the best fruit quality are also the focus of R&D. Moreover, the purpose of massive technology promotion to expand the area planted is to increase tremendously the supply of fruits thus, lowering the price and become affordable to ordinary consumers. They can now access to the fruit with the therapeutic properties that was previously not affordable by ordinary consumers.
Responsibility toward the government
As a part of the responsibility, this can boost business and tourism industry in the province. Increasing business and tourism opportunities can lead to more revenues of the government.
Ilocos Norte is now the emerging dragon fruit capital of the Philippines. The dragon fruit farms are now favorite destinations of plant enthusiasts and tourists. This is in line with the present program of Gov. Imee R. Marcos to boost the agri-tourism industry of the province. She is now supporting the
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expansion of dragon fruit farms in the southern part of Ilocos Norte especially Paoay in support for her tourism program dubbed as “Paoay Kumakaway.”
Responsibility towards the community and society
The socially responsible role is expected to equal opportunities, environmental protection to all sectors of the society, food production and climate change mitigation.
Husband and wife have their own specific roles in growing dragon cactus. Unlike other crops, dragon fruit production is not labor intensive and some cultural management can be handled by women. The children are also nurtured to help in some activities. Thus, husband-wife-children partnership was observed where family labor is essential in dragon fruit production in small scale production. Further, women in the rural areas are greatly involved in the processing of products such as dragon fruit soap making. One of them was granted an assistance from DOST under the “Small Enterprise Technology Upgrading Program.”
On the part of the women, they had mobilized, managed and controlled their resources contributing not only for the upliftment of the economic status of their family but developing their self-esteem and self- identity. They had contributed to the provision of the food needs and in the improvement of their household welfare while generating employment in the rural areas.
This can also contribute in addressing three big issues in agricultural development which is one of the flagship programs for the community and the society. These are: sufficient food on the table, sustainable resource management and climate change. Increasing production can address the issue on sufficient food on the table; organic agriculture on sustainable resource management; and adopting appropriate technologies on climate change.
With the effective implementation of the strategic RDE and public- private partnership, the dragon fruit industry in the province has been boosted and promoted.
The support of various stakeholders also has resulted in:
1. Safe, healthy, and secured food on the table 2. Increasing income to growers 3. Safety of the environment 4. Creating jobs and business opportunities
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5. Empowering growers and strengthening partnership with other stakeholders 6. Gender and equality 7. Nurturing youth to become entrepreneurs 8. Mitigating climate change and planting crop which is easily adaptable to soil and climatic condition of the province 9. Growers’ access to information and technologies 10. Sustainability and applicability of the crop 11. Creating and adding value to the product 12. Promoting tourism industry 13. Increasing revenues to the government
CONCLUSION
Through the RDE management strategies, the Project SANIATA has gained various accomplishments and insights which can create implications to growers, environment, students, rural youth, consumers, community, society and government in relation to social responsibility. Its success has brought dragon fruit not only in the provincial scene but also nationwide. The implementation of the project caught the attention of the provincial governor of Ilocos Norte and declared dragon fruit to be one of the strategic commodities in the province. Because of dragon fruit, Mrs. Edita Dacuycuy earned national as well as international recognition. The Catuguing Palayamanan 4H Club also earned national recognition while LGU San Nicolas became Hall of Famer on LUG-NGO partnership in the regional level. Other growers also earned regional recognition. This project had strengthened the public partnership with the KASACOOP and the local government units. This contributed to the tourism industry because local as well as foreign tourists flocked to the dragon fruit farms.
RECOMMENDATIONS
Since dragon fruit is a strategic commodity in the province, the priority on budgetary allocation should be given to its RDE. Researches should focus on that reduced costs such as alternatives for wooden or concrete posts by using locally available materials like clay, varietal development, postharvest technologies, postharvest, product development (food products, pharmaceuticals, cosmetics, labeling and packaging), establishment of quality standards for export, supply-market chains analysis and market research and pricing. Innovations on the RDE strategies should be a continuous process. Likewise, the public-private partnership must be sustained. It is also recommended that dragon fruit will be included as one of
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the commodity of Center for Climate Resilient Agriculture once this will be established at MMSU.
REFERENCES
Calacal, J.S.B. 2011. The effects of soil media and section of the stem in the propagation of dragon fruit. Undergraduate Thesis. CAFSD, MMSU, Batac City.
Crane, J.H. And Balerdi, C.F. 2009. Pitaya growing in the Florida home landscape. Horticultural Sciences Department, Florida Cooperative Extension Service, Institute of Food and Agricultural Sciences, University of Florida. HS1068.
Jaafar, A.R., Rahman, A.R.B.A., Mahmod, N.Z.C. and Vasudevan, R. 2009. Proximate analysis of dragon fruit (Hylocereus polyrhizus). American Journal of Applied Sciences. 6(7):1341-1346.
Khalili, M.A., Norhayati, A.H., Rokiah, M.Y., Asmah, R. Muskinah, S. and Abdul Manaf, A. 2009. Hypocholesterolemic effect of red pitaya (Hylocereus sp.) on hypercholesterolemia induced rats. International Food Research Journal. 16:431-440.
Ke, N.V. 1997. Dragon fruit. Agriculture Publisher, Ho Chi Minh City, Vietnam.
Le Bellec, F., Vaillant, F., and Imbert, E. 2006. Pitahya (Hylocereus spp.): A new fruit crop, a market with a future. Fruits. 61:237-250.
Mahattanatawee, K., Manthey, J., Luzio, G., Talcott, S., Goodner, K. and Baldwin, E. 2006. Total antioxidant activity and fiber content of select Florida-grown tropical fruits. J. Agric. Food Chem. 54:7355-7363.
Mizrahi, Y., Nerd, A., and Nobel, P. 1997. Cacti as crops. Hortic. Rev. 18:291- 319.
Mizrahi, Y. and Nerd, A. 1999. Climbing and Columnar Cacti New Arid Lands Fruit Crops. In: Perspectives on New Crops and New Uses, Janick J. (ed.) ASHS Press. Alexandria, VA. Pp. 358-366.
PCARRD. 2001. Technology Assessment Protocol. PCARRD, Los Baños, Laguna. Information Bulletin No. 219. 36 p.
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Pascua, L.T., 2010. The recommended dragon fruit production technology. ILARRDEC, MMSU, OPAG-Ilocos Norte and DA RFU 1-INPC.
______2010. Pilot Production of Saniata (Dragon Fruit) in the Ilocos. A paper presented during the 2010 ILARRDEC Regional R&D Symposium held at UNP, Vigan, Ilocos Sur.
Raveh, E., Weiss, J., Nerd, A. and Mizrahi, Y. 1993. Pitayas (genus Hylocerus): A New Fruit Crop for the Negev Desert of Israel. Janick, J. and J.E. Simon (eds.) New Crops, New York, pp.491-495.
Thulaja , N. R. 1999. Dragon fruit. www.infomedia.nl.sg/articles/SIP_768_2005 - 01-11.html.
Tri, T.M., Hong, B.T.M. and Chau, N.M. 2000. Effect of N, P and K on the yield and quality of dragon fruit. Annual Report of Fruits Research. Southern Frit Research Institute. Agriculture Publisher. Ho Chi Minh City, Vietnam.
Zee, F., Yen, C.R. and Nishima, M. 2004. Pitaya. Fruits and Nuts. Cooperative Extension Service. College of Tropical Agriculture and Human Resources. University of Hawaii at Manoa. Hawaii. www.tropicalfruitnursery.com/dragon/index.htm http://www.ehow.com/list_7593651_ethics-social-responsibilities- management
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Mapping the Research Journey of Occidental Mindoro State College (OMSC): Lessons Towards Improving Research Productivity
Mary Yole Apple M. Declaro-Ruedas 1, Susanita G. Lumbo, Ph.D. 2 and Arnold N. Venturina, Ph.D. 3
ABSTRACT
The Research Unit of OMSC envisions to be the center in generating new knowledge and appropriate technologies that would increase the quality of life of the clienteles within its service area. However, with the increasing number of students the College accommodates and the dwindling government resources, the pressure is on the faculty to perform their foremost function that is to teach. Consequently, research suffers resulting in low productivity.
This case study endeavors to map the research journey of OMSC from 2001-2011. This specifically determines the Institutions the following indicators: number of research published, presented (oral/poster) number of research outputs, awards received, researcher with track record including externally funded research.
The paper also highlights the management strategies employed by the Institution to develop its research efficiency. This includes the conduct of annual strategic planning, organizational restructuring, rrevisiting the RDE Agenda , crafting the RDE Manual, mainstreaming research culture in all academic levels through capability building , sourcing of external assistance and establishing linkages, fund utilization and management, and monitoring and evaluation.
The efforts made yielded positive result in 2008. Based on the Agency Performance Review (APR), the research performance of OMSC had improved from ‘poor’ before 2003
1 Science Research Analyst, Occidental Mindoro State College, San Jose, Occidental Mindoro 2 Director for Research, Development, and Extension, Occidental Mindoro State College, San Jose, Occidental Mindoro 3 SUC President II, Occidental Mindoro State College, San Jose, Occidental Mindoro
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to ‘very satisfactory’ in 2009. Moreover, the government’s appropriation for research had increased from Php 80,000.00 to 563,000.00 in a decade.
INTRODUCTION
The Higher Education Institutions (HEIs) has long been recognized as important development player that contributes to the social, cultural, and intellectual well being by way of improving the level of human capital through the four-fold functions: instruction, research, extension, and production. These HEIs are envisioned to become centers of research and development and serve as prime movers of the nation’s socio-economic and sustainable development.
Research is one of the these functions of higher education institutions (HEI), particularly State Universities, and Colleges (SUCs) in the Philippines together with instruction, extension, and production. A function that set apart from basic education. These institutions are envisioned to become centers of research and development and serve as prime movers of the nation’s socio- economic growth and sustainable development.
The Commission on Higher Education (CHED) by virtue of RA 7722, articulates its goal of establishing and inculcating research culture through the National Higher Education Research Agenda 2009-2018 (NHERA) -2. This restates the support on higher education sector’s goals to develop high level and globally competitive workforce, generate/transfer knowledge and technology for enhancing productivity and quality of life in order to reduce poverty and ensure sustainable development in the country.
Similarly, the RA 8435, otherwise known as the Agriculture and Fisheries Modernization Act (AFMA), mandated the State Universities and Colleges (SUCs) to prioritize research, extension, and development, and should primarily utilize research results through formal and non-formal education, extension, and training services.
Nowadays, the SUC’s performance is being evaluated in terms of financial, income and physical accomplishments that includes instruction, research, extension, and qualitative by CHED , and Department of Budget and Management (DBM).
In response to the perceived inefficiencies of state school receiving government subsidies, the CHED in collaboration with DBM instituted the Normative Financing Formula in 1997. This formula was adopted starting 2004
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to ensure SUCs deliver the kind of performance expected of them. Normative funding is linking budgets of state funded HIEs with priority concerns such as quality, relevance, and equity on instruction, research, and extension.
In the CHED, research output and capability is an important indicator for: Grant of SUC Budget based on Normative Funding Scheme; Determination of SUC Leveling Status (I, II, III, IV); Entitlement to become a Center of Excellence or Center of Development; Grant of Autonomous or Deregulated Status; and Selection to the Republica Award (Yadao-Sison, 2009).
This proves that research is valuable factor among its other functions in determining the standard of SUCs. In the quest for accreditation and institutional quality assessment evaluation (IQUAME), research is given a heavy weight in determining the quality of service being served. These direct efforts of the SUCs to move towards the creation of a research environment that would be internationally recognized. The status and prestige of individual HEIs are being determined by the quality and quantity of their research outputs.
The Research Unit of OMSC envisions to be the center in generating new knowledge and appropriate technologies that would increase the quality of life of the clienteles within its service area. However, with the increasing number of students the College accommodates and the dwindling government resources, the pressure is on the faculty to perform their foremost function that is to teach. Consequently, research suffers resulting in low productivity.
This study focuses on mapping the research journey of OMSC during the last decade and to identify some lessons necessary in improving research productivity.
OBJECTIVES
The following were the objectives of the study:
1. Analyze the experiences and activities of the OMSC-RDE Unit during the last decade (2001-2011). 2. Determine the research performance of OMSC. 3. Determine the management strategies employed in attaining research productivity.
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METHODOLOGY
The study used the case study method. Data were analyzed using the descriptive statistical tools. The study also used some qualitative techniques to deal with the research problems, which are better done, in narrative rather than in statistical form. The use of quantitative and qualitative methods is significant as one data source reinforces the other, making research findings more comprehensive and in-depth.
The sources of information were the following: Director of the RDE Unit, Campus and Departmental RDE Coordinators, RDE Staff, and Faculty. Data analysis was done using RDE Records, APR Records, Funding Source Documents, Institutional Research Agenda, and RDE Manual.
DISCUSSION
Organizational analysis of the RDE Unit
The Organization
The Batas Pambansa 531 created the Occidental Mindoro National College (OMNC) as an institution of higher learning in 1984. The Institution is committed to offer courses that promote sustainability and productivity of the environment through proper use of the province’s resources.
The College offers the following courses: agriculture, agro forestry, accountancy, teachers’ education and allied courses that will sustain the pace of development as well as cater to the academic preferences of the people.
The Occidental Mindoro Polytechnic College (OMPC) was integrated into 2002 in accordance with Higher Education Modernization Act of 1997 otherwise known as RA 8292. The OMPC now the OMSC Murtha Campus was designated as the center of research, extension, and production of the Institution.
Three years ago, OMNC was renamed Occidental Mindoro State College by virtue of RA 9747.
The Human Resource
Dundar and Lewis (1998) revealed that individual, institutional, and departmental attributes, as well as departmental culture and working
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conditions affect research productivity. Additional indicators of research culture, derived from the broad criteria provided in the CHED’s NHERA, are: research agenda, policies and guidelines on research incentives, services and facilities for research, publications, and research capable faculty.
The OMSC manifested different capabilities in conducting research; a variety that can be explained by the differences in specialization, male- female ratio, and age difference. Thus, the response to the call of strengthening research productivity is dependent on the human capital as well as financial and physical support.
The faculty profile shows that in terms of female-male ratio, OMSC is female-dominated (69.89 %). Moreover, the RDE Director and coordinators are all women, who are knowledgeable, educationally qualified, and with considerate experience in research. A good number of the research support staff and members of the research pool are master’s degree holders.
The mean age of the faculty is 45.50 with a range of 23-64 years old. This means that the pool of researchers is middle aged, who are expected to have earned their graduate degree, hence, are capable and expected to come up with good research. Only few (5.38%) are in their 20’s. These are young generation, who can still be trained and motivated to actively engage in research.
The low participation of faculty in research activities is reflected in Table 3. This can be attributed to the lack of adequate training to do research. This may be due to the fact that many SUCs in the Philippines, like OMSC were formerly secondary schools that were upgraded to tertiary level, thus, majority are comfortable in performing the instruction function only.
Although a number of the faculty have earned a masters degree (45.16 %), and doctorate degree (7.85%) in different specializations such as community development, education, linguistics, and agriculture related fields, there is still a low number of research output produced. Many of them are given administrative assignments such as department chairs and campus directors. Hence, their time to actively involve in research is very limited.
This holds true with the study of Salazar-Clemeña (2006) that among the 34% of the faculty who are graduate degree holders (CHED, 1997), few have done research beyond their master’s theses or doctoral dissertations. This implies that the graduate degree papers ‘were one-shot short-term projects that did not build on earlier findings or lead to further investigations.’ Moreover, Gonzalez (2006) observed disjunction of teaching and research
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partly because of the historical development of SUCs in the Philippines, most of which were established as teaching rather than research institutions.
The organizational analysis shows that although there is a favorable attitude towards RDE among the OMSC’s faculty, some faculty with higher academic rank do not engage in research.
Research performance of OMSC from 2001-2011
The OMSC completed considerable number of researches with fewer researchers involved. Research outputs specifically relate to completed research works of the faculty, which are operationally classified into type of research, type of funding source, and type of publication. The type of research output is classified into descriptive and experimental research. The descriptive type is further classified into quantitative research, qualitative research, and mixed. Funding source is categorized into personally-funded, institutionally-funded, externally-funded research, and other types while type of publication is categorized into local (in-house), national, and international journal.
Table 3 shows the research performance of OMSC-RDE in a decade (2001-2011). The status of research showed a low turnout, which is 128 research papers officially reported to the RDE Unit from 2001-2011. Among these, social research (63.58%) far exceeded experimental (36.72%) type of research. The Faculty has personally funded about 75% of these researches as part of their NBC 461 requirements. Considering that the institution reported having funded only seven research projects while 12 of these were outsourced, it can be inferred that much of the researches conducted were not dependent on the internal funds available.
Research presentations picked up the pace in 2006 with an increasing rate. Moreover, outputs were annually published in the local research journal. The first publication of OMSC in the national journal was attained only in 2006. The research paper entitled “Initiating Sustainable Upland Development Program for the Mangyan Communities: Experiences of the Occidental Mindoro State College” by Orfiano, et al was published in the Philippine Agroforestry Development Monitor. It was also the first externally funded research of the Institution in 2003.
The first research award received was for the paper entitled “Achieving Environmental Responsibility and Profitability in Guano-Based Organic Fertilizer Production by the IP’s of Sitio Emoc, Paclolo, Magsaysay, Occidental Mindoro.” This won the Best Paper for Development Category
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during the 28th Regional Symposium on Research and Development Highlights at URS, Tanay, Rizal on August 23-24, 2007.
Moreover, ‘Likas kaya’ enhanced organic fertilizer and flavored salted eggs are patented in 2010 and 2011, respectively. These research outputs are widely disseminated and utilized in the province.
A ‘researcher with track record’ is defined as one who has produced two research outputs presented and published annually. To date, the OMSC has 15 researchers with track record.
Moreover, the Agency Performance Review Result shows an improving performance from ‘poor’ before 2003, and ‘fair’ in 2004, ‘satisfactory’ in 2007- 2008, and ‘very satisfactory’ in 2009. In addition, accreditation evaluation also shows a favorable result in research but with few areas, that need improvement such as few faculty members involved in research, limited use of research output in instruction, and inadequate budget for research.
Management strategies employed in developing research productivity
The OMSC like other HEI, has identified the need to strengthen research capacity and capability as critical in attaining its mandate and in order to survive as an institution. Hence, the RDE Unit has been tasked to devise a research strategy to nurture research activity and to support and manage the research projects within the institution.
Nowadays, research activity is a serious business for both faculty and students. It is reflected in the re-organization of the Unit. Institutional priority setting activity is done by revisiting the RDE Agenda and crafting the RDE Manual. Mainstreaming research culture through capability building in all academic levels, sourcing of assistance and establishing linkages, fund utilization and management, and monitoring and evaluation are likewise done.
The strategy to enhance research productivity of OMSC is based on the Deming cycle, or PDSA cycle, which is a continuous quality improvement model consisting of a logical sequence of four repetitive steps for continuous improvement and learning: Plan, Do, Study (Check) and Act. It originated in the 1920s with the eminent statistics expert Mr. Walter A. Shewhart, who introduced the concept of PLAN, DO and SEE. The late Total Quality Management (TQM) guru and renowned statistician Edwards Deming modified the Shewart cycle as: PLAN, DO, STUDY, and ACT.
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The first step is participative planning and decision making that finds resource scanning important. It assesses where the Unit is, where it needs to be, why it is important, and plan how to close the gap and identify some potential solutions. Annually, the Unit conducts strategic planning to thresh out issues and concerns that need to be resolved.
“Do try out or test the solutions.” In the case of OMSC, solutions are pilot tested in some departments, specially the Agriculture Department. The RDE Unit and Agriculture Department since 2006 both are housed in the OMSC-Murtha campus.
The Unit then checks to find out if the counter measures tried out have effects in enhancing research productivity, and to make sure that there are no negative consequences associated with it. An evaluation is done to check if the desired objectives are accomplished.
Finally, the lessons learned are acted upon. If the objective is accomplished, control measure is put into place so that the issue never comes back again. If objectives were not reached, the cycle is repeated, starting with the planned step.
The framework used ensures that the Unit could fulfill all the tasks required the tasks are geared towards achieving the research vision to be the center for generating new knowledge and appropriate technologies that would increase the quality of life of the clienteles within Occidental Mindoro State College’s service area for the years to come.
Re-organizing the structure
People are the most important resource of any institution. Success of an organization depends entirely on having the right people in the right place. Strong leadership is another important ingredient in ensuring research productivity of the Institution. It is essential in instilling widespread dedication to the goals set.
The organizational structure is based on the SUC Levelling as approved by the board. The Unit had gone through many ‘rigodon’ in the past decade. It was lead by two capable men Dr. Arnold N. Venturina and Dr. Mario B. Marigmen; and two strong willed women Dr. Iluminada G. Remo and Dr. Susanita G. Lumbo. The need for a flexible organizational structure is especially important with a relatively few people, who are able and willing to work.
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From 2001-2006, the unit was headed by a Vice President for Research, Development, and Extension, directly under were the RDE Directors per campus and Departmental RDE Coordinators.
As per approved in Resolution No.3 s.2004 during the 56th BOT meeting of the Governing Board of OMNC. The RDE Unit was moved in the OMNC- Murtha Campus, which was declared as the center of research and extension endeavors as implemented on the “Discipline-Based Clustering of Programs” in rationalizing the Programs of OMNC.
In 2007-2010, the RDE Unit was led by a Director who was designated by the College President for a specific term without prejudice to re- designation, subject to the confirmation of the Board of Trustees. The qualification for the said position were preferably a doctorate degree holder with published research and extension outputs during the last three years or with an academic rank of at least Associate Professor I; and must have at least two year-experience in research and extension program/project management. Directly under the Office of the Director are the permanent research staff (Research Specialist and Research Analyst), and RDE coordinators per campus (RDE Manual, 2009).
In 2011, the Research and Extension Council (RECO) as the policy- making body of the RDE Unit was put into place. The RECO serves as the clearinghouse of ideas on the research and extension priority setting, implementation and evaluation of the whole college. It shall be headed by the Research and Extension Director or his/her equivalent and composed of the Coordinators for the OMSC system, Research Specialists, Research Analyst, and Faculty researchers as members. Moreover, the Gender and Development (GAD) Coordinators were also placed under the direct supervision of the Director.
Revisiting the RDE Agenda
The research direction of OMNC for the ten year period (1996-2005) was based on the Higher Education Research Priorities of 1996-2005, Conservation Priority Protected Area Project (CPDAP) concerns of interest, and NEDA priority areas (Remo, 2002).
The RDE Agenda for 2005-2009 were based on the OMNC Medium Term Research Agenda crafted by Dr. Arnold N. Venturina. The five areas of concerns were Protection of the Environment and Sustainability Promotion; Technology Generation for Rice and Vegetables through Technology Verification, Experimentation and Commercialization; Upland Area
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Sustainability Promotion and Protection; Aquaculture Development both for Inland and Sea Resources Researches; and Tourism.
The SUCs together with the Regional Line Agencies (RLAs) in Region IV- B (MIMAROPA) have initiated R&D avenue in 2009. This was done with the common desire to uphold the E.O. no. 103 that is to serve the specific needs of the Region. This brought forth the primordial phase of the crafting of an Integrated S&T Agenda which envision to be an agenda that sustains the holistic and sustainable development of resources of the island provinces of MIMAROPA. A series of strategic planning activities and meetings of the MIMAROPA SUCs were done. These were as follows: on May 2009 at Mindoro State College of Agriculture and Technology (MinSCAT), Calapan City, Oriental Mindoro; at Romblon State University, Odiongan, Romblon on July 25-27, 2009; and at Puerto Prinsesa City, Palawan on September 16-18, 2009.
The S&T Agenda were reviewed based on the felt needs of the island provinces following the components of an Integrated S&T Program: Research and Development, Technology Transfer, Capacity Building, and Policy Intervention.
The OMSC-RDE Unit adopted the reviewed S&T Agenda of the MIMAROPA Region. Stakeholders Consultation Meeting with the theme: “Redirecting RDE Agenda in Achieving Effective Research and Community- based Extension Endeavors” on October 6, 2009 at OMSC-Murtha was also conducted to review and revise the agenda. The criteria in prioritizing program cluster and key areas of concern were environmental analysis (what are the existing conditions?), knowledge gap (what might be done?), value analysis (what should be done?), resources and competencies (what can be done?), and priority area for Occidental Mindoro (what must we do?).
The participants were faculty and staff and students of OMSC and representatives from the religious sectors, peoples’ organization, non- government, and government agencies (DOST, DENR, DA, LGU, etc.).
The 2010-2015 S&T Agenda focuses on Ecotourism and Sustainable Environment with five program cluster, and 19 program components that encompasses all the research and extension concern of the different academic units.
Crafting the RDE Manual
The change in the present set up of the Research Unit is a dynamic response to the higher tertiary education standard. The unit also crafted rules, procedures, and policies that should be followed in performing research
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functions. The RDE Manual directed the standard operating procedure and protocol for coherent research activities and Intellectual Property Rights (IPR). These assure the Unit’s confidence of having a scientific community of creative and innovative people.
There was a long felt-need for the crafting of a Research Manual together with its Implementing Rules and Regulations (IRR). In 2006, the Vice President for RDE Dr. Arnold N. Venturina and RDE Director Ronaldo G. Orpiano, set up a committee to review the existing RDE Manual of different SUCS. After more than three years of having deliberations and conducting stakeholder’s consultation. The RDE Manual was approved through BOT Resolution No. 12-b s. 2010.
Capability building in all academic levels
Capability building involves human resource development in terms of providing training and exposure to research in order to build research capacity among the faculty and students. The research capability building activities should be responsive to the needs of the faculty.
Based on interviews, many faculty members are generally not comfortable doing research. They describe it as a difficult task and a constant exposure to critiquing and pressure. Although most of them have master’s degree while few have doctorate degree, they believe they still do not have adequate training to conduct research and therefore, lack the confidence to do research. Their master’s thesis and dissertation were their only research output so far.
The Unit conducts annual research writeshop for both faculty and students. Departmental Research Proposal Preparation is also held. Colloquium for undergraduate students is conducted before they are allowed to conduct their thesis and feasibility studies. Seminar-writeshop for Microproject Proposal Preparation for Bachelor in Agricultural Technology students and On Site Entrepreneurial Project as Performance Thesis (OSEPPT) Proposal Preparation for BS Agriculture Major in Agroforestry are done.
A Training-workshop on Research Proposal Preparation for Region IV A&B was conducted in 2010, to enhance the research capacity of the faculty in research methodology. This activity was done in partnership with the CHED-UPLB Zonal Research Center.
Starting 2011, the secondary students are also trained to conduct research in modular form. It includes topic on Science Investigatory Project
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and Social Research. This coming academic year, subjects on research and basic statistics will be incorporated in the curriculum.
Capability building based on research apprenticeship and mentoring was put into practice in 2010. It had increased the number of research outputs from 20 to 30; and researcher with track record from 10 to 15 in 2010- 2011, respectively. The researchers with track record served as the mentor, while the novice researcher as the mentee. The strategy intended to reach out to those less capable in research. Faculty involvement in the real sense of the word has been developed. This strategy was deemed effective because it is based on direct supervision and has increased collaboration and interaction among faculty.
Mentoring scheme fostered unity towards enhancing research productivity among interested faculty instead of the ‘kanya-kanya’ syndrome. However, some especially the ‘old’ ones refuse to learn and remain as bystanders or on-lookers. This holds true with the old adage that, ‘you can bring the horse to the river, but you cannot force it to drink against it will.”
Giving recognition and incentive
Majority of the faculty in SUCs have low salaries, thus giving adequate incentive is critical in sustaining and enhancing research productivity. Strengthening research benefits and incentives serves as motivational factors for doing research. Accreditation and NBC 461 have demonstrated the importance of research in professional advancement and growth. Moreover, OMSC has reviewed its guidelines for granting benefits and incentives to faculty.
The faculty is compensated in terms of a deloading, a research overloading, or a combination thereof, which is equivalent to the number of units, allocated to the research project. This is in accordance with the Implementing Rules and Regulation (IRR) in conducting RDE activities by virtue of Res. No. 31, s. 2004, to implement Res. 13, s. 1994 (Item 22) on the Faculty workloads/Full Time Equivalent (FTE). A Program leader is given 9 units/hours equivalent per week in every program he/she will spearhead, which is equivalent to three (3) subject loads with laboratory in instruction. Likewise, a project leader is given 6 units, and study leader 3 units.
However, if the faculty is deloaded but failed to complete and submit outputs, a corresponding sanction will be given based on the Memorandum of Agreement between the College and the researcher/s.
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Sourcing of assistance and establishing linkages
The Unit collaborated with different local, regional, national and international agencies, particularly for technical and financial assistance of the different research activities.
Majority of these externally-funded researches were related to agriculture. from 2001 to 2011.
Fund utilization and management
Budget pertains to the funds allotted by the institution for research. This also takes into account the ability of the institution and its departments to tap external sources (e.g., international donor agencies, non-profit organizations, industry) and obtain research grants.
Adequate funding is a critical ingredient to achieve the research objectives of the Institution. Even with sufficient time, skills, and commitment, it is difficult to carry out sound research without sufficient funds for fieldwork, travel, and equipment, research assistance, computer equipment, postage and printing, purchase of research books, and so on. Moreover, presenting papers in a conference is critical for keeping abreast with what is happening in a research field. However, attending conferences is invariably expensive. Although OMSC has some accessible research funds, the extent of paper work for a modest budget and limited flexibility in how the funds can be used can be discouraging. Nevertheless, these are best thought of as ‘seed funds,’ to assist in developing research concepts and proposals of the novice researchers.
In the initial years of implementation of the normative financing scheme, research outputs and inputs (faculty qualifications) are considered. Only published research outputs (in refereed journals) are counted towards the computation of the research budget allocation. This serves as an insurance that such researches counted towards the budget allocation are of good quality. CHED had also established standards or normative costs per research output.
A research cost efficiency index is evolved as the ratio of the budget allocated for research to the total number of research outputs for the year. The total research allocation is based on the standard by CHED and DOST for developing countries (roughly 3.5% of the total institutional budget).
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Research budget allocation is similarly derived. The generic formula for the computation of a typical research budget is: research budget allocation =research outputs x cost/output.
Table shows the funds allocated for research. Most of this is used for the maintenance and operations of the Unit. If the research budget is not sufficient for participation in the national and international research presentations, some of the expenses are charged to the faculty development fund. The MOE in 2008 is higher compared with those in previous years. This enables the Unit to purchase new computers and printers. Moreover, a certain percentage of the fund allocated is for regular capability building and AIHR.
Monitoring and evaluation
Monitoring and evaluation of on-going and completed research projects are important tools in seeing to it that resources whether they are funded externally or locally sourced out are properly invested. Evaluation activities are usually organized at various phases of the project. namely: Ex ante or pre-implementation evaluation is done to identify and define a potential project and appraise its likely results. This requires identification of a problem that the project aims to alleviate, and an assessment of the environment within which the project to be implemented; During implementation stage to ensure project activities as they are being implemented or at least make a periodic checks that implementation is covering planned activities. Monitoring includes field evaluation, in-house reviews and integrated reviews; and Ex post evaluation or after completion is likewise done to demonstrate that the objectives of the project have been achieved as planned or to verify whether the project led to the expected impact on the people who were to benefit from it.
The Unit also monitored the research output of the different academic departments through regular RDE Highlights Presentation or Agency In-house Review (AIHR). Likewise, OMSC as a member institution of the Southern Tagalong Agricultural Resources Research and Development Consortium (STARRDEC) submits itself to the AIHR conducted by the consortium. STARRDEC is tasked was tasked to evaluate conducted researches in agriculture, forestry, and natural resources. Its ultimate aim is to help the member agency in coming up with quality R&D activities and outputs for sustainable countryside development.
The first RDE Highlights Presentation was conducted on April 11,2004 at OMNC-Labangan Campus spearheaded by Dr. Iluminada G. Remo, the then VP for RDE. The first and second output presentations were internally
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evaluated. Starting 2006, it becomes an institutional policy that all research output should be externally evaluated by STARRDEC, STIRDC and RLA’s representatives. The following were the timeline of the RDE Highlights Presentation.
Lessons learned in managing research
There are no guaranteed strategies for research success, but the experience of OMSC indicates that there is number of lessons to be learned. Success is a matter of both opportunities and efforts. It has been said that ‘genius is 10% inspiration and 90% perspiration.’ Success in research requires commitment and persistence of the faculty.
De-emphasizing the power of hierarchy and rank over the research oriented younger faculty, especially when those in power are not themselves productive researchers or there is a need to put the right person on the right position. By putting these people in charge and giving them all resources, research productivity is thus maximized. These people are research warriors.
Enhancing research productivity through capability-building training alone is not enough. Extensive and sustained retooling of the faculty as researcher and thesis adviser is essential to avoid dissonance, since one cannot advise effectively if they do not practice it. Furthermore, a good incentive and reward system is an effective motivational tool. This makes research work as an income generating activity for faculty, granted that it is a quality output.
An economically sound and socially acceptable budget allocation scheme is adopted with the available resources to augment the needs of the Unit and its researchers.
There is no short cut in ensuring research productivity of an institution; a clear-cut policy direction must be installed. Planning big but starting small is the credo that must be followed. Long-term plans have to be realistic and compatible with the human, physical, and financial resources available.
CONCLUSIONS
1. The organizational analysis shows of OMSC-RDE’s potentials for research productivity.
2. Research output turned out low in a decade. But there is an increasing trend in the number of researcher with track record. It generated
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technologies that are widely utilized in the province.
3. The RDE Unit adopted the Deming Cycle in ensuring effective research management.
RECOMMENDATIONS
1. Hire only faculty with good research orientation.
2. Institute a strong research-based curriculum.
3. Re strengthen mentoring scheme to enhance faculty’s research capability.
REFERENCES
Alim, T. Research Capability of State Universities and Colleges (SUC's) in Region XII: Philippines. SSRN: http://ssrn.com/abstract=1986512 (Retrieved on March 20, 2012).
Commission on Higher Education. 1997. The National Higher Education Research Agenda (1998-2007). Pasig City: Commission on Higher Education.
Campiseño, E. and Carreon Jr, W.Midterm Impact Evaluation of Normative Financing among SUCS in Mindanao: Efficiency, Effectiveness, Growth and Equity Considerations. E-International Scientific Research Journal Vol: 1 Issue: 1, 2009.
Dundar, H. and Lewis, D.R. 1998. Determinants of Research Productivity in Higher Education. Research in Higher Education Vol. 25, pp. 607-630.
Gonzalez, A. 2006. Creating a culture of Research in a Developing Country. Bernardo, A .B. I., Muñoz, M. P., & Valencia, M. N. (eds.) Research and Higher Education Development: Asia-Pacific Perspectives. Manila: Lasallian Institute for Development and Educational Research, College of Education, De La Salle University-Manila.
Johnson, R. The Case for Financing Higher Education by the State. Australian Journal of Higher Education, 1999.
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Mani, M., Sespeñe,J., and Fetavero,E. Strategies in Promoting Research Culture in SUCs and Countryside Development. 2011Travesia: Referred Multidisciplinary Journal of Romblon State University Vol. 1 No. 1.
OMSC Agency Performance Review and Normative Financing Report 2001- 2011.
OMSC RDE Annual Report 2006-2011.
Remo , I. Research Agenda 1996-2005. OMNC Research Journal Vol. 1 No. 2 September 2002.
Salazar-Clemeña, R. 2006. Higher Education Research in the Philippines: Policies, Practices, and Problems. Meek, V. L. & Suwanwela, C. (eds.) Higher Education Research and Knowledge in the Asia Pacific Region (pp. 185-200). New York: Palgrave Macmillan.
See, E. Issues on Research Management in State Universities and Colleges in the Philippines. 2009 PHILARM Journal Vol.6 No. 1.
Sunder, S. Building Research Culture. China of Accounting Research Vol. 1 No. 1 2008.
Yadao-Sison , S. CHED-IP Philippines Tie-Up: Strengthening Collaboration for IP Protection and Technology Transfer in Higher Education Institutions. Presented during the Forum on the Technology Transfer Act of 2009 and University Readiness at Crown Plaza Hotel, Ortigas Center, Pasig City on August 10, 2010.
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NON-COMPETING PAPER
Putting Concepts to Practice: Some Insights for Research Managers in Collaborative Research, Development and Extension Service Delivery
Jaine Cadoc-Reyes, Ph.D. 1
An indicator of a country’s development is food security, and in the case of the Philippines, sufficiency in its staple crop- rice. With the Masagana 99 in the 70s and briefly during President Joseph Estrada’s regime, the country was rice sufficient. The rice “crisis” in 2008, attributed to market forces and low production amidst natural disasters, also pointed to unsynchronized research and extension system not only from national to local levels but also within the local and field levels. It was not the absence of technologies which contribute to low farm productivity but the factors between research system and extension system as well as between extension system and the farmers’ agricultural system.
In this light, with financial assistance from the Department of Agriculture- Bureau of Agricultural Research (DA-BAR), the College of Public Affairs in cooperation with the College of Agriculture spearheaded an integrated research and extension project on “Collaborative Research, Development, and Extension Services (CRDES) for Food Security: The Case of Regions 4A, 4B, and 5” focusing on rice. The Project mainly aimed to forge and strengthen partnerships between multi-stakeholders of the rice industry, in particular the State Universities and Colleges and Local Government Units, Department of Agriculture Regional Field Units, Civil Society Organizations and farmers to attain rice self-sufficiency at the province level.
In application to R&D management, this paper looks into the emergent collaborative mechanism, the capacity-building support from the academe and regional/field units of DA and other government agencies for the local government units as well as to the farmers, and the partnerships forged which aimed to harmonize provincial-municipal food security programs being crafted at the local government units as a product of a joint planning and implementation of agricultural programs and projects.
In particular, this paper aims to give illumination to three basic questions: 1) What modality of organizational arrangement emerged from
1 University Extension Specialist IV, Center for Strategic Planning and Policy Studies, College of Public Affairs, UP Los Los Baños; and Senior Lecturer, Faculty of Management and Development Studies, UP Open University Non-Competing Paper 231
the capacity-building support from the academe and regional/field units of DA and other government agencies for the local government units as well as to the farmers; 2) What research management concepts and principles were learned in the case collaborative R&D project?; and 3) How can the research manager facilitate the effective and efficient RDE service delivery in a collaborative set up? The background of the CRDES program is discussed first in this paper followed by three foci corresponding to the above questions.
Collaborative Research, Development, and Extension Services (CRDES) for Food Security: The Case of Regions 4A, 4B, and 5
The CRDES was implemented primarily by the UPLB with funding support from the DA-BAR in collaboration with DA-Regional Field Units (RFUs), DA-Regional Integrated Agricultural Research Centers (RIARCs) as well as the local government units (LGUs) at the barangay, municipal and provincial levels; the State Universities and Colleges (SUCs) and the non-government organizations such as farmers’ associations, seed growers organizations, cooperatioves operational in the provinces covered.
CRDES Objectives and Framework
The CRDES in general aimed to ensure and sustain food self sufficiency in Regions 4A, 4B and 5 by: 1) fostering research, development and extension partnership among the DA-LGU-SUC-NGOs in selected study provinces; 2) Strengthening capacities of partner institutions for quick response studies, with application to the FIELDS (fertilizer, irrigation, extension, loan, dryer/postharvest, seeds) program of the Department of Agriculture; and 3) Enlarging capacities of partners for food security planning, local policy formulation and agricultural governance.
For its specific objectives, the Program worked on two sets for its first two years and another set for the remaining year. The CRDES started in 2009 and during its implementation in 2010, due to election and other factors, after an internal review, the activities had to be restructured and geared up to address the national and local situations.
During its 1st and 2nd year, the CRDES tried to: a) Assess the range of institutional arrangements in transmitting the FIELDS program components to the provincial level as practiced in the four study sites; and b Analyze the linkages or lack thereof of these institutional arrangements as perceived by institutional partners and farmers. With the new government and new DA leadership thrust, the FIELDS program assessment was culminated and the
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program thrust emphasized seed production, extension services and institutional arrangements.
Specifically, the Program objective for the 2nd and 3rd year were to: a) recommend actions to improve the institutional arrangements; b) document responses of provincial level institutions on the recommendations of the study teams; c) conduct capability building training/workshops with the regional/provincial/ municipal partners in the forefront; d) address field/ technical problems, as the need arises.
Program Methodology and Phases
Similarly, with the changes in the set of objectives, the CRDES also had to revise its methodologies. For its first year, six teams were formed corresponding to the components of the FIELDS to assess the: \F-bio-fertilizer performance and feasibility of community-based composting; I- extent of irrigation facilities repair and rehabilitation; E- assessment of the extension and education services for farmers; L- assessment of loans’ effectiveness delivery system; D- effectiveness of dryers and post harvest system; and S-provision of seeds and presence of seed system. Likewise, Quick Response Teams (QRS) on seed quality and production, socio-economic, SUCs, and civil society were also constituted. Four members were assigned to each interdisciplinary team composed of junior and senior faculty of the UPLB. Data gathered were listed by each team while data collection was done through the FGDs and farm surveys.
During its second year, the CRDES presented its recommendations via a provincial forum –Round Table Discussions (RTDs) after the May elections (July- August 2010) where the responses of the provincial institutions documented. The variations in responses were studied by the partnership team. For technical problems, the technical person from UPLB was fielded as the need arises.
From second to third year of implementation, the project components were restructured to streamline activities which resulted in the discontinuance of the FIELDS and QRS teams discontinued in the municipalities. The CRDES also emphasized regional/ local partnership where it downloaded funds and activities to the regional DA offices, SUCs and provincial partners. Furthermore, the Program conducted a series of multi-level agricultural/food security planning starting with rice.
Overall, the Project underwent three phases: 1) Pre-field Implementation, 2) Implementation Phase; and 3) Handover/Exit Phase. Most of the changes were during the implementation phase.
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The Pre-field Implementation Phase (August-October 2009) was mainly for the a) Review of FIELDS Program plans and implementation (visit/consultation) with province and SUCs and farmer groups; b) Action planning and team building workshops with stakeholders; and c) Signing of Memorandum of Understanding (MOU) by partners.
The Implementation Phase (October-July 2011) was highlighted by the conduct of collaborative field research (SUCs, LGUs and UPLB for four rice seasons), using the community participatory action research (CPAR) method. The Program generated and analyzed the baseline data from the QRS as well as from Techno Demo Plots. Farmers’ responses and radiation effects as well as adaptation strategies of farmers during extreme weather events were documented. The functional FIELDS support services (seed production, fertilizer and bio-inoculants, enhancement of diagnostics skills, collaboration with other programs such as Palaycheck, Palyamanan) for four rice seasons were set up alongside partnership capability building, and policy and governance studies.
The Partnership Capacity Building component included the design of a partnership framework for food security, LGU and SUC food security planning, joint RDE agenda development by SUC-LGU-DA-NGOs, and documentation and disseminate of best practices on partnership for food security. For the Policy and Governance Studies, the CRDES designed a model ordinance on food and nutrition security, strengthened institutions of local agriculture governance and agriculture office for agricultural development planning and food security as well as documented and disseminated best practices in agriculture governance in the study regions.
The Handover/Exit Phase (August 2011 – January 2012) was composed of: a) assessment (gains and weaknesses) of functional agricultural programs at LGU and SUC level; b) rice seed production, extension and delivery systems in place; c) provincial LGUs and SUCs agricultural networks/partnerships developed and in place; d) consolidation of gains: best fit farm practices in rice production; and e) policies on food security formulated and legislated.
Program Outputs and Potential Impact
Despite the restructuring, it accomplished and delivered, among others, the following outputs before its final year:
. Through quick response studies, identified rice and other crops’ production constraints and solutions for improved productivity
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. Information on the various strategies and best practices of the FIELDS implementation . Increased capacities of SUCs, LGUs and NGOs, in program planning, implementation and monitoring and evaluation; and RDE agenda setting . Conducted Round Table Discussion in the provinces covered as well as with CHED and DA- BPI National Seed Quality Control Services . Published printed and online CRDES website, RTD Highlights, CRDES Digest (newsletter) . Improved Rice Action Plan and drafts of local ordinances for food security at the provincial level
For its final year, the CRDES came up with:
. A list of operational policies at the provincial level to improve the delivery of services of the FIELDS components. (These policies will be arrived at using participatory policy analysis). . Dissemination of these through local media and in collaboration with the local SUCs . Provincial-level Policy briefs . Books and publications on food security that integrates the findings of the six teams in 4 provinces
In the coming years, the CRDES Program team is hopeful that the intended impacts from the above outputs can be attained such as the incremental increase in yield per cropping season; and sustained partnership among DA-LGU-SUC-NGOs for food security goals would have been achieved
Lessons Learned from the CRDES Program
The CRDES can be categorized as an action research and extension project. It had no blue-print of what to expect as the model for RDE collaboration which makes the program team to be more creative and process-oriented in the design of institutional arrangements. The emergent collaborative mechanism in CRDES as depicted in Figure 2 is a product of the rice “crisis” in 2008 that necessitate multi-disciplinary convergence of social and technical scientists, the multi-stakeholder partnership among the academe, local government, private sector, farmer groups; and participatory in its methodology, primarily with CPAR as starting point in its field activities.
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Focus 1: Institutional Arrangement and Capacity Building Support
The CRDES was initiated by the academe at the national level as capacity building support to food security programs and at the regional as well as local level, the academe became pivot in its implementation in close collaboration with the regional field units of DA and other government agencies, the LGUs, private sector and civil society (farmers organizations). The emergent mechanism is basically partnership based on the categorization of institutional arrangements (Reyes, 2001). Partnership is forged to harmonize provincial and municipal security programs being crafted at the local government units as a product of joint planning and implementation of existing agricultural programs and project activities (Figure 2).
Focus 2 R&D Management Principles Learned
General speaking, given the effects of global climate change on food production, besides rice technologies, the CRDES showed institutional and administrative innovations for continuing support to good agricultural programs amidst transitions in political leadership need to be adopted in order to achieve food security starting with rice self-sufficiency. In particular, from the experience of CRDES, it can be recommended that any RDE program should be formulated in such a way it can withstand not only global climate change but the transition of political leadership both in national and local levels, particularly in the executive branch of the government.
From the beginning, at its proposal stage, contribution of the stakeholder was factored in the CRDES implementation design. Hence, any RDE proposal should incorporate elbow room or provisions for project redesigning which would address and be more responsive to the needs of the intended clientele and the current situations.
Like most government-funded RDE projects, problems encountered in the Program also included the delay in procurement as well as delivery of farm inputs, hurdles in personnel hiring, release of funds and similar concerns. It is still an enigmatic challenge for research managers to be able to synchronize the technical requirements of the RDE projects under a temporal dimension of efficiency in the delivery of services with the financial and administrative procedures whether in the academe, line agency, or field unit.
As explained in the project methodology, the CRDES consisted of several assessment teams for functional FIELDS, support services, and quick response studies. With a collaborative RDE, team work should be manifested first and foremost within the project team so that the esprit de corps can be
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radiated among the institutional partners. If the latter can sense chaos or any uncoordinated arrangement, it could depict the anathema of the program objective itself: collaboration. Hence, the inner circle project team should emanate the 3 good Cs: communication, coordination and camaraderie in order to stably counteract any conflict that could be arise from interdependence of roles, task orientation, and multi-interpretations of perceptions.
Several variables interplay in the modality of institutional arrangement which can include the size, commonality of purpose, leadership (personal and institutional credibility), frequency of interaction, resources available and accessible, formality/legality of arrangement, and the sustenance or longevity of agreements on the arrangement. The institutional arrangement observed in the Program elicited principles which could be similar to the formula of a happy marriage considering it was “partnership” arrangement which emerged out of the experience.
Focus 3 Skills and Aptitude for the R&D managers
The R&D manager as program leader who is skillful in team building is best fitted to a collaborative action RDE similar to CRDES. Of course, the basic qualifications such as technical and administrative managerial abilities coupled with conceptual, supervisory and interpersonal skills must also be present in both the team and program leaders. These skills are important so that decisions adhere to team agreement/ to avoid frequent unplanned last minute changes in the timetable or in the activity itself. Centralized decision making has little room for this type of RDE program since it could constrict the creative processes and group cohesive dynamics of multi-disciplinary and multi-sectoral teams.
The Collaborative RDE Program and Social Responsibility
Any government funded project or program including those financed from development bank loans are of importance to the social responsibility of the researchers, extensionists, and R&D managers. Social responsibility should be taken seriously: not just to get a project for one’s added credits to his/her name but to the benefits it will generate to the majority. Any researcher, extensionist and R&D manager should ask him/herself at the proposal and pre-implementation phase of the RDE program: who are really the intended client?
Many of the failures and difficulties of the project pertain to the bureaucratic procedures. Part of social responsibility is to inculcate the value not only to the research and technical personnel but to administrative staff as
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well for the latter to be responsive to the resource requirements of RDE activities/ Even if a project fails, the lessons from the mistakes should be a good input to the next similar project. The important thing is to learn from history: do not repeat past failures.
Lastly, due to restrictions on financial resources to cover travel expenses on field work for implementation, monitoring and evaluation of projects, the information cyberspace via internet should be maximized. With the e-village, e-learning in agriculture, e-learning and distance education already trending, the professional R&D manager should get into knowledge management. It is essential that s/he must be updated with intellectual property values, social capital as investment, ICT and open/distance/life long learning of new trends in R&D management as well as in his/her own technical fields. In here collaborative e-learning of R&D management can substitute face- to- face knowledge sharing, exchange and dissemination.
REFERENCES
Reyes, J.C. Chapter 24. Lessons Learned and Our Way Forward: Food Security and Collaborative RDE System. pp. 391-409. In Rola, A.C. et al. (eds) 2012.]
Partnership for Food Security. Los Baños: UP Los Baños, 409 pp. ISBN 978-971- 0347-26-1.
Reyes, J.C.2001. Is There Anything New in the R&D Institutional Arrangements? A Cursory Review. Research Management Components. Vol. XV (Special Issue). pp. 25-68. ISSN 0116-516X.
Rola, A.C. 2000-2012. Collaborative Research and Extension Delivery Systems Program: The Case of Regions IV and V. Unpublished project Documents (Proposal, Progress Reports).
238 PHILARM Journal: Volume 10 No. 1 ▪ April 2013
The Philippine Association of Research Managers, Inc. founded on 09 September 1989 is a private, non- stock, non-profit professional organization dedicated to the promotion and enhancement of the role of PHILARM managers in improving and sustaining productivity in research.
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