Case Study of LGU Extension in Ubay, Bohol
Case Study of LGU Extension in Ubay, Bohol
Case Study of LGU Extension in Ubay, Bohol
A Comprehensive Assessment
of the Agricultural Extension System
in the Philippines:
Case Study of LGU Extension in Ubay, Bohol
Efren B. Saz
DISCUSSION PAPER SERIES NO. 2007-02
April 2007
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EFREN B. SAZ
TABLE OF CONTENTS
CONTENTS
PAGE
CHAPTER 1
INTRODUCTION
1
1
2
Rationale
Objectives
Methodology
CHAPTER 2
THE SETTING: UBAY, BOHOL
Brief History and Location of the Municipality
Demographics: Population Size and Growth
Population History
Household Size
Urban and Rual Household population
Age and Sex Structure
Literacy Rate
Labor Force
Migration
Social and Economic Indicators
Family Income and Expenditures
Sources of Income
Household Income and Expenditure in
Irrigated Areas of Ubay
Housing and Amenities
4
6
6
7
7
7
8
8
9
9
9
11
11
12
12
12
14
15
16
16
16
17
17
17
19
20
20
CHAPTER 3
THE STRUCTURE OF AGRICULTURE
The Agricultural Population
Rural and Farm Population of Bohol
Characteristics of Rice Farming Households in Four
Irrigated Barangays
Number of Agricultural Workers
Farmers/ and Fisherfolk Organizations
21
21
The Farms
Total Farm Area, Average Farm Area and Number of Farms
Farm Size and Tenure in Ubay
Number of Farms by Tenure
Comparison of Tenure among Philippines Bohol and Ubay
24
24
25
25
25
27
28
28
28
31
32
33
34
34
35
37
38
39
40
41
43
43
44
44
45
45
45
49
49
22
22
23
45
47
47
48
50
50
51
52
53
54
54
55
55
56
57
57
CHAPTER 4
SUPPORT SERVICES
Government Agencies Providing Support Services to
Ubay Farmers
Central Visayas Integrated Agricultural Research
Center
Bohol Experiment Station
Soil and Water Research and Demonstration
Station
Ubay Brackish Water Fish Farm
Ubay Stock Farm
National Irrigation Administration
Philippine Carabao Center
Philippine Coconut Authority
60
60
60
60
61
61
61
61
61
62
62
63
63
64
59
59
59
CHAPTER 5
THE MUNICIPAL EXTENSION SERVICES AND
KNOWLEDGE MANAGEMENT
The Role of LGUs under the Local Government Code
The Role of LGUs Under the Agriculture and Fisheries
Modernization Act
The Municipal Agriculture Office Personnel
The Municipal Agriculture Office Organization Structure
Staff Morale
Program Planning
Program and Personnel Monitoring and Evaluation
Programs and Projects
Services Provided by the Municipal Agriculture Office
Farm Advisory Services
Material Input Assistance
Institutional Development
Facilitative Services
Pest, Disease and Force Majeure Surveillance
Conflict Resolution
Dynamics in the Provision of Agricultural Extension
Services
Coordination and Complementation among
Related Agencies
Office Calls
Farm Visits
Community Organizing
Trainings
Field Days and Agricultural Fairs
Logistics and other operational Supports
Facilities and Equipment
Transportation and Staff Mobility
Linkages
Financing
Budget of Agriculture
Allocation by Item of Expenditure
Assessment of Agricultural Services
Accuracy
Adequacy
Timeliness
Relevance
Equity
66
68
68
70
72
72
73
73
74
74
74
74
75
75
76
76
77
77
78
78
80
82
82
82
82
83
83
83
86
87
87
87
88
88
89
91
91
94
96
96
96
98
100
102
103
CHAPTER 6
CONCLUSIONS AND RECOMMENDATIONS
Implications for Knowledge Management in a Localized, Low- resource
Extension Delivery System
Conclusions
Recommendations: Shifting to a Knowledge Management
Paradigm in Extension
105
106
References
110
Appendices
113
List of Tables
Table No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
Page
6
7
8
9
10
10
13
13
19
20
22
23
23
24
25
25
26
26
26
27
40
42
45
46
46
47
49
50
51
54
55
56
63
65
79
36
37
38
39
40
81
85
86
86
87
List of Figures
Fig. 1. Map of Region 7 and Bohol showing the location of Ubay
10
11
15
18
18
19
31
33
37
37
40
42
71
92
Fig. 16. Sources of knowledge (rice) of the local extension service staff
93
94
97
100
101
10
Abstract
Using intensive interviews and observations and secondary data the study looked
at a local government agricultural extension service. It situated the context by describing
the agroclimatic, social and economic conditions of the area including its problems,
potentials and prospects. It also took a closer look at two promising industries in the
localityrice and mango production. The study further took a closer look at the local
government agriculture extension service in terms of the nature of services offered viz a
vis the needs of the clientele specially of the two industries in focus. An assessment of
the services resources, competencies, adequacy, timeliness and quality was also done.
Lastly, the study looked at knowledge management using a framework suggested by
Dalkir and provided suggestions as to how a poorly equipped agriculture extension
service provider such as the Ubay LGU may introduce the concept of knowledge
management to make the service more effective and responsive to the peculiarities of the
area and people.
Ubay is a growing agricultural and commercial area in the northeastern side of
Bohol province. It had the largest area devoted to rice and mango production in the entire
province. Various programs in agriculture had been implemented in the area and various
agencies of government were located in the municipality. Land holding was generally
small with a few exceptionally large farms. A greater part of the rice production areas
was rainfed although a current irrigation expansion project would quadruple the present
coverage thus promising a substantial increase in rice production all other factors being
present. Mango also provided a substantial source of income for many but the industrys
prospects seemed mixed due to the vulnerability of the industry to various threats such as
pests and diseases including the vagaries of the market and the very high demand for
production inputs.
The local extension service was inadequate to provide the multifarious demands
of its clients. The number of regular staff had declined although replacements had been
recruited. The usefulness of the replacement staff, however had been restricted in the
sense that they were not fully given field tasks as a result of their employment status.
Extension activities consisted of farm advisory services, farmers classes and training,
farm organizing, farm demonstrations, pest and disease monitoring and facilitating
services. Activities generally dominated programs and a long list of activities for the year
indicated a holistic approach with almost unclear priorities. Staff tasking and the
organizational structure was patterned after the national program priorities in cereals,
livestock, fisheries and high value crops. Staff compensation and incentives were
relatively better than other LGUs although opportunities for promotion and career
advancement were nil. Staff morale and group cohesion was generally high despite the
heavy work load but they felt they needed more support in terms of mobility and
competency enhancement such as technical training and information materials.
Knowledge management was unsystematic. Knowledge creation was hardly done
since the service was not designed for this activity. Occasionally, however, staff were
involved in research type activities such as varietal testing and technology demonstration
(technodemo). Knowledge capture relied mostly on opportunistic activities such as
presented by attendance to occasional training or conference or availability of reading
material or personal encounter with experts/researchers. These knowledge, however,
were not stored in a systematic manner where retrieval would be easy. Electronic means
of storage was not resorted to even with the presence of a computer. It was observed that
the level of knowledge of the staff on specific subjects were not similar indicating that
some were more knowledgeable than others. This was due to the specialization of tasks
and particular staff had to concentrate on certain specialized knowledge. Varying ages,
education and training and extension experience generally accounted for the differences
in knowledge level.
Knowledge sharing was often done among staff but most of this was done
informally. The recommended sharing mechanism such as echo seminars were not
resorted to as a matter of procedure. Knowledge application was done both in the staffs
own farms and among farmer clients. Owing to the many inadequacies of the service,
differences in production environments and farmers resource capacities farm practices
varied considerably resulting to wide variations in yields.
It was recommended that the local extension service adopt a knowledge
management approach. Knowledge capture must be made systematic and an
organizational repository that is accessible to all staff must be put up manually and
electronically where applicable. Staff should be allowed time and resources to tap the
internet for new knowledge. These, in turn, must be complemented by a systematic
search for local best practice for applicability and appropriateness. The staff should also
establish and mediate communities of practice using the various communication gadgets
and strategies available in the area.
Key words: Ubay, Rice Industry, Mango Industry, Municipal Agriculture Office,
Knowledge Management, Local Agriculture Extension Service
CHAPTER 1
INTRODUCTION
Rationale
Agricultural Extension was one of the services devolved by the national
government to the local government units (LGUs) more than ten years ago. One
of the main rationales for the devolution was that LGUs were supposed to be
better managers of extension services due to their familiarity with the local
conditions of agriculture; hence, they could tailor their services well to their local
needs. Periodic assessments of the devolution process pointed to recurrent
problems such as the mixed attitude of LGUs towards devolution, the inability of
the local governments to manage extension services, as they ought to and the
disproportionately low budgetary allocations devoted to agriculture services. 1
These problems notwithstanding do not necessarily indicate that extension is less
effective after devolution than before.
The effectiveness of extension services be it devolved or centralized
greatly depends on its management. In addition, the staff who are supposed to
carry out this important function must be competent in both content and
methodology of communicating to and teaching adults: farmers, fisherfolk,
processors, etc. Furthermore, extension staff, to be effective must have the
necessary facilities and equipment in order that the teaching/communication
process will achieve its desired endagricultural modernization.
Objectives
The general objective of the study was to describe and analyze the
structure, conduct and performance of the Philippine agricultural extension
system, particularly the local government extension services in order to provide
1
See various reports of the Rapid Appraisal of Decentralization prepared by the Local Development Assistance Program
from 1992-1997. For an analysis of the allocations for agriculture and natural resources, see Cristina David, et. al.,
11
Methodology:
The study was focused on the municipality of Ubay, Bohol. The selection
of Ubay, Bohol was based on a set of criteria decided upon by the project team,
which included the following:
Clear evidence that the agriculture industry has changed over time
brought about by an innovation or a new technology
Data gathering was done using key informant interviews, group interviews,
opportunity interviews, secondary data and participant observation.
Various
sources were consulted including documents from various projects and agencies
present in Ubay including reports of previous studies conducted in the area by
various researchers. Maps and other geophysical data were taken mostly from
the municipal Comprehensive Land Use Plan (CLUP). Census data including
population and housing, agriculture, family income and expenditures (FIES) for
various years were extensively used. Key informants included the Municipal
Mayor, Treasurer, Municipal Agrarian Reform Office Personnel, Municipal
Philippine Agriculture and Natural Resources Allocation: Issues and Directions for Reform. Discussion Paper No. 99-30
PIDS. 1998.
12
Center
(CENVIARC),
Non-government
13
Organizations
(NGOs),
Chapter 2
THE SETTING: UBAY, BOHOL
In order to have some understanding of the conditions in the Philippine
setting under which agricultural extension operates, it is useful to look at a
specific case using a municipal local government. Under the present political
structure, certain government services that used to be provided by the national
government had been devolved to the local government units, agricultural
extension being one of them. 2 A careful examination of the social, economic,
political and biophysical conditions would certainly help to enlighten any analysis
of the operations of agricultural extension. This important background will also
enable the observer to see if the providers and consumers have utilized their
knowledge of the conditions in making choices in terms of what and how to
provide and the consumers on what and how to utilize knowledge that is provided
and those that were not provided but accessible though other means.
The choice of Ubay as a case in point must also be explained briefly.
There were criteria used to pinpoint areas for study as mentioned above.
Furthermore, it was observed that Ubay had a significant agricultural
transformation resulting to increased productivity and the diversification of
agriculture to various major crops and enterprises. Over the years, Ubay had
demonstrated significant improvements in its agriculture and there seems to be a
quickening of the pace of rural development due to various developments in
infrastructure, mainly irrigation, roads and ports that apparently increased the
volume of trade and commerce and the existence of many agencies and their
programs in its jurisdiction.
14
January 15, 1876, the Municipality of Ubay was established as a separate parish
from the cabecera of Talibon. It is now the biggest municipality in the province
in terms of land area and population, second to Tagbilaran City, the capital of the
province.
Source: CLUP
The provisions in the local government code of 1991 specify the roles of the municipal
governmental units in agricultural services. A detailed list is found in the appendix.
15
picked up with the improved infrastructure and the growing traffic in goods and
passengers from Cebu and Leyte. It is also the home of major research stations
of the Department of Agriculture. Major infrastructures were put up in the area
such as the two small and large irrigation systems and the power installations
that cross the sea via undersea cables from Leyte.
Population
Increase or
Decrease
7,355
8,255
21,213
29,961
34,090
32,717
34,195
38,289
48,902
50,745
59,827
900
12,958
8,748
4,129
(1,373)
1,478
4,094
10,613
1,843
9,082
16
Ave. Growth
Rate (%)
0.77
4.60
3.91
1.08
-0.41
0.89
2.29
2.48
0.74
3.35
Total
HH
11,51
2
41
1472
2913
2672
2001
1413
773
227
HH size
5
Ave
413
1138
1552
1855
1820
1541
1238
1955
5.19
3
2
36
41
64
99
112
36
13
164
118
106
171
273
222
71
19
360
282
201
263
246
145
36
2
432
461
290
323
225
97
25
2
273
609
387
287
171
65
26
1
141
544
421
244
137
38
15
1
47
404
400
228
108
41
9
33
459
826
421
154
53
9
2.85
4.07
5.54
6.36
5.46
4.35
3.49
3.32
there were 45.15 percent children and youth, ages (0-14 years); 50.29 percent
were in the working age group (15-64 years); and 49.71 percent dependent
population with ages below 5 years and above 64 years old. More than half
(58.21%) of the population was below 25 years old (Table 3).
Table 3. Population by sex and age group, 2000.
Age Group
All ages
Under 1
1-4
5-9
10 - 14
15 - 19
20 -24
25 - 29
30 - 34
35 - 39
40 - 44
45 - 49
50 - 54
55 - 59
60 -64
65 - 69
70 -74
75 - 79
80 and over
0-17
18 & above
Source: NCSO
Both Sexes
59,827
1,879
6,561
8,331
8,023
6,236
4,777
3,811
3,756
3,234
2,959
2,355
1,959
1,759
1,349
1,081
820
494
443
28,760
31,067
Male
30,432
941
3,306
4,351
4,079
3,312
2,439
1,953
1,863
1,663
1,523
1,198
972
855
656
511
384
238
188
14,782
15,650
Female
29,395
938
3,255
3,980
3,944
2,924
2,338
1,858
1,893
1,571
1,436
1,157
987
904
693
571
436
256
255
13,978
15,417
18
force, 80.86 percent were employed and 19.14 percent were unemployed
(App.Table 5).
Migration. Out of the household population 5 years old and over in 2000,
94.8 percent lived in Ubay implying a very low out migration trend (Table 4).
Table 4. Population 5 yrs. old and over by sex, residence at present and 5 years
ago, 2000.
Sex
Pop. 5
Yrs. Old
& Above
Both
sexes
51,312
Male
26,130
Fem
25,182
Source: NCSO
Same
Mun.
48,654
24,762
23,892
94.8
48.3
46.6
Other
Mun.
Same
Prov.
525
271
254
Place of Residence
Other
Other
%
Prov.
%
Count
ry
1.02
0.53
0.49
1,405
758
647
2.74
1.48
1.26
14
10
4
%
0.02
0.02
0.01
Unknown
714
329
385
%
1.4
0.64
0.75
19
40,000
30,000
Average
Expenditure
(PhP)
20,000
10,000
0
85
88
91
94
97
Bohol had one of the lowest food thresholds in the country in 2000. The
Philippines needed P39,145.00 pesos per family of 5 per year for food or an
average of P107.31 per family per day or P21.46 per person per day while Bohol
needed only P17.34 pesos per person per day. Yet its rate of change between
1997 and 2000 was higher than the country and region at 19.1 percent.
Comparative food thresholds are shown in Table 6.
Table 6. Food thresholds 3 for Philippines, Region 7 and Bohol, 1997 & 2000.
1997
2000
% Change
6,801
7,829
15.1
Philippines
3
Food Threshold is defined as the minimum cost of food required to satisfy nutritional
requirements for physical activities.
20
5,771
5,314
Region 7
Bohol
6,760
6,329
17.1
19.1
Source: NSO
85
88
91
94
97
21
household income in 1997 was P28,894.00 pesos, which was only about half of
the provinces for the same period. This figure more than doubled during the year
2000 to P58,031.00. On-farm income accounted for more than 90 percent of the
total for 1997. In the year 2000, on-farm income accounted for only about 50
percent. A dramatic increase was noticed in non-farm income, which rose by
around 20 times. On-farm income increased by only about 15 percent during the
same period. This gives us some indication that while income from farming
increased, other sources even provided a greater share of the income of the CIP
families. It might be said then, that other factors in the economy may have had a
greater impact on the CIP households than agriculture.
The mean total household expenditure for 2000 was P36,335 and farm
expenditure was P21,931 making a mean total family expenditure of P58,266.00
pesos which was slightly higher than the total household income of P58,031.00
pesos. The shortage was very little. Surprisingly, the 1997 calculation for
household expenditure was much higher than the 2000 figure by about 25
percent. One explanation here is that there might have been errors in
measurement since the data called for a longer time lapse for recall. Of the onfarm income in 2000, rice accounted for 70 percent and upland crops and
livestock shared an almost equal percentage of 13 percent each. 5 This brings the
percentage of income from rice farming even lower than off-farm and non-farm
sources.
Housing and Amenities. Data show that almost all households lived in a
single house in both in Ubay and the whole province although the percentage for
Ubay was higher than the provinces. However, the proportion of houses with
galvanized iron (GI) roofing was much lower in Ubay than in the whole province
with nearly in the latter while only half (52.5%) in the former. The proportion of
houses that needed no repairs was comparable for Ubay (50.9%) and the
Taken from E. Saz, Social Impact Assessment of the BIAPP Activities in the CIP Sub-site,
Ubay, Bohol. 2001.
5
Breakdown by source are as follows: rice-70.11%, Vegetables-3,47%,Upland crops-13.14%
and livestock-13.27%. See Income and Expenditure Survey for CIP households.
22
province although more in the latter (57.7%) needed no repair. House ownership
rate was the same for the town and the province (Table 7).
Table 7. Selected housing characteristics, Ubay and Bohol province, 2000.
Single
house
% to
total
With
GI roof
% to
total
Needs
% to
no repair total
Owned
% to
total
Bohol
205,547
96.4
154,169
72.3
123,042
57.7
173,884
81.5
Ubay
11,311
98.25
6,044
52.5
5,860
50.9
9,360
81.3
% to
total
TV
% to
total
Phone
% to
total
Motor
vehicle
% to
total
Bohol
159,336
74.7
7,995
37.5
9,918
4.65
21,854
10.25
Ubay
8,820
76.6
3,016
26.2
136
1.22
1,064
9.24
23
and Cebu were facilitated by regular daily or twice-daily boat trips to and from
Maasin City Southern Leyte, and Bato, Leyte and Cebu City. Passenger and
cargo traffic to these destinations had also noticeably increased over the years
indicating an also increasing volume of trade between these points.
Transportation and Communication. The improvement of the Bohol
circumferential road and the port facilities had helped Ubay to become the
trading and transportation hub of northeastern Bohol connecting it to the
neighboring island of Leyte and the rest of Bohol province. Land transportation
was adequate with various short and long-distance buses, jeeps and vans
connected Ubay to the rest of the towns in the province. Tagbilaran City could be
reached from Ubay in two to three hours by bus or van. Bato, Leyte and Maasin
City, Southern Leyte could be reached in 2-3 hours by boat. Cebu City was 6-8
hours away by boat. Water transportation was also available for neigboring island
and coastal communities. An airport had been established in town but was not
yet operational. Various communication companies (4 phone companies)
provided the public with access to local and international communication
services. Messengerial, courier and postal services were also available in town.
Internal transportation was relatively good because of the presence of good dirt
roads crisscrossing the municipal landscape. The most common form of
transportation was the tricycle for nearer barangays. For far barangays, the most
common mode of transport was the motorcycle. Normally, motorcycle fare was
very much higher than other forms but this was the only way to reach these
barangays faster. All barangays were connected by roads and the only places
where there were no roads were the steep slopes in the central mountains (Fig.
4).
24
Bohol province reported that 23.71 percent of its households had their
own faucets from a community system while Ubay reported only 8.97 percent.
For the province, 21.68 percent of households had access to shared faucets
while Ubay only had 8.86 percent. In Ubay, slightly more than half (51.83%) of
the households had access to dug wells.
25
26
percentage of the total agricultural area. Flooding, drainage, and erosion were
not significant problems. 6
Land Area. Ubay has a total area of 29,945.78 hectares. Other sources
report different figures such as 33,506.38 hectares according to the municipal
assessors office; 27,200 according to the NCSO citing the Land Management
Bureau and completed cadastral survey as sources; and 24,409 hectares
according to the Provincial Environment and Natural Resources (PENRO).
The land area of the Municipality of Ubay is 7.27 percent of the total land
area of Bohol, the biggest in the provinces municipalities; 2 percent of the total
land area in Region VII; and 0.10 percent of the Philippines land area. Land
areas by barangay are found in Appendix Table 7.
Topography
and
Slope.
Ubays
topography
was
predominantly
moderately rolling with occasional highly rugged and mountainous areas. The
highest elevation was 428 meters above MLLW level and the lowest elevation
was 5 meters MLLW level. Dominant slope was 0-3 percent found in the
northern, eastern and western portion occupying 38.79% of the total land area.
Slopes of 18-25 percent and 25-30 percent (very strongly to steeply sloping)
were prevalent in the central portion. Slopes of 30-50 percent and above can be
found in the southern portion (Figs. 5 & 6).
Soil Classification. Ubay has six known types of soil.
The most
dominant, Ubay sandy loam (17,041.39 hectares or 59.90%) and Ubay clay
(10,884.86 hectares or 36.34%) cover almost the entire area. Other soil types are
listed in Table 9. The locations of each soil type are illustrated in Fig. 7.
See CLUP. 66.5% had no flooding hazard and 60.49% was not susceptible to erosion.
27
Rivers
Road network
Slope
0% - 3%
3% - 8%
8% - 18%
18% - 30%
30% - 50%
50% above
Bien Unido
Pangpang
Humayhumay
Ubay Slope
Trinidad
Sentinila
Achila
N
Tapon
Camambugan
San IsidroTapal
Fatima
Tuboran
Tipolo
Casate
Union
Bood
Sinandigan
Calanggaman
Tubog
Benliw
Bay-ang
Imelda
Camali-an
San Miguel
Pag-asa
San Vicente
Cagting
Lomangog
Hambabauran
Juagdan
Bongbong
Gabi
Cuya
Biabas
Bulilis
San Pascual
Los Angeles
Ilihan
Mabini
Alicia
0 -3 %
3 -5 %
5-8%
8 - 15%
15 - 18%
18 - 25%
25 - 30%
30 - 50%
28
Area
17,041.39
10,884.86
886.53
470.22
494.18
173.71
29,950.88
% to Total
56.90
36.34
2.96
1.57
1.65
0.58
100.00
Bien Unido
Rivers
Road network
Soil Types
Hydrosol
Ubay clay
Ubay sandy loam
Pangpang
Humayhumay
Trinidad
Sentinila
Achila
N
Tapon
Camambugan
San IsidroTapal
Fatima
Tipolo
Casate
Tuboran
Bood
Sinandigan
Calanggaman
Tubog
Benliw
Bay-ang
Imelda
Camali-an
San Miguel
Union
Pag-asa
San Vicente
Lomangog
Hambabauran
Juagdan
Bongbong
Gabi
Cagting
Cuya
Biabas
Bulilis
San Pascual
Los Angeles
Ilihan
Mabini
Alicia
See CLUP.
29
30
Average Number
of Rainy Days
12.0
11.0
9.0
8.0
12.0
16.0
16.0
15.0
13.0
18.0
16.0
16.0
CHAPTER 3
THE STRUCTURE OF AGRICULTURE
Bohol island is generally of karst formation. Most of the coastal areas were
not suitable for agricultural production but the interior and noartheastern portions
provided ideal areas for intensive agriculture because of the presence of suitable
soils and water. Extensive areas planted to rice can be seen along the central
plains stretching towards the northeastern coast. The higher elevations were
generally covered with secondary forests or permanent crops such as coconuts
but these were not very extensive. Corn and rootcrops were generally planted in
areas where there was no irrigation.
It was claimed that despite the limitations to the agronomic condition of the
island, it produced 66.5 percent of the rice in the region and 74 percent of the
rootcrops, 44 percent of the livestock and 54 percent of the fish. 8 Despite these,
however, poverty incidence in the island, owing probably to the limitations of the
land was high. Unemployment was reported to fluctuate between 5.4 to 8.6
percent from 2000 to 2003 9 . It may be inferred that since the province is
generally rural, most of the poverty, therefore exists in the rural, hence,
agricultural areas.
31
% to Total
56.54
67.89
Source: NCSO
32
that if each farmer represented at least a family, then nearly all the households
were farming households (Table 18).
Farmers and Fisherfolk Organizations. There were quite a number of
farmers and fisherfolk associations present in Ubay. The strengths of these
associations, however, need to be seen in terms of concrete programs and
projects that helped members in their occupations. It can be surmised, that most
of these organizations were weak. Even the Irrigators Associations, which were
supposed to help maintain their facilities and collect fees, were unfortunately
problematic. Another case in point was the rebel returnees group, which was
based supposedly in Tuburan. A 50-hectare lot was allocated to them by the
government under the National Reconciliation and Development Program
(NRDP). It is pathetic to see the resettlement area abandoned and the
beneficiaries scattered in various places around Bohol. The organization had
experienced serious problems and a new set of officers was elected despite the
objections of the existing leader. A litany of the problems of the association as
put forth by the new leadership more or summarized all the problems of the rest
of farmers and fisherfolk associations in the locality. The numbers did not include
those organized by other agencies and NGOs (Table 19).
Table 12. Number of agricultural workers, 2000.
Occupation
Location
Farmers
Crop Farmers
44 Barangays
Livestock Farmers
44 Barangays
Poultry Farmers
44 Barangays
Fishermen
Municipal Fishermen
20 Coastal Barangays
Aqua Farm Cultivators
19 Coastal Barangays
44 Barangays
Other Farm workers
Total
Total
11,632
125
1,340
625
102
525
14,349
Organization
Farmers Association
Rural Improvement Club (RIC)
Fishermens Association
Number of
Organizations
18
10
19
Number of
Members
707
278
969
The Farms
Total Farm Area, Average Farm Area and Number of Farms. In the
Philippines, the number of farms rose from 4.6 million in 1991 to 4.8 million in
2002 but the farm area decreased from 9.97 million hectares in 1991 to 9.67
million in 2002. The average farm area subsequently decreased from 2.16 in
1991 to 2.01 in 2002. In Bohol it can also be seen that the area farmed rose
gradually through the years as well as the number of farms yet the average farm
size had decreased. Between 1948 and 1991 the average farm size had been
more than halved from 2.51 to 1.25 hectares This figure was only more or less
one half of the national average in 1991 and 2002 which were 2.2 and 2.02
hectares, respectively. This means that the average Boholano farmer cultivated
only one half the farms size of the average Filipino farmer. On the average, the
Ubay farmer had a slightly bigger farm (2.02 and 1.83 ha) than the Boholano
farmer (1.58 and 1.25) for the 1981 and 1991 periods (Table 12).
Table 14. Total farm area and no of farms, Bohol and Ubay, 1903-1991.
Year
Total Land
No. of Farms
Ave. Area (ha)
Farmed
Bohol
Ubay
Bohol
Ubay
Bohol
Ubay
1903
58,098
36,869
1.58
1918*
131,874
88,293
1.49
1939**
175,747.62
63,388
1.49
1948**
163,030.50
65,013
2.51
1971
142,070.3
61,107
2.32
1981
159,270
9,514
100,462
4,706
1.58
2.02
1991
166,826
12,322 133,841
6,732
1.25
1.83
*Farms had at least an area of 200 sqm; **Farms had at least an area of 1,000 sqm.
Source: Census of Agriculture
34
Farm Size and Tenure in Ubay. Land ownership in Ubay was generally
distributed among its farming population. In the 2000 census, 2,819 (28%) of the
10,050 households, reported to have owned agricultural land. Among these
landowners, 668 (6.65% of total household population and 23.7% of total land
owners) reported to have owned land through agrarian reform. There were
exceptionally large land holdings but most of the rice farms were small and those
large enough were subjected to land reform. An estimate of the average land
holding for the whole municipality was pegged at .75 hectare. The average
landholding in the irrigated cluster of four barangays of Casate, Kalanggaman,
Tuburan and Bood was .9 hectare with a high incidence of tenancy. Records
from the Department of Agrarian Reform however showed that a big number of
tenants had benefited in terms of tenure improvement through the land transfer
and leasehold schemes.
Number of Farms by Tenure. It can also been seen that while the
number of farms in Bohol under full ownership, part ownership and tenancy
generally increased from 1971 to 1981, their number had decreased from 1981
to 1991 (Table 13). This phenomenon is, however, difficult to explain.
Table 15. Number of farms by tenure, Bohol 1948-1991.
Year
1948*
1971
1981
1991
All
65,013**
61,107
100,462
133,841
Full Owner
45,166
35,741
69,668
42,781
Part Owner
9,104
16,026
27,984
22,386
Share Tenant
7,788
18,192
34,260
14,346
35
shifted to fix rent by 1981 indicating that they had benefited from the agrarian
reform program by this time. The area under full ownership increased despite a
decline in the number of farms under full ownership. The area under tenancy also
increased with the slight increase in the number of farms under tenancy (Tables
14 & 15). These phenomena could mean increasing land consolidation and
increasing tenancy despite agrarian reform.
Table 16. Percent of farms under full ownership and full tenancy, Phil. and
Bohol, 1960-1991.
Year
Fully owned
Fully tenanted
Phil.
Bohol
Phil.
Bohol
1960
53.2
53.2
37.1
18.9
1971
62.9
57.7
26.5
13.4
1981
66.8
65.5
25.5
10.6
1991
48.7
45.5
5.3
11.9
Source: Census of Agriculture
Free
rent
1,902
Others
1,162.6
238
In Ubay, the number of farms in all size categories increased from 1981 to
1991 but the largest increase was seen among farms of less than half a hectare,
tripling from nearly 6 percent in 1981 to 17 percent in 1991. The biggest
percentage of farms was those between 1-1.99 ha at 31.49 percent in 1991. And
relatively fewer farms were larger than 7 ha. Yet a good percentage was less
than half a hectare. (Table 16). It can be noticed also that the largest area was
under full ownership but in 1991 the area under share tenancy increased.
Furthermore, agrarian reform had transformed some farmers into owners and
fixed renters by 1980 and 1991. The data suggests that the sharp rise in small
farms may be due to fragmentation as larger farms were parceled into smaller
36
farms due to sale or subdivision among heirs or beneficiaries. Yet, the increase
in the number of large farms may also show a trend in land consolidation as
mentioned above. A confounding revelation is the rise in the number and size of
farms under full ownership and share tenancy at the same time. One is further
confounded by the decline in the number and area under fixed rent (Table 17).
Table 18.
Year
1980
No
%
4,706
1991
No
%
6.732
Less
.5
275
5.84
1,134
16.84
.5-.99
1,077
22.88
11.99
1,546
32.85
22.99
797
16.93
34.99
702
14.92
56.99
194
4.12
79.99
22
.46
1024.99
88
1.87
25+
5
.01
1,293
19.21
2,120
31.49
908
13.49
890
13.22
247
3.67
71
.10
60
.89
9
.01
All
Heir
OLT
Others
939
2,174
843
1,350
221
405
34
410
51
76
Share
tenant
1,534
2,154
1,561
3,059
Fixed
rent
94
183
40
56
Free
rent
163
221
395
328
37
% to total Mun.
Land Area
20.86%
3.87%
16.99%
1.67%
0.001
4.68%
6.62%
1.68%
4.94%
0.80%
8.54%
43.27%
Source: MAO
were only planted during the wet season, which began in June. Most of the rice
areas in Ubay were rainfed and were only planted once a year.
The major source of rice production technology was the Department of
Agriculture through its various package programs usually involving new seeds,
fertilizers, chemicals, and incentives for farmers. Many farmers, however, had
only experienced direct contact with extension workers lately owing to the fact
that most government rice production programs were targeted only for irrigated
areas. At present, most farmers had already been exposed to the new
technologies in rice production but the level of adoption of these technologies
was difficult to assess. If indications are correct, the latest season (DS2005)
involving the planting of hybrid rice, only 16 farmers participated. This is not to
say that most farmers did not adopt high-yielding varieties (HYVs) and other
technologies. This can only mean that farmers did not adhere completely to the
set of recommendations for various reasons, most important of which, was cost.
In fact, local extension agents believed that farmers only adopted government
production programs because of the incentives provided. Otherwise, they
partially adopted technology packages based on their capacity to pay for these
technologies, their level of understanding of the technologies and their potential
effects on yield. So that today, the sources of technology were many and most of
these technologies were no longer new to most farmers. If one makes a cursory
examination of the varieties planted by farmers, he would discover many,
indicating that the farmers had obtained this technology from many sources also.
For seeds, farmers bought from an organized group of seed growers provincewide, the Bohol Farmers Marketing Cooperative (BOFAMCO) several members
of whom were from Ubay. Not many farmers in the locality, however, relied on
the BOFAMCO and the seed growers themselves were experiencing problems of
payment from the government. Either farmers sourced their seeds from their
neighbors or they got their seeds from their previous crop. Except for hybrid rice,
which cannot be sourced from the previous crop, a farmer availed of seeds from
many sources. As far as fertilizer and chemical technologies were concerned, the
farmers learned from the extension staff and also asked the merchants who sold
39
these inputs. Much to the disappointment of the extension staff, farmers who had
been trained on Integrated Pest Management (IPM) still used chemicals
extensively.
A summary of the flow of technology for rice is shown in Figure 8. This
figure shows that rice technology mainly flowed from government sources,
specifically the Dept. of Agriculture. The DA through its arm in Bohol, the
Agricultural Promotion Center (APC) based in Tagbilaran City usually promoted
new varieties along with their technology packages. Each new variety introduced
was coursed through the Provincial Agriculture Office (OPA) and to the municipal
offices. The DA had a local arm in Ubay, the Bohol Experiment Station (BES)
that produced certified seeds for local consumption. Seed growers also provided
technical information to buyers. Input dealers did the same. The Municipal
Agriculture Office was the main contact of the farmers for technology. Farmers
generally sought information from other farmers. In the case of alternative
technologies such as low-input and organic agriculture technology, a Nongovernment organization, the Southeast Asian Regional Initiatives on Community
Empowerment (SEARICE) was recent source in cooperation with the Provincial
Agriculture Office and the Central Visayas State College of Agriculture, Forestry
and Technology (CVSCAFT).
Under the BIAPP, rice production technology was provided mainly by the
BIAPP staff who were DA staff. In addition, Japanese scientists provided
backstopping to the DA staff. Local staff were detailed to the program but only
two were closely involved. The program lasted until 2001. Under the program,
rice technology was combined with a search for a number of rice-based cropping
systems in recognition of the limitations of the irrigation system and the
peculiarities of the soils in the area. While there were promising leads such as
the introduction of watermelons and vegetables, these were not sustained after
the program expired. The present program of the local staff included non-rice
crops but these were targeted for traditionally non-rice growing areas.
40
OPA
Farmers
OMA
Farmers
Input dealers,
Seed
growers,
Farmers
NGO
DA
(RFU/APC,
BES)
10
The company is into production of feeds, contract growing of corn for its feedmill, poultry,
piggery, fishpond, copra trading, supermarkets and department stores. It owns several
supermarkets in Tagbilaran city and in other towns. It also supplies the many retail stores
throughout the province.
41
Middlemen
(Ubay)
Wholesaler/
Retailer
Farmers
Consumers
NFA
(Ubay)
Retailers
For comparison, the average for Bohol province in 1994 was 4.5 mt/ha in irrigated areas.
Including rainfed areas, the average was 3.94 mt/ha. Ubay had an average of 3.45. See 1990-94
Technical Reports.
42
1996, production costs ranged from P13,139.04 pesos for owner operators to
P19,443.04 pesos for tenants per hectare. The difference was accounted for by
the landowners share incurred by tenants. It is clear then, that tenure was a very
significant factor to profitability as land rent expense accounted for roughly one
third of the total farm expenses. In the 2000 Income and Expenditure Survey,
(23 families) it was found that the mean on-farm income was P29,942 and mean
farm expense was P21,931.5. The mean net farm income was P8,010.50 or
36.52 percent of their investments. This might be considered impressive but if the
average income per month from farming was computed, it was only a measly
P2,002.62 a month for a family of seven. 13 This income definitely could not
provide even the minimum basic food, clothing, shelter, education and health
needs of an even smaller family.
Factors Perceived to Affect Yields and Profits. The major factor to
yield increase was irrigation. It was claimed that before irrigation was made
available, the farmers could still plant twice a year but the water was not
predictable they could not plan their tasks well. With irrigation, they could plant
on schedule thus, not wasting their seedlings and could apply inputs correctly at
the right time.
Farmers also revealed that high yielding varieties were one of the most
important factors in yield increase. They could cite specific varieties that
performed well. For example, all informants cited Ala or RC 18 as one with the
best record in terms of yield and eating quality. The farmers were planting other
varieties including the hybrids and other NSIC varieties
Another factor cited were other technologies including fertilizers. However,
unlike seeds of new varieties which had become easier to access because of the
subsidies, fertilizers were not easily accessed because of their high cost.
Farmers claimed that with little or no capital, they could not meet the
recommended rates and at times could not secure fertilizers on time.
12
Benchmark Survey Report. p. 26. This may be further examined because these are really very
high numbers.
43
Another major factor was control of pests and diseases. The damage
caused by rats, stem borers and diseases was considerable ranging from 30 to
100 percent. Asked as to why they were not able to stop the damage on time,
farmers had a variety of explanations such as the occurrence has been
widespread it was difficult to control, the method of control was ineffective, they
did not know what to do, etc. In some cases, the extension staff were not aware
of the susceptibility of new varieties to certain diseases that they failed to warn
the farmers. In one case, a farmer had two successive crop failures using NSIC
211 because of disease. Another farmer claimed that he had yet to taste success
with the hybrid seeds also because of disease.
As to profitability, farmers readily cited the price of rice and inputs as
major factors. They claimed that prices of fertilizers and chemicals and rates of
labor kept rising but the price of rice remained low. Even the NFA price of P11
per kilo could not be taken advantage of by the farmers because of other
problems related to the NFA buying system that prevented the farmers from
selling to the NFA. Most farmers who sold part of their crop brought them to local
buyers other than the NFA. And if the buyer advanced money to the seller,
additional price discounts further lowered the net proceeds.
44
trees planted rather than area planted. Per record of the MAO, there were
reportedly 18,200 bearing and 7,000 non-bearing trees. As of year 2002, the
total land area planted to mango was 504 hectares with an estimated average
yield per tree of .50 - 1.2 metric tons 15 . Based on the survey taken by the Bureau
of Agricultural Statistics in 2002, the biggest mango-growing municipality in Bohol
was Ubay and the biggest barangay growing mango in Ubay was San Pascual 16
(See Figures 10 & 11). The total estimated production of mango in Ubay for
2000 was 1,260 mt with an estimated value of P25,200,000.00 pesos.
Production System. Mango seemed unique in its production system
because many planters relied on contractors for production. Contractors, in turn,
if they were not financially independent relied on financiers who were either bulk
buyers or plain financiers to defray the costs for labor and chemicals. These
financiers got a certain percentage of the gross. Some contractors were also
buyers. In the end, the planters were reduced to receiving only a smaller
percentage, usually 25-33 percent of the net income leaving most of the income
to the contractors and financiers.
Production was generally expensive and it involved several groups of
workers. A contractor would have a few or many people working with him
depending on the size of his operation. Most of the work of his group involved
spraying. From flower inducement to pest control and fertilizer application, a
season could necessitate from eight to twelve sprayings. In addition, the bagging
and harvesting would be done by a separate set of workers. As the fruits were
approaching harvest, a planter or contractor may hire guards to protect the trees
from thieves. As the fruits were harvested, laborers would also be hired to
could not see any advantage from joining. Therefore, the total reported was less than the actual
number of growers.
15
The records for mango could not be reconciled depending on the source. Given the problems of
the industry, it is probably the lower estimate that is more accurate.
16
Records from the local agriculture office showed that the biggest number of trees were planted
in Barangay Gabi.
45
46
remove the baggings and haul the fruits, and finally, the escojedor or sorter was
hired to segregate the fruits based on the accepted classification standards. The
arrangements took many configurations and sharing percentages had evolved as
the costs had escalated. If the owner acted as guard of his own trees, he was
paid separately for the job.
The Division of Labor in the Mango Industry. A local informant
described the mango industry not as a complicated but a convoluted system.
He said there were just too many players who were not supposed to be there. A
brief characterization of each player would be in order:
Planter one who owned the tree or plantation. He/she got one third of
the net income.
Contractor one who contracted the production of fruits. He/she took
charge of the operations from flower inducement, fertilizer application, pest
control to harvesting. He/she got one third of the net income.
Financier one who provided the financial requirement of the planter or
contractor. He/she got one third of the net income.
Hired workers those either working for the contractor on a daily wage or
contract basis. They include sprayers, baggers, guards, harvesters, haulers, etc.
The rates varied according to task. For example, sprayers were paid P150.00
pesos per day, baggers were paid P150.00 pesos per 1,000 fruits bagged,
harvesters were paid P200.00 pesos per day. Guards used to get 10 percent of
the net but were now hired on a daily basis.
Buyer one who bought the produce either as wholesaler, exporter or
middleman.
Canvasser one who worked for the planter or contractor to canvass for
potential buyers.
Escojedor or sorter one who works for either the planter, contractor or
buyer to classify fresh fruits according to an accepted classification system.
47
48
have any expertise on mango, they were not tapped as a source of technology
although they provided seedlings on loan to planters under the Plant-Now-PayLater (PNPL) scheme. The many industry players, planters, contractors,
financiers, shared information as shown in the diagram below:
Govt.
Source
Planter
(contractor,
financier)
Planter
Contractor
Private
Salesmen
(buyer,
financier)
Financier
(planter
buyer,
contractor)
49
Table 21. Production costs as reported by some Ubay mango planters, 2003.
Plan
ter
Prod.
fruits/
tree
No of
trees
500
DB
50
GE
406
JS
104
EL
750
LP
1,800
LA
227
DP
115
TS
Source: CENVIARC
5000
1000
5000
5000
2500
1500
4000
1800
Input
253,000.00
51,169.50
732,147.92
158,336.00
1,286,100.00
9,385,012.00
567,387.57
75,844..80
%
79.43
96.50
87.21
78.96
98.00
84.31
99.56
61.41
Cost
Labor
65,500.00
1,855.00
107,397
42,186.20
26,250.00
1,746,560.00
2,528.78
47,660.00
%
20.57
3.50
12.79
21.04
2.00
15.69
0.44
38.59
Total
318,500.00
53,024.50
839544.92
200522.20
1,312,350.00
11,131,572.00
569,916.35
123,504.80
No of
trees
500
50
406
104
750
1,800
227
115
Prod.
Fruits/
tree
5000
1000
5000
5000
2500
1500
4000
1800
Total
318,500.00
53,024.50
839544.92
200522.20
1,312,350.00
11,131,572.00
569,916.35
123,504.80
Cost
Cost/tree
637.00
1,060.49
2,067.84
1,928.09
1,749.80
6,184.21
2,510.64
1,073.95
Cost/fruit
0.1274
1.06049
0.413569
0.38562
0.69992
4.122804
0.627661
0.596642
The three major categories of fruits in the market were Export, Good, LO
and rejects. The export quality were those that had the correct size, maturity and
appearance. Good were those that were not accepted for export because of the
relatively smaller size while the LO were those below Good which were still sold
as fresh or for processing. The rejects were those not suitable for the market
because they were either damaged or infested with pest or disease or whose
appearance was not suitable for sale. The classification, however, was another
source of mistrust among industry players because it was very arbitrary. The
escojedor made the decision where a fruit belonged. Planters, contractors and
buyers had their own escojedors and it was expected that the escojedor
protected the interest of his employers.
Planter
Retailer
Canvasser
Buyer
Contractor
Exporter
C
O
N
S
U
M
E
R
S
Processor
51
No of
trees
No data
DB
GE
BS
JS
EL
LP
500
500
50
6
406
104
LA
750
LS
DP
TS
1,800
350
227
VA
115
Constraints (Ranked)
3
4
Bao bao
Worm
1
Dry weather
High cost of
Pesticide
Piti piti
Piti piti
Heavy rain
Dry weather
Fruit drops
2
Piti piti
Bad
weather
Twig borer
Bao bao
Piti piti
Wind
Hopper
Drought
High cost of
Pesticide
Piti piti
Piti piti
Rain
Pest
Rain
High cost of
pesticides
Pest
Bao bao
Bao bao
Fruit fly
Worm
Piti piti
Lapinig
Bao bao
Price
Fungus
Fertility
Fertility
Drought
Drought
Wind
Buti/Lapinig
Bad
weather
Source: CENVIARC
52
Other Subsectors
Coconut. Coconut was the second major agricultural crop of Ubay. A
total of 1,480 hectares or 11.42 percent of the total agricultural land were planted
to coconuts. Coconut products in Ubay were usually sold in the form of copra,
which provided cash income to coconut farmers. Other coconut products were in
the form of lumber and tuba (toddy) that can be easily disposed at the local
market. The municipal government of Ubay in cooperation with the provincial
government of Bohol was establishing a coconut decorticating plant in barangay
Katarungan. Budgetary limitations had delayed the completion of the plant. The
coconut subsector was estimated to contribute P14,208,000.00 pesos to the local
economy as of 2000 (Table 23).
53
54
Approximately, 26
55
No of Employees
2
3
40
0
0
2000
5,365
8,586
26,150
3,752
30,376
3,176
77,405
17
This is another example of the lack of proper data in the local extension service. The more
important information about livestock operations should have been number of heads, not area.
56
fishermen had declined probably due to decreasing catch. Various fishing gears
had been used by fishermen to catch fish. For the year 2000, estimated fish
production of 456.25 metric tons in municipal fishing grounds was reported. The
average fish catch was estimated at 2.5 kg per day for non motorized and 6 kg
per day for motorized fishermen. The average for all fishermen was 1.75 kg per
day. The predominant species of fish caught in the coastal waters of Ubay were
Anchovies, Emperor Beams, Flying Fish, Fusiliers, Banana Fish, Needle Fish,
Goatfish, Groupers, Halfbeaks, Jacks, Cavallas, Crevalles, Mojarras, Mullets,
Rabbitfish, Sardines, Scads, Slipmouths, Ponyfish, Snapper, Sea Perches,
Squirrelfish, Soldier fish, Surgeonfish, Unicorn fish, Threadfin breams, Tuna
Mackerels and Wrasses. Aquaculture included brackish water fishponds, fish
cages, and fish pens utilizing an estimated area of 1,618 hectares. A total of
1,405 ha. were devoted to milkfish (bangus) production by 82 fishpond operators.
Production from aquaculture in year 2000 was estimated at 1,294 metric tons.
In 2000, the total estimated value of fisheries products was more or less P70
million pesos (Table 26).
Table 26. Type, area, location, production and value of fishery products, 2000.
Source
Location
Area
Total Annual
Value (P)
(ha)
Catch (kg.)
Municipal
20 Coastal
Fishing
& Island Bgy.
20,297
456,250
18,250,000
Fishpond
19 Coastal Bgy.
1,618
1,294,160
51,766,400
Fish Cages Juagdan
1,750,410
70,016,400
TOTAL
Source: MAO
The fishery subsector was suffering in terms of declining catch, hence, low
incomes for fisherfolks because it was beset with problems as articulated in a
participatory workshop as follows: illegal fishing, illegal extraction of sand,
pollution and improper waste disposal, extraction of corals, illegal cutting of
57
Extracted from CRM Planning Workshop Planning Documents, 2004. Source: MAO, Ubay.
58
Name of Organization
Achila Fishermens Association
Biabas Fishermens Association
Cagting Fishermens Association
Camambugan Fishermens Association
Cuya Fishermens Association
Fatima Fishermens Association
Guintaboan Fishermens Association
Humay-humay Fishermens Association
Juagdan Fishermens Association
Katarungan Fishermens Assoc.
Pangpang Fishermens Assoc.
San Isidro Fishermens Assoc.
Sentinela Fishermens Assoc.
Sinandigan Fishermens Assoc.
Tapal Fishermens Association
Tapon Fishermens Association
Tintinan Fishermens Association
Tipolo Fishermens Association
Union Fishermens Association
Poblacion Fishermens Assoc.
No. of Members
42
30
29
24
40
142
59
70
47
22
71
45
28
61
25
41
35
31
38
39
59
however, the many problems faced by the NIA in the maintenance of the physical
facilities and the weakness of the irrigators associations will undermine the
efficiency and viability of the systems in the long run.
Table 28. Barangays in Ubay covered by the Bayongan Dam Project.
Barangay
Area to be
Barangay
Area to be
Irrigated
Irrigated
Bay-ang
102
Hambabauran
208
Bood
89
Humayhumay
35
Bulilis
490
Lomangog
187
Calanggaman
324
Pag-asa
169
California
276
Poblacion
60
Camalian
229
San Pascual
69
Camambugan
80
Tubog
180
Casate
284
Tuburan
213
Gabi
358
Sub total
3,353
Source: NIA
60
the dry season. This inadequacy was compounded by the soil structure in some
areas where sand was a substantial soil component such as those near the
coastal areas.
Most Ubay mango planters were dependent on contractors and private
companies for technology. Therefore, these technologies had been limited to a
few individuals and if the individual planters did not have access to these, the
mango industry as a whole will suffer since productivity of the industry will
depend only on a few who had monopolized knowledge. In addition,
technological solutions to problems such as pests must be done at the precise
moment or else the whole crop may fail. Even the most confident contractor
could not guarantee success because according to him, everything depends on
factors beyond his control such as the occurrence of a sudden rain or extended
drought. Such seemingly minor technical details as in the removal of ants from
the skin of the fruit or a days delay in the application of pesticide could do minor
or extensive damage to the product. A contractor expressed pity on those
planters who he said knew nothing about mangoes except only count or eat the
fruits.
Land Tenure. Removing land rents from the expenses of the farmers,
incomes could significantly increase. Tenure will also affect farmers attitude
towards permanent farm investments. There is still much scope for agriran
reform in Ubay. The municipality had approximately 4,292 hectares of land
available for reform. These represented 33% of the total agricultural land. These
lands were primarily planted with rice, corn, coconut, banana, fruit trees, root
crops, legumes and vegetables. These areas were found in 34 barangays with
total beneficiaries of 2,317 (Table 29 and App. Tables 10 &11). There were
Agrarian Reform Communities (ARCs) in the municipality including the
barangays of San Francisco and Bulilis (from 1998 to 2004, Phase IV); and
Benliw, Cagting, Imelda and Sinandigan starting in August 2004.
61
Scope
Deduct
-ible
OLT
117.918 0.7898
VOS
43.4678
CA
85.00
VOS
13.6873
CA
115.223 35.771
VOS
15.2582
CA
207.846 59.066
BLT/
DPS
PAL<5 207.846
VOS
22.7692
GFI
110.606 86.335
TOTAL 939.622 181.98
Source: MARO, Ubay
Workin
g Scope
117.13
43.468
85.00
13.687
79.451
15.256
148.77
22.789
24.251
549.8
ACCOMPLISHMENT
Dec. 31,
01
84.4535
38.1861
April
2002
3.0817
Year to
Date
13.6873
15.256
19.9792
16.566
14.0967
202.225
2.173
3.0817
2.173
BALANC
E
Net
87.54
38.19
0
13.6873
0
15.26
22.15
16.57
0.5934
5.2617
85.00
126.63
6.2232
0
0
14.1
207.5
10.154
313.31
62
contracts. Since many of these contractors had contacts with buyers, financiers
and retailers, the problem of disposing of their products had been relatively
easier. Their problem with export buyers was that prices for seemingly right-sized
fruits had been allegedly manipulated to appear as if they were lower class
quality, thus, lowering the price further. They alleged that even substandard sized
fruits could be sold to processors. Their most sought after target was production
during the second semester. They felt that if they could only harvest from
September to December, they cold make a large profit because the price of
mangoes at this time increased to 100 percent or more than prices during the
peak season in the summer months. However, their problem was rain as the
rainy season began in June and continued until December. With constant rain,
they were afraid all their labor and inputs would go to waste. Even during the dry
season, crops could fail. One minor financier reported she lost nearly
P100,000.00 pesos in one season and did not attempt to venture into financing
again.
Government Support. Informants reported that there was very little that
the government had done for the industry, at least in Ubay. Except for the
occasional meeting among planters, no other forms of assistance had been
rendered by the government to them. The local extension service had no
expertise in mango production and even requested planters and contractors
occasionally to share their technologies to others during meetings. One informant
confided that if there was any tangible intervention that the government might do
for the mango industry, it was technology in the control of a certain disease
locally called butig butig (black spots) on fruits. Another suggested that the
government should assist them in the prices of produce but admitted that nothing
could be done by the government on this aspect because it is governed by
market forces.
19
63
Rice
Rice (Irrigated)
Non-Irrigated
Corn
Vegetables
Rootcrops
Industrial
Crops
Mango
1,430
Coconut
1,776
Legumes
720
Other Crops
7,472
Source: MAO, Ubay
2001
35,767
9,558.40
26,208.00
1,751.00
80.34
11,560.72
3,302.18
1,472.90
1,829.28
741.60
7,696.16
1,517.09
1,884.16
763.85
7,927.04
1,562.60
1,940.68
786.76
8,164.86
2005
40,256
10,758.06
29,497.73
1,970.77
90.42
13,011.69
3,716.63
1,609.48
1,998.90
810.37
8,409.80
1,657.76
2,058.87
834.68
8,662.10
2011
49,510
2012
50,995
2006
42,707
2007
43,989
11413.23
11775.6
3
12108.3
0
12471.54
12845.69
13231.06
13627.99
NonIrrigated
31294.14
33199.9
5
2218.11
34195.95
35221.83
36278.49
37366.84
2090.79
32232.9
6
2153.51
2284.66
2353.20
2423.79
2496.51
95.93
98.81
101.77
104.83
107.97
111.21
114.55
13804.10
14218.2
3
14644.7
7
15084.12
15536.64
16002.74
16482.82
3942.98
1758.72
2184.26
885.51
4061.26
1811.48
2249.78
912.07
4183.10
1865.83
2317.28
939.44
4308.60
1921.80
2386.80
967.62
4437.85
1979.45
2458.40
996.65
4570.99
2038.84
2532.15
1026.55
4708.12
2100.00
2608.12
1057.34
9189.62
9465.31
9749.27
10041.74
10343.00
10653.29
10972.88
Corn
Vegetabl
es
Rootcro
ps
Industria
l Crops
Mango
Coconut
Legume
s
Other
Crops
64
percent, livestock, and poultry by 5 percent since it was perceived to be the most
dynamic due to technological advances. The fishery sector was projected to
increase by 1.3 percent due to rehabilitation measures to be initiated and
established addressing the problems cited above (Table 30). It appears, though,
that the projection for rice did not take into account the tremendous increase in
the irrigated area after the Bayongan dam will have been operational.
Demand-Supply Balance. In the year 2000, rice and corn production was
deemed sufficient with a sufficiency level of 491 percent while fish, meat and
poultry had a sufficiency level of 181 percent. Starchy roots and tubers had a
sufficiency level of 313 percent. Vegetables and fruits were insufficient supplying
only 34 and 85 percent respectively of the total requirement of the municipality
(Table 31).
Table 31. Existing resource supply and demand in the municipality, 2000.
Standard
Food Item
Year 2000
Remarks
Rice/Corn
Production
Fish, Meat and
Poultry
Starchy roots and
tubers
Vegetables
Fruits
Source: MAO, Ubay
Per
Capita
Require
ment
124
Existing
Supply
(kg)
Existing
Demand
(kg)
Balance
36,425,000
7,418,548
29,006,452
surplus
54
5,862,532
3,230,658
2,631,874
surplus
60
11,224,000
3,589,620
7,634,380
surplus
39
28
798,300
1,430,000
2,333,253
1,675,156
(1,534,953)
(245,156)
deficit
deficit
65
Table 32. Projected resource supply and demand in the municipality, 2007-12.
FOOD SPCR
YEAR
ITEM
2007
2012
Projected
Supply
(kg.)
ProjectedDemand
(kg.)
124
44,798,156
9,341,664
Rice/
Corn
54
7,702,214
4,068,144
Fish,
Meat,
Poultry
60
13,804,104
4,520,160
Starchy
roots &
tubers
39
981,808
2,938,104
Vegetab
les
28
1,758,720
2,109,408
Fruits
SPCR - Standard Per Capita Requirement
Source: MAO, Ubay
(Deficit)/
Surplus
Projected
Supply
(kg.)
Projected
Demand(kg.)
(Deficit)/
Surplus
35,456492
51,933,340
11,013,556
3,634,070
9,428,650
4,796,226
40,919,78
4
4,632,424
9,283,944
16,002,740
5,329,140
10,673,60
0
(1,956,296)
1,138,185
3,463,941
(350,688)
2,038,838
2,486,932
(2,325,756
)
(448,094)
66
67
68
CHAPTER 4
SUPPORT SERVICES
1.
Central
Visayas
Integrated
Agricultural
Research
Center
Technology development;
10 hectares
40 hectares
Plantation crops
45 hectares
5 hectares
69
c.
Ubay Brackish Water Fish Farm (UBFF). This facility was located
at the town proper of Ubay. It had a total land area of 18 hectares with 8
hectares devoted to demonstration fishponds for bangus, blue crabs, grouper,
prawn, siganid and sea catfish. Ten hectares were intended for aqua-silvipasture
research and production.
d.
Ubay Stock Farm. The Ubay Stock Farm had a mandate to conduct
animals and forage and pasture species in support to the livestock industry. It
had a total land area of 3,600 hectares, the largest in the country.
2. National Irrigation Administration (NIA). The NIA maintained the
Capayas Irrigation System or the Bohol Irrigation Project I (BHIP 1) serving a
total area of 1,160 in the five Barangays of Casate, Calanggaman, Bay-ang,
Tuburan and Bood.
The Bayongan Irrigation System or BHIP 2 was added and funded by the
Japan Bank for International Cooperation (JBIC) having an approved loan of
P4.6 billion pesos. It was expected to supply irrigation water to an area of
approximately 4,140 hectares in 17 barangays of Ubay, and the towns of San
Miguel and Trinidad benefiting some 10,000 farmers.
70
Seed Production.
certified rice seeds for distribution within and outside Ubay. Fifty hectares were
devoted to seed production by the two stations. The PCA nursery also produced
coconut seedlings. There were also a total of seven 7 private seed growers in
Ubay.
71
Information
Center
providing
information in print, video and
electronic communication;
Technology and Market Center,
showcasing techno demonstration
projects, business modules, farmers
trading and market matching; and
Agri-Educational and Tourism Center
Facilities
Total Land Area:
100 has.
Mini-Library
Audio/video equipment
Computer with internet access
Farmers techno demo projects
Nurseries
Farmers trading center
Salakot w/ dairy bar and souvenir shop
Rodeo arena
Horse race track
Horses for rent
Mini-forest and zoo
Fishing area
Restrooms
72
Agency Responsible
Ubay Stock Farm (USF)
Philippine Coconut Authority (PCA)
Philippine Carabao Center (PCC)
Fiber Industry Development Authority (FIDA)
USF
Dept. of Environment and natural Resources (DENR)
Provincial Agriculture Office (PAO)
Soil and Water Research and Dev. Station (SWRDS)
Office of the Provincial Veterinarian (OPV)
Municipal Agriculture and Food Council (MAFC)
Bohol Experiment Station (BES)
USF
National Irrigation Administration (NIA)
USF
Ubay Brackish Water Fish Farm (UBFF)
Agricultural Training Institute (ATI)
Agricultural Promotion Center (APC)
73
74
collection;
implementation of IA policies. 20
A summary of agencies public and private and their services in Ubay is
listed below (Table 34).
Table 34. Agricultural facilities and other related services in Ubay.
Agency/Facility
Philippine Carabao Center
(PCC), Lomangog
Ubay Stock Farm, Lomangog
Bohol Experimental Station
(BES), Gabi, Ubay
National Food Authority
NIA (Capayas Irrigation System)
Ubay Brackish Water Fish Farm
Soil and Water Research and
Demostration Station
Philippine Coconut Authority
Office of the Provincial
Agriculturist
DA-RFU
DA Agricultural Promotion
Center (APC)
DA-Agricultural Training Institute
(ATI)
DENR
Central Visayas State College of
Agriculture, Forestry and
technology (CVSCAFT)
SEARice,
First Consolidated Bank, Ubay
Fishery Improved for
Sustainable Harvest (FISH)
Project Seahorse
Heifer International
Counterpart International
Atlas Fertilizer Corporation
Alturas
Philstarch Corporation
Services Provided
Technical advisory services, Breeding services,
Gene pooling, upgrading of native breed
Technical advisory services, Livestock Dispersal
Program
Research, production and distribution of quality
seeds, ornamental plants, fruit trees, crops
Grains buying and storage
Irrigation services
Research and development in mari/aquaculture
Research and development; seed production
Production and processing technologies,
Seed nut production
Funding, technical assistance and coordination on
various programs; Low-input rice production
technology
Funding, technical assistance and coordination on
national banner programs
Technical assistance and coordination on national
banner programs
Trainings
Forest tree nursery at AgriPark
Low-input rice production technology, sustainable
Agriculture Technology
Low-input rice production technology
Credit services
Coastal resource management program
Coastal resource management program
Livestock dispersal
Financial assistance
Fertilizer technodemo
Corn production financing and marketing
Cassava production technology; contract growing
20
The problems in the CIP had not changed over the years. These problems were noted early
but nothing seems to have worked to solve these. See various reports of BIAPP.
75
CHAPTER 5
THE MUNICIPAL EXTENSION SERVICES AND
KNOWLEDGE MANAGEMENT
The Role of Municipalities under the Local Government Code (RA 7160)
It will be useful to look at the legal context under which local agriculture
offices operate. Under the Local Government Code (LGC) of 1991 or RA 7160,
agriculture services was devolved to the provincial, city and municipal
governments. Municipalities, according to the LGC, are to provide Agriculture
and fishery extension and on-site research through: 21
a. Dispersal of livestock and poultry, fingerlings, and other seeding
materials for agriculture;
b. Establishment and maintenance of seed farms for rice, corn, and
vegetables, medicinal plant gardens, seedling nurseries for fruit trees,
coconuts and other trees or crops, and demonstration farms;
c. Enforcement of standards of quality control of copra and improvement
and development of local distribution channels, preferable though
cooperatives;
d. Maintenance and operation of interbarangay irrigation systems;
e. Implementation of soil and water resource utilization and conservation
projects; and
f. Enforcement of fishery laws in municipal waters, including conservation
of mangroves.
It must be noted that in the above functions, there was a mixture of
extension, support services and regulation. Furthermore, certain functions were
better left to the private sector such as the establishment and maintenance of
seed farms, nurseries, etc. or better capable agencies such as those of
regulating the quality of copra. Besides the coconut industry was served by a
national agencythe Philippine Coconut Authority (PCA) and LGUs did not
normally include coconuts under their extension service.
21
76
77
The Role of LGUs under the Agriculture and Fisheries Modernization Act
In 1997, a new lawThe Agriculture and Fisheries Modernization Act or
AFMA (RA 8435) reiterated the role of LGUs: LGUs shall be responsible for
delivering direct agriculture and fisheries extension services. 22 The law further
specified the activities that would rightfully fall under extension such as training
services, farm or business advisory services, demonstration services, information
and communication support through trimedia. 23 Under this law, it would have
been easier for LGUs to perform their functions because the functions were very
specific. Nevertheless, LGUs were generally unable to shift because national
programs continued to be implemented under pre-AFMA schemes and very little
local programs were funded by the LGUs themselves. Seemingly, it was better
for LGUs to adopt a much broader approach to extension services by putting
anything they did in agriculture as agricultural extension service.
The Municipal Agriculture Office Personnel
As of May 2004, Ubay
Vision of OMA:
The emergence of Ubay as an agri-aqua
production center for Bohol with self-sustaining,
modernized, well-organized and empowered
farmers and fisherfolk performing sound and
profitable agribusiness enterprises
Mission:
1. To
provide
quality
services
and
technologies that will support the efforts of
farming and fishing communities to attain
sustainable productivity and increase their
real income;.
2. To increase farm productivity and produce
quality products by practicing the modern
agriculture and fishery technologies without
sacrificing our environment;
3. To capacitate farmer and fisherfolk
organizations by providing trainings and
coordinate with concerned agencies in
project implementation.
22
23
78
and
required)
Office
had
one
Officer (MAO) and six Agricultural Technologists (ATs). 24 The regular positions of
MAO and AT were filled from those devolved and the replacements of those who
retired. There were nine other staff who were hired as casuals or temporary
mostly to augment the technical services and partly to provide clerical and
general support services. Of the nine, five were hired as agricultural
technologists, three as laborers and one as clerk. One of the regular ATs was
reassigned to the CEPU. The hiring of temporary technical staff (AT) showed that
the present regular technical staff strength was inadequate because of the size of
the municipality. Among the crops section staff, the average number of
barangays covered by one AT was 11 and the livestock AT covered all of the 44
barangays. The Fishery Aide who was a provincial employee covered all the 19
coastal barangays. Based on the estimated number of farmers in Ubay, each
crop AT served more or less 1,200 farmers. The MAO did not give any barangay
assignments to the casual ATs because they were paid on a daily basis and did
not receive any allowances. However, they were mobilized for barangay work
whenever they were needed. This number also showed that the local
government was very interested in improving the service delivery in agriculture.
The MAO had already 25 years experience rising from the position of AT
after the former MAO retired receiving a current salary of PhP15,129.00. Two
ATs were already 27 years in service and receiving a current salary of
PhP10,048.00 and the other two ATs were receiving a monthly salary of
PhP8,444.00 each. Casual staff received a daily wage of P125.00 pesos with no
other compensation. The staff were divided almost nearly equally between male
and female.
In terms of educational attainment, the MAO had 24 units in her Master in
Science degree and has AEO eligibility. One Agricultural Technician (AT) had a
Bachelor of Science degree and had AO eligibility, another AT had career service
eligibility, while the two other ATs finished BS courses. All of the professional
technical staff completed four-year agriculture or related courses. Most were
24
The most recent recruit, a veterinarian fresh from the university and just got his license recently
died vacating another position in the organization and paralyzing its livestock extension services.
79
The fishery component and staff had been lately separated from the agriculture office to merge
with the local environment and natural resources office. Hence, all programs in this area had
been effectively removed from the MAO.
80
technologist was assigned to high value crops. In addition, all of the field
extension staff were assigned to oversee the overall agriculture situation in
specific barangays where they were assigned except for the livestock and HVCC
personnel who covered the whole municipality. Therefore, a particular staff may
be assigned to grains but concentrated only in a specified barangay or cluster of
barangays.
Municipal
Agriculture
Officer
Agricultural
Technologist
(Grains) (4)
Agricultural
Technologist
(HVCC) (1)
Agricultural
Technologist
(Livestock) (1)
Adm. staff
(Laborer, utility
aide, Casual
ATs) (9)
Fig. 14. Structure of the Municipal Agriculture Service.
Staff Morale
The local extension service suffered formerly from a lack of leadership and
support from the former local government leaders. With the new MAO, the staff
had regained some dynamism and the local Chief Executive had shown support
for agriculture both, morally and financially. One recent recruit had been made
regular and job-order laborers who were assigned to the office occasionally.
Hiring the latter was a waste of money because these workers had no substantial
tasks and did not contribute significantly to efficiency. In fact, the MAO did not
exactly know which workers were assigned to her office except for some who
were doing tasks directly under her supervision. In general, the staff had high
81
morale owing to the relatively better pay and logistical support, dynamic and
humanistic leadership of the MAO plus the support of the local chief executive.
Morale was somehow very much influenced by the logistical support
provided to the OMA by the local government. The staff enjoyed better salaries
compared to similar positions in other municipalities because Ubay had a higher
income class. They were also given other mandated allowances and enjoyed a
reasonable gasoline allowance. The MAO retained her Representation and
Travel Allowance (RATA) despite the fact that in many municipalities,
replacement MAOs were no longer given such.
Program Planning
The problem of the local extension service seemed to be that there was
very little analysis done by the staff to see where they could be most effective
considering their logistical limitations and the potentials of the locality. For
example, there being a substantial and growing mango industry in the
municipality, the LGU could have taken the leadership to provide support to local
growers in terms of a tangible program to support the industry. As of now, the
industry was left to itself. There was also no effort to gain expertise on the part of
the staff on mango production so that they could truly provide leadership in this
subsector.
Another problem was pinpointing what service should be provided by the
LGU and which should be left to other providers. Should the LGU propagate and
sell seedlings? Should it maintain a breeding service? An incubator service?
Alternatively, was it better off continuing with its present framework of providing
whatever services were needed by the clientele?
The only semblance of a plan was the yearly target set by the staff as to
how many hectares shall be covered by the national banner programs and what
other activities shall be implemented on minor commodities for the year. So the
plan was a simple yet long list of activities under each commodity (refer to App.
Table 12). Some of the staff were involved in a participatory planning for the
82
fishery subsector, but they never carried the process through to the total
agricultural development plan for the municipality.
National vs Local
One source of bewilderment from observers was how the local agriculture staff and the
national agriculture agency differed in their perceptions of programs. While the national
agency looked at programs in terms of targets based on their own ideas that were relatively
high, the local staff usually set more realistic targets, which were relatively lower. This
difference of perceptions occurred every time the national staff called for conferences.
Eventually the local staff allowed the regional personnel to use their figures regardless of
whether these were achievable or not. For example, the national agency staff, assuming that
Ubay has a large rice area would set targets for planting hybrid rice at 500 hectares. The
local staff, knowing that this was not achievable would indicate a much, lower areas at 60
hectares. The national staff would even go to the extent of threatening the local staffof
sanctions like reporting to them to the local chief executive for lack of cooperation. In the end,
the actual number of planters and area would even be much lower than 60.
83
stocking small farm reservoirs, dams and other inland water bodies with tilapia
fingerlings.
84
income for the members whenever applicable. The organizations also served as
conduits of assistance to individual members. Unfortunately, however, most of
these organizations were weak partly from the lack of enough time and skill on
the part of the staff on organizational development. The absence of any real
economic benefits from these organizations was blamed as the major source of
their weakness. At present, the number of organizations included: 18 Farmers
Associations with 707 members, 10 Rural Improvement Clubs with 278 members
and 19 Fishermens Associations with 969 members.
Field extension
workers were required to monitor the occurrence of pests and diseases in order
that quick action could be made in case of outbreaks. They were required to
make reports to higher offices as the need arose. In addition, staff were also
required to make assessment reports on damage from El Nio whenever it
occurred.
Data, Anyone?
During the last drought, the MAO reported the damage to the provincial authorities as did
the other MAOs from other municipalities. Using her own figures as a basis, she estimated
the damage at 90 million pesos. This allegedly took the attention of the Governor in the
sense that he could not believe the figures. As a result, the provincial government
conducted an actual damage survey which85
necessitated stopping all other activities for
days. The purpose of the survey was to get the real extent of the damage but it seemed that
it was also done not to make the local officials look bad.
86
farmers had already planted other varieties. They were mostly growing the inbred
lines.
Trainings
were
conducted
occasionally
involving
local
staff
and
occasionally staff from the provincial agriculture office. The rice farmers in Ubay,
notably in the irrigated areas were beneficiaries of a special program jointly
implemented by the national government, the Japan International Cooperation
agency and the local government through the Bohol Integrated Agricultural
Promotion Program (BIAPP). So most of the technologies learned by the farmers
in the irrigated areas were those promoted under the program. Under this
program, field trials on new rice varieties and other rice-based cropping systems
were conducted and closely monitored and institutional capability building for the
irrigators associations was also implemented. Most often, new seeds were
introduced through technical briefings which were done in two hours.
The strategies employed by the staff to serve their clients include:
Coordination and Complementation among Related Agencies. Under
the purely local service which was fully implemented after the phase out of
BIAPP in 2001, the services to the rice areas were continued but at a much
reduced intensity due to lack of resources. Nevertheless, the OMA coordinated
with other agencies on particular activities and farmers were provided certain
services either as individual agencies or in cooperation with the OMA. A
summary of the coordination and complementation of services can be illustrated
by Tables 35 and 36, showing the various services along the value chain in rice
and mango.
Office Calls. Many farmers came to the office to consult with the staff on
just about every thing pertaining to agriculture. Some came to inquire about
seeds, others to consult about livestock. In general, prior appointments were
nearly impossible to make because of the lack of communication facilities
although a few clients were reported to contact the staff via cell phone. In many
cases, a caller came to the office anytime hoping to see the staff concerned. In
87
any case, there was always staff in the office who took note of the object of the
visit and referred it to the relevant staff when he/she arrived.
Farm Visits. Farm visits took up most of the time of the field extension
staff. They estimated that about 80 percent of their time was devoted to these
activities. These visits were mostly to provide technical advise, monitor crops,
pest and disease surveillance, and deal with specific farm problems brought to
their attention by the farmers. These visits, however, were not structured in such
a manner as to determine specific routes on certain days so that it would be easy
to monitor staff movement within his/her service area. In other words, the visits
were based on perceived and reported needs for services. Since all barangays
were readily accessible by all forms of transportation, field staff had no problem
reaching them except that many of these barangays could only be reached by
motorcycles private or for hire.
comparatively high because the paucity of passengers made the service very
expensive such that a 4 km trip from Mabuhay to Gabi, for example, cost thirty
pesos (P30) compared to the fare for the jeep or bus from town to Lomangog,
which cost only 6 pesos for the 8-kilometer distance. If one had a motorcycle of
his own, reaching the barangays would be no problem. For monitoring, the staff
had forms to fill out which included data on yield estimates, areas planted and
problems met. It was noted that the forms kept on changing such that the
consistency of data suffered.
Community Organizing. Field extension staff saw the indispensability of
organizations. They claimed that they could not reach all farmers and other
clientele on an individual visit. They usually used the organizations as channels
for delivering information, holding meetings and briefings and as a venue for
discussing other concerns. The organizations were mostly designed not to
accomplish certain tasks or projects but as a forum for various concerns of the
88
Table 35. Extension and support services through the value chain in rice.
Service Providers
Process
Accessing
capital/inputs
Land
preparation
Seed
procurement
Seedbed
preparation
Weed control
Fertilization
Pest &
disease
control
Water mgt.
LGU
(Mun. Agriculture
Office)
DA & Allied
Agencies
(OPA.
OPV,DARFU,
APC, BES,
SWARDS, NIA,
NFA)
Facilitative services
Supply of inputs
based on GMA
program targets:
Seeds, fertilizers)
Irrigation services
(NIA)
Supply of seeds
(BES, SWRDS)
Information services
on sources of seeds;
Facilitative services
on seed
procurement/
accessing new
varieties; technical
briefing on new
varieties
Technology
dissemination on
seedbed preparation
Technology
dissemination on
weed control
(Mechanical,
chemical)
Technology
dissemination on
fertilization
(inorganic, organic,
Balanced
Fertilization)
Technology
dissemination on
pest & disease mgt.
(inorganic, organic,
IPM)
Technology
dissemination on
water mgt. (SRI)
Technology
dissemination
(through the MAO)
Technology
dissemination
(through the MAO)
Private
Companies/Organizations
(Quedancor, First Consolidated
Bank of Bohol, Inc., private
dealers, Alturas, BOFAMCO,
Seed companies, other seed
growers, Private buyers,
haulers, warehousers, millers)
Provide capital through loans.
(Quedancor, First Consolidated
Bank of Bohol, Inc.
Custom plowing:
Carabao/tractor
Supply of seeds
(Seed growers, BOFAMCO,
Seed companies)
Technology dissemination
(Seed growers, companies)
Technology dissemination
(Private weed control chemical
dealers, mechanical weeder
manufacturers, dealers)
Technology
dissemination
(through the MAO)
Technology dissemination
(Private fertilizer dealers)
Technology
dissemination
(through the MAO)
Technology dissemination
(Private dealers: insecticide,
fungicide, molluscicide)
Technology
dissemination
(through the MAO)
NIA: Water
scheduling
Harvesting and threshing
services
(Private dealers of threshers,
contractors: Use of mechanical
threshers)
Harvesting
89
Hauling
Warehousing
Information
dissemination on
prices?
Buying
Warehousing
services: NFA
Buying services:
NFA
Milling
farmers.
Not one among the staff, however, was not trained in community
organizing.
Trainings. Trainings were conducted occasionally depending on the
availability of funds and resource persons. In other times, meetings were used to
introduce new technologies. Attendance in these trainings, however, also
depended on the schedule and interest of the farmers. It seemed that the
immediate need of the farmers at present was not new technologies on rice per
se but support services such as credit and marketing especially the former. In the
mango industry, the most common need was the technology for control of
disease especially the butig-butig (black spots on the fruits causing decay)
which, even experienced contractors had found no solution yet. In the fishery
sector, the declining catch was the most important problem and no solution had
been devised so far. Yet destructive fishing continued despite the existence of
the CLEC or Coastal Law Enforcement Council. Ubay had a long and erratic
coastline making law enforcement difficult especially with the limited manpower
and other resources.
The number of trainings declined through the years and for rice, trainings
consisted only of a more or less 2- hour technical briefings. Trainings on
livelihood projects were also done in collaboration with the Municipal Social
Welfare and Development Office (MSWDO).
Table 36. Extension and support services through the value chain in mango.
90
Process
Seedling
procurement
Planting
Farm
maintenance
Flower
inducement
Pest/disease
control
Fertilization
LGU
(Mun. Agriculture
Office)
Information
dissemination on
seedling sources,
supply of seedlings
Technology
dissemination on
site selection,
planting distance,
Technology
dissemination on
fertilization
weeding, etc.
Technology
dissemination on
flower inducement
Technology
dissemination on
pest/disease control
Technology
dissemination on
fertilizer, vitamin
application,
Service Provider
DA & Allied
Private
Agencies
companies/Organizations
(DARFU, APC,
(Financiers, contractors,
BES)
private dealers, seedling
growers/suppliers, Private
buyers, haulers, warhousers)
Information
Information dissemination on
dissemination on
seedling sources, supply of
seedling sources
seedlings
Technology
dissemination on
site selection,
planting distance,
Technology
dissemination on
fertilization
weeding, etc.
Technology
dissemination on
flower inducement
Technology
dissemination on
pest/disease
control
Technology
dissemination on
fertilizer, vitamin
application,
Bagging
Guarding
Harvesting
Treatment
Classifying
Technology
dissemination on
proper harvesting
techniques
Technology
dissemination on
post harvest
treatment of fruits
Technology
dissemination on
proper harvesting
techniques
Technology
dissemination on
post harvest
treatment of fruits;
provide water
treatment machine
Information
dissemination on
classes and prices
Technology dissemination on
fertilization weeding, etc.
Technology dissemination on
flower inducement; supply of
inputs (flower inducers)
Technology dissemination on
pest/disease control; supply
of inputs
Technology dissemination on
fertilizer, vitamin application,
Supply of newspaper, bag
preparation, bagging services
Guarding services
Technology dissemination on
proper harvesting techniques
Technology dissemination on
post harvest treatment of
fruits
Hauling
Warehousing
Buying
Processing
Marketing
Technology dissemination on
site selection, planting
distance, etc.
Information
dissemination on
prices
91
The amount had since been reduced to 5 liters. This is another example of how a local
government tries to provide support to its field personnel. Strictly speaking, government funds for
gasoline or government purchased gasoline cannot be used to fuel private vehicles. Many
92
be pointed out that most of the filed staff gravitated around the rice areas only.
The fishery staff along the coastal areas only. The livestock technologist served
the whole town, but field visits were also contingent on calls for assistance. In
addition, the MAO, thinking about the limitations in terms of compensation and
lack of other allowances for the temporary staff (casual) decided not to assign
them to the field unless they were part of teams that went to the barangays for
specific purposes. Therefore, these staff were generally based in the office.
There were no official vehicles assigned to the OMA. Those without vehicles took
public transportation.
Linkages
The LGU cannot stand alone in dealing with the multifarious problems of
the agriculture sector. It had to establish working relationships with various
providers of services from other government agencies and private organizations
(Non-government organizations (NGOs) and businesses. Table 37 shows some
of the partner agencies and NGOs that the OMA had established cooperation
over the years. These linkages were in the form of resource sharing, information,
joint activities, training, monitoring and report sharing. Very close linkages were
maintained with the DA family, the provincial offices of Agriculturist and
Veterinarian and all other agencies that were based in Ubay through the Ubay
Agripark where most of these agencies maintained ecological farming
demonstration (ecodemo) sites.
Financing
Budget for Agriculture. Based on figures obtained from the records of
the LGU, it can be seen that appropriations for agriculture had been steady for
Table 37. Agencies and organizations linked with the OMA.
Agency/
Project /Activity
Role of partner
Role of LGU
Freq.
of
agencies and LGUs had used this prohibition to deny gasoline support allowance to their
extension staff. Ubay had been very creative in this regard by devising ways to allow the field
staff to avail of gasoline for their private vehicles. This allowance had boosted the field staffs
mobility.
93
Organization
DA/RFU
Training of staff;
National banner
programs
Provision of funds
Provision
funds/resources
DA/ATI
Training of staff
Provision of resources
DA/APC
Various
activities
Various
activities
Various
activities
Agripark
Agripark
National Banner
programs
Training of staff
DA/CENVIAR
C
DA/BES
DA/USF
DA/PCC
OPA
Resource provision
Sometimes
Resource provision
Coordination
Frequent
Resource provision
Coordination
Frequent
Maintain ecodemo
Maintain ecodemo
Coordination
Provision of resources
Coordination
Coordination
Coordination,
reporting
Transportation
and travel
Information
dissemination;
vaccination
Provision
of
counterpart funds
Information
campaign,
identification of
beneficiaries,
monitoring
Coordination
Coordination
Frequent
Frequent
Frequent
Frequent
Frequent
Coordination
Frequent
Coordination
Sometimes
Join patrols
Coordinate with
Bantay Dagat
Coordination
Frequent
of
OPV
Animal
program
Philrice
Rice
technodemo
Crop insurance
Agripark, CRMP
Agripark,
irrigation
Crop production
Maintain ecodemo
Maintain
ecodemo/
irrigation systems
Provide resources for
training
Maintain ecodemo
PCIC
BFAR
NIA
DAR
DENR
PNP/coast
guard
BOFAMCO
SeaRice
health
Agripark
CRMP
Coastal res. mgt
Seed
production/distri
bution
Organic
Rice
production
FISH
CRMP
Fertilizer/Che
mical
companies
Information
dissemination
cooperation
Frequent
Local
transportation;
Identification of
beneficiaries
Monitoring
and
report
submission
Identification of
trainees
Coordination
Provision of vaccines
Conduct patrols
Conduct training
Bantay Dagat
Produce seeds
of
Training of farmers
Technical assistance;
funding;
capability
building;
community
mobilization
Conduct
training,
distribute
IEC
materials
94
Undergo training;
identify
participants
Coordination in
implementation
Coordinate
Sometimes
Frequent
Rare
Rare
the last 12 years after devolution. Slight fluctuations between 3.13 to 4.69
percent could be noted. This low percentage was similar to other LGUs. Real
project budgets were indicated in the annual investment plan (AIP) but even the
AIP allocations were inconsistent. There were years when the allocation was less
than 2 percent of the total AIP and there was a year when it reached 10 percent.
In the 12-year period there were no AIP allocations for agriculture for five years.
The AIP is 20 percent of the IRA devoted for development projects and allocation
Table 38. Municipal budget and budget and AIP for Agriculture, 1993 2004.
Year
Total Municipal
Budget
Budget for
Agriculture
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
14,233,207.48
16,448,088.30
19,891,099.76
20,059,549.29
22,188,528.22
26,851,527.00
30,301,214.00
37,806,462.80
47,027,165.70
45,114,194.26
52,473,913.41
54,000,000.00
518,111.56
597,352.54
673,052.64
941,093.16
831,103.00
1,046,515.00
1,363,208.40
1,184,559.20
1,656,563.60
1,721,414.80
2,090,806.80
2,082,201.60
% of
total
budget
3.64
3.63
3.38
4.69
3.75
3.90
4.50
3.13
3.52
3.82
3.98
3.86
20% AIP
AIP for
Agriculture
2,206,261.40
2,921,825.00
2,895,672.00
3,577,230.60
3,542,520.00
4,560,981.60
4,738,941.20
6,091,574.40
7,089,112.94
7,333,234.78
381,532.00
9,800,000.00
176,280.00
301,825.00
50,000.00
150,000.00
0
0
0
195,000.00
0
100,000.00
381,532.00
0
% to
total
AIP
7.99
10.33
1.727
4.193
0
0
0
3.201
0
1.364
100
0
95
96
Percent
75.03
2.40
0.48
1.20
2.40
1.20
2.88
2.40
3.60
16.57
0.00
4.80
2.40
0.48
0.72
8.40
100.00
97
fishery stafff served all coastal barangays (21). Due to the large number of
clients, it was impossible to serve all the clientele. Furthermore, services were
limited as to type. In many cases, technical advisory services, training services
and facilitating services were provided by the extension staff. Many farmers felt
that advisory services were not enough because they felt that material help was
also important. In this regard, material assistance was even more inadequate.
Subsidized seeds, fertilizers and pesticides were grossly inadequate to meet the
needs of the rice farmers. Irrigation water was inadequate. Technical advisory
services in other commodities were more wanting such as those in mango where
there was no local staff expertise. For other commodities such as rootcrops and
other minor crops, the staff acknowledged that their services were very limited.
Service provision was definitely limited by the number of
service
personnel available. All in all, the limited budget for agriculture, limited number of
staff, limited facilities and other resources of the local extension service
contributed to the inadequacy of the extension services.
Timeliness. The timeliness of local extension services was conditioned by
the need of the farmer, the availability of the technology or personnel needed,
and availability of transportation and communication facilities. In general,
extension services were provided regularly by the field staff and most of the
farmers needs were given attention immediately. Appointments were kept and
unscheduled office calls were attended to with the utmost dispatch. In some
cases, because of bureaucratic limitations, material assistance came late. If the
need was urgent, it was the policy of the office to mobilize all available personnel
to complete a task.
Relevance. Most of the services provided to local farmers were deemed
relevant but there seemed to be a lopsided focus on rice. This is understandable
considering that the main cop in the area was rice. Even in rice, the most
important problems reported were capital and irrigation water especially in
98
rainfed areas, which could not be solved or provided by the local extension
service. Therefore, the local extension staff may have to perform facilitative
services to help farmers access cheaper capital because capital, per se was
readily available from informal sources but was expensive through high interest
rates. There may also have to be a serious search for alternative rice-based
cropping systems for rainfed and upland areas because the majority of the farm
areas in Ubay were not irrigated.
Equity. It must be pointed out at the outset that due to the commodity
focus of extension service, there were already inherent inequities in the system.
Even in the much served rice subsector, focus was perennially limited to the
irrigated rice areas. Other subsectors, mostly those commodities not considered
important were grossly neglected. Even the mango subsector, which had been
growing, had not been served adequately by the public sector extension service.
In terms of farmer types, it appeared that small and large farmers were served
more or less equally although it also appeared that relatively large farmers
needed the public extension service less in terms of technical advice because
they could afford to access these on their own. In general, most Ubay farmers
were small farmers.
99
of
an
organizations
people,
technology,
processes
and
organizational structure in order to add value through reuse and innovation. This
coordination is achieved through creating, sharing and applying knowledge as
well as through feeding the valuable lessons learned and best practices into
corporate memory in order to foster continued organizational learning 27 it is also
how Information is turned into actionable knowledge and made available
effortlessly in a usable form to the people who can apply it 28 enabling efficient
and effective decision making in their everyday business. 29
27
Dalkir, Kimiz, Knowledge Management in Theory and Practice, Boston: Elsivier, Inc.. p. 3.
Ibid, Citing Information Week, Sept. 1, 2003.
29
Ibid, Citing Steve Ward, Northrop Grumman,
http://www.destinationkm.com/articles/default,asp?ArticleID=949.
28
100
dissemination and knowledge acquisition and application (Fig. 16). There are two
types of knowledge. Explicit knowledge and tacit knowledge. The former is
knowledge that has been codified and can be readily obtained from various
sources such as books, articles, electronic forms or by attending seminars or
listening to lectures. Tacit knowledge is more valuable knowledge. It cannot be
easily represented, hence, is difficult to codify. From this, we can look at how the
local extension service and the farmers capture, disseminate and utilize
knowledge.
Knowledge Capture/Creation
This is either capturing existing knowledge or creating new knowledge. 30
This is the transfer and transformation of valuable expertise from a knowledge
source to a knowledge repository. This involves reducing a vast volume of
content from diverse domains into a precise, easily usable set of facts and rules.
Explicit knowledge is already there and the need is to abstract or summarize
these. Tacit knowledge is difficult to codify, hence, needs to be analyzed and
organized before it can be described and represented. 31
30
31
Ibid. p. 78.
Ibid. p. 82.
101
Knowledge
capture and/or
creation
Knowledge
acquisition and
application
Knowledge
sharing and
dissemination
and
organizations
will
have
to
capture
knowledge.
From Dalkir, p.
102
even explicit knowledge was not recorded in a systematic manner that was easy
to retrieve and use by others. In mango, for example, it appeared that there was
no attempt to capture explicit or tacit knowledge officially.
The local extension service staff had very limited resources to capture
knowledge although they had many sources (See Fig. 17). First, the number of
trainings conducted in order to upgrade their technological knowledge had been
nil and sporadic at best. In terms of explicit knowledge in print and other media,
the sources and opportunities were also few. Moreover, they did not access
knowledge from internet sources. At best, those who had been practitioners
relied on their tacit knowledge, especially on rice production so that combined
with explicit knowledge gained from other sources, they shared these to their
clients.
DA
(APC,BES)
NGO
(Searice)
Input
Dealers
Local
Extension
Service
Seed
growers
Farmers
Others
(Research
ers, OPA
staff)
Fig. 16. Sources of knowledge (rice) of the local extension service staff
Best Practice. How best practices evolve among different farmers may
have taken several turns and at different paces but the steps may be generalized
into four major categories. First, it starts with a good idea. A farmer through his
33
Ibid.
103
own initiative or learning from others conceives and idea which he may deem
good. This idea is yet untested and must be studied. Then he uses it successfully
in his farm. The same idea is used by other farmers. Experts recognize this idea
as the best in the locality. This idea becomes available for reuse. Finally, this
local best practice may be recognized by outside experts to be the best in the
industry. The following diagram is instructive: 34
Good Idea
Unproven;
need to be
studied; used
successfully
in one or few
projects /
farms
Good
Practice
Local Best
Practice
Method
improves
performance;
used by other
groups /
farmers
Recognized
by experts;
shown to be
best
approach;
available for
reuse in the
locality
Industry
Best
Practice
Recognized
by outside
experts;
acknowledge
d as state-ofthe-art by
industry
104
observations and interviews. This knowledge, along with those obtained from
other sources must be recorded and transformed into readily usable procedures
and stored in a knowledge repository, at most either in a document stored as a
hard copy or in the single office computer. As of this writing, there has not been
an attempt to capture knowledge in a systematic manner even from local
sources. There had been attempts to capture knowledge from outside sources
but in a sporadic unorganized manner but there was no evidence that these were
codified, stored and made available to the members of the organization. There
had been no policy, process or technology to allow such to happen.
The most likely criterion for identifying best practice would be productivity.
Farmers reporting highest yields in the area could be identified easily. But if the
criteria involve sustainable practices, then yield does not suffice. In Ubay, where
agronomic conditions may be limited and farm sizes relatively small, the criteria
may involve diversification, conservation practices, productivity and profitability. It
might be mentioned hat even in lowland areas, rice may not be the most
profitable crop. So the local extension service, collaborating with local farmers,
knowing what is worth promoting may formulate its own set of criteria for best
practices, have these tried or verified by other farmers to prove if these improve
overall farm performance. The task of the extension service is to record these
experiences and put these into a repository where others may share.
105
Knowledge Assets
Jun. Jun is a young farmer whose formal training was In fishery. He was married
to a pastor and they run the small local church in a village in Ubay where they are based.
Jun was introduced to farming when he administered a relatively large estate for an
absentee landowner . he claimed it took him three consecutive years, mostly failures but
instructive to master rice production. He has then engaged in commercial rice production
and rice seed production. He said that by now he knows the intricate processes in the
production of hybrid seeds. Jun shares willingly his knowledge about rice production and
says that he provides all information to buyers of his seeds and anybody who asks for his
assistance. He has ventured into diversified farming planting vegetables around his
extensive farm. Jun Combines his farming with his church duties and blends well with
other farmers in and around his place of residence. Jun being educated and naturally
curious does not rely on existing knowledge but tries to learn new things from his own farm
at every opportunity. He continues to experiment in new things. He is a knowledge asset
that should be tapped by the local extension service.
Lando (Labitad). Lando is planter contractor. An unassuming man ,relatively
young an a native of Cebu. He said he crew up in a mango farm in a mango growing
family. Lando drifted to Bohol rather in a roundabout way. During the height of the
insurgency he found himself caught up in the tumult that crept into their once peaceful
existence. Becoming a fugitive, he finally availed of the NRDP and was one of the
beneficiaries resettled in Tuburan through the Bayanihan settlement project. Lando knew
and loved no other crop except mango. Having been born under hundred year old mango
trees he talked and breathed mango. His grandparents, parents and siblings were into the
mango industry in Guadalupe Cebu. Lando knows everything about mangoes but is too
modest to claim that no matter how good one is about anything, there are factors beyond
his control that may result to crop failure. He claims Ubay is a very good site for mangoes
especially in those areas near the sea. It was his observation that mangoes grow well near
the sea. He has mastered the production process, the inputs needed and some secrets
to outsmart the pests and his competitors. He knows small things like how to produce
those tiny bamboo skewers that they use to lock the wrappings of the individual fruits to
protect them from pests. He knows the existence of an insectan ant-like insect he call
pila that preys on other insects that attack the fruits. He has proposed some way to keep
them by keeping a stock of grated coconut and sugar so that they would not go away or
secured from damage when spraying. He insists that for those who are allergic to
mangoes, one should not eat the part near the base of the fruit. He is open to his patrons
and also openly shares his knowledge to other farmers. He had been elected as a new
officer in the revitalized organization of bayanihan (NRDP) farmers. His wife and grown up
children help him in his business. He is a very modest man living in a modest house. A
man of agreeable temperament and communal spirit, Lando is an knowledge asset.
106
Farmer
OMA
NGO
Input
Dealer
Others
(SUC)
DA/OPA
/BES
Fig. 18. The existing knowledge sharing process
107
108
designed to identify, train and maintain a corps of volunteers who were willing to
share their knowledge to other farmers.
Real CoPs are characterized by three common characteristics: 1.
members have a common goal which binds them together; 2. mutual
engagement, which explains why a member wants to join and perform certain
roles for the community; and 3. a shared repertoire or workspace where
members can share through discussions and interactions that leave tangible
archives which is the social capital of the community. 35 Members of the
community are expected to help one another and the community is expected to
be self-regulating. The extension service being the sponsor of such a community
shall act as the CoP facilitator who shall be the chief organizer of events,
clarifying communications and make sure that everyone participates. It could also
serve as knowledge integrator coordinating with other CoPs and makes sure that
duplications are avoided and facilitates requests for help. The Practice leader
could be one of the best practice farmers who will serve as coach to other
members, provide thought leadership and validate innovations and best
practices. All members are expected to promote the CoP, generate enthusiasm
and demonstrate its value. 36 The CoP may have more complicated structures but
the above may suffice for simpler and resource poor organizations.
This strategy would fit nicely to the transmission of tacit knowledge which
these best practice farmers are likely to demonstrate. These farmers are some of
the knowledge assets in the locality and the added feature is that they had
adapted their knowledge to the local conditions. A good way this tacit knowledge
can be transmitted is through demonstration since this is rarely recorded in any
form by the practitioners themselves or by their peers but may be learned by
observation. Moreover, learning tacit knowledge is a social process which
requires group interaction. 37
35
109
Others
(Member)
Input
dealer
(Member)
Researcher
(Member)
OMA
(Facilitator,
integrator)
DA
(Member)
NGO
(Member)
Farmer
(Member)
Farmer
(Practice
Leader)
Farmer
(Member)
Farmer
(Member)
Farmer
(Member)
Farmer
(Member)
Fig. 19. A knowledge sharing scheme using local knowledge assets (Best
practice farmers) through CoPs facilitated by the OMA
In Ubay, the variations in conditions for growing rice were many--lansub,
sinaka, sandy, saline to name a few. These variations call for separate cultural
management practices and it is the job of the extension service to provide
guidance to local farmers by making them aware of best practices on cultural
management already suited to the conditions of their area if they were not
already aware of these through a CoP.
Communities of Practice in Mango. In the convoluted mango industry
the local extension service not having any respectable expertise in mango may
choose to participate in a CoP functioning as a facilitator and integrator. This was
110
already done to some extent by the office but in a very limited unsystematic way.
It can enhance its role by consciously capturing knowledge and storing it in a
repository and sharing it through a CoP. It is worth mentioning that some local
players in the industry use the internet as a source of information and there are
numerous local knowledge assets that can enhance the value of such a CoP.
Researcher
Planter
Contractor
Private Ext.
worker
OMA
(facilitator
/integrator)
Financier
Others
(Industry)
Buyer
Input
dealer
38
39
111
39
Knowledge Application
The test of the usefulness of a knowledge management system is
knowledge application. This is not simply having users use knowledge but on the
part of the extension service as facilitator and integrator, it is important that it is
able to understand which knowledge is useful to which group of clients and how
best to make it available to them. Furthermore, the more crucial task, as any
extension worker may have already known is making the user decide to use it
because it proves to be an improvement of his usual practice. In highly
technology-mediated KM systems, several tools had been recommended to
facilitate decision-making. For a poorly equipped KM system such as one
administered by the local extension service, a basic requirement, at least, is that
knowledge is codified and stored in a repository which can readily be accessed
by members of the organization or network. The most likely that the local
extension service could do is reduce these mostly explicit knowledge into simple
manuals that farmers can understand easily. Tacit knowledge that may reside
among best practice farmers could be shared through various strategies such as
on-site trainings, field days and informal interactions with them. It had been
asserted that even in highly technology-mediated systems, the value of personto-person interaction is very high considering that tacit knowledge is difficult to
put into record. It is necessary, therefore, that these farmers be identified,
supported, recognized and documented.
Recognizing that tacit knowledge is the more important kind, the extension
service must be reminded that it involves more than the cognitive. In fact,
ordinary farmers had observed that high performers stand out for their personal
characteristics, attitudes and values, specifically, industry and the lack of vices.
In a group interview of local farmers about the major issues affecting agriculture,
it was concluded that while there were extraneous factors that affected farming,
so much still depended on the farmer himself and basically his attitude and
industry. It is useful, then to learn Blooms taxonomy of learning objectives. 40
Farmers may only be at the lower level of learning such as awareness and
112
comprehension but fail to analyze, synthesize and evaluate. This could have
been a result of the highly top-down approach to extension where knowledge
was handed down to farmers and all they had to do was follow without question.
The bigger task of extension is to make farmers able to understand, analyze and
evaluate to make their own decisions. Of course, decisions will have to be made
depending on how much value the farmer attaches to a particular object. He
must be able to prioritize these values, synthesize these to form a unique value
system that controls his behavior. 41 This value system then becomes pervasive,
consistent, predictable and characteristic of the individual 42 such as the best
practitioners.
.
Organizational Culture
Knowledge Management thrives under an organizational culture that
encourages and nurtures the search for new knowledge, stores these
systematically and shares these so that these could be used in an effort to
achieve efficiency. Dalkir classified organizational cultures into four types: 1.
communal culturetask-driven but gives a sense of belongingness to its
members. It has inspirational leaders. The disadvantage is that these leaders
exert too much influence and other members rarely voice out their opinions; b.
networked culturemembers are close and are treated as family. They are
willing to help each other and share information. The disadvantage is that people
are too close they are reluctant to point out poor performance; c. mercenary
culturegoal oriented and members are expected to meet goals quickly. The
major disadvantage is that poor performers may be treated inhumanely; 4.
fragmented culture the sense of belonging is weak. There is lack of
cooperation. 43
40
113
close to each other, treated as family and there was willingness to help and
share.
There were major flaws in the organizational culture of the local extension
service in that while there was an openness and willingness to gain new
knowledge, there were basic knowledge deficiencies such as the lack of shared
knowledge on the vision and mission of the organization, a common knowledge
on local conditions (situational analysis), the lack of knowledge and skills on how
to gather, store and analyze data and how to incorporate these data into a plan,
and how should planning proceed so that the major stakeholders are able to
input into this plan. There seemed to be little appreciation of the importance and
potential to extension of knowledge assets and nurturing communities of practice
even as they already existed in some form. There was a basic lack of encoded
knowledge on production technologies for various crops. Sadly, the technical
support componentscomputers, storage and retrieval systems, and expertise
to put these into a digital format was also absent. Putting records into electronic
files even in the presence of a computer and staff who could have inputted these
was not a standard practice. No wonder, data also varied without explanation
because there was no system to gather, verify and store.
114
CHAPTER 6
CONCLUSIONS AND RECOMMENDATIONS
Implications for Knowledge Management in a Localized, Low- resource
Extension Delivery System
Conclusions
Ubay had great potentials for agricultural productivity because of the
amenability of its soil and topography to agricultural production and the presence
of various programs implemented in the locality especially the expansion of
irrigation systems and the improvement of other infrastructure. However, the
small farm sizes and high seasonality of production made income from farming
inadequate for many farmers and there was a seeming lack of opportunities to
earn additional income from off-farm sources due to the absence of nonagricultural enterprises and the seeming excess labor supply. Its farmers were
generally small farmers cultivating mostly upland farms. The population was
generally poor putting Ubay in the poorer half among a ranking of towns in Bohol.
The town had a small agricultural extension organization despite its
relatively large size. While there was high moral support to the OMA by the local
elected authorities, the resource limitations of the local government necessitated
that meager budgets were allocated to all services especially agricultural
extension. It becomes more important, then, that the meager resources be put to
good use so that farm productivity and incomes can be achieved by the farmers.
Some of the salient problems in the provision of extension services are as
follows:
1. Absence of a well-thought out plan for agricultural development of the
town. Such a plan should be shared by all stakeholders especially the staff of the
extension service organization.
2. The lack of a system of technology sourcing, archiving and sharing so
that clients who were mostly of lower education could comprehend and use them
for decision-making.
3. The inadequacy of support services especially low-cost credit to allow
small farmers to capitalize their farm enterprises, marketing assistance so that
115
116
organization should provide incentives not only for knowledge sharing but
knowledge capture as well. Communication and coordination with all possible
collaborators should be systematic and frequent and initiatives should be
supported by the LGU.
2. Adopting KM as a framework for extension. The staff must accept the
new framework as a viable strategy. This can be done by formulating a policy
adopting the strategy through a resolution by the local legislative body to give
legal mandate to the shift.
3. Training the staff on skills on knowledge capture, encoding, sharing,
organizing communities of practice and knowledge application. This could include
basic data gathering, record keeping, data analysis, computer literacy, use of
internet, etc.
4. Establishing a knowledge repository in the agriculture office. Since
limited electronic facilities are available, this repository can be simplified into
anecdotal accounts of technologies, practices, reports and other documents in
written and electronic form. The staff should reduce the vast array of materials
into simplified set of procedures that farmers could understand easily. There
must be an archive of the knowledge created or captured. This necessitates that
all staff must produce a record of the knowledge that they have created or
captured and contribute these to the repository. For example, there should be a
list of farmers who yielded 10 tons of rice or higher. A documentation of their
farms and cultural management practices should be made. This could be done
through interviews with these farmers. In other cases, observations from field
trips, field trials and conversations with information sources must be recorded.
For example, there should be required written records of the observations made
by staff who visited a balut maker in order to learn about the process of balut
making, marketing strategies and problems. The organization spent money on
staff specifically to learn this and it would be important that this learning is
codified, encoded and shared among the staff and more importantly, with
44
Ibid. p. 187.
117
farmers. Additionally, informal trials had been made on the Masipag varieties of
rice. To date, no written record of experiences had been made on observations
such as on which varieties did better and under what conditions in Ubay; how
these varieties performed in other locations; and, how farmers who yielded
higher obtained those yields. The basic characteristics of the varieties as
observed had not even been recorded on paper.
5. The knowledge deemed useful for specific groups of farmers then shall
be shared to other farmers for trial adoption, corroboration and wider application
through various means such as farm visits, farmers meetings, trainings,
technodemo, print media and other channels. The network of adoptors shall then
comprise a CoP that shall be facilitated by the OMA. The OMA should put into
practice the Magsasaka-Siyentista (MS) concept under the TechnoGabay
program which was present in Ubay. These farmers should be identified and
trained if there were none yet. Best practitioners shall be the major candidates
for MS.
6. Since the CoP will be limited in its use of electronic technology, a
person-to-person approach shall be adopted. Nevertheless, the role of the
internet should not be discounted as OMA may leverage resources to get internet
facilities and some farmers may have the same opportunity in their private
capacity. In addition, the pervasiveness of the cellphone may provide additional
advantage. The CoPs, which shall take the main route for sharing and
verification, in order to be sustained must have regular procedures and rules. In
what form should exchanges be, how frequent, where should these be made in
lieu of an electronic space, how should participation be sustained, what are the
rules for joining, etc. The OMA should be able to facilitate the CoP which need
not be put up quickly. Methodologies for sharing and evaluating including the use
of some assessment tools such as the gross margin profit tool, etc, should also
be adapted as the need arises. 45
45
The Continuous Improvement and Innovation (CI&I) approach is replete with tools as it works
through CoP type groups.
118
119
References
Bohol Experimental Station. Undated. Profile: Bohol Experimental Station
(Pamphlet).
Bohol Integrated Agricultural Promotion Program (BIAPP). 1998. Baseline
Survey.
___________________ . 1998 -2000. Rice Crop Cut Yield Surveys.
___________________ . 2001. Training and Information Activities (1997-2001).
Bureau of Fisheries and Aquatic Resources. Undated.Ubay Brackish Water fish
Farm. (Pamphlet).
Central Visayas Integrated Agricultural Research Center. (CENVIARC). Undated.
Untitled Documents on Mango Production in Bohol.
Dalkir, Kimiz. 2005. Knowledge Management in Theory and Practice, Boston:
Elsivier, Inc.
David, Cristina et. al. 1998.. Philippine Agriculture and Natural Resources
Allocation: Issues and Directions for Reform. Philippine Institute of
Development Studies: Discussion Paper No. 99-30.
Department of Agriculture. Undated. Ubay Stock Farm: Station Profile
(Pamphlet).
Kakuta, Ieko. 1999. Problems of Capayas Irrigation Project with the Viewpoint of
Social Aspects.
__________ . 2000 & 2001. Finding of the Survey on Capayas Irrigation Project
Irrigators Associations.
Kroma, Margaret M. 2004. Farmers Knowledge Networks: Facilitating Learning
and Innovation for a Multi-functional Agriculture.
Local
Appraisal
120
of
Convergence
Plan
Municipal
for
Agricultural
Agrarian
Reform
121
122
Appendix Tables
Appendix Table 1. Current and projected population, Ubay, 2000-2012.
Year
Projected Population
2000
59,827
2001
61,830
2002
63,900
2003
66,039
2004
68,250
2005
70,534
2006
72,896
2007
75,336
2008
77,858
2009
80,465
2010
83,158
2011
85,942
2012
88,819
Source: NCSO
Population
% to
Population
Household
Population
% to Total
Household
Pop.
Number of
Household
A. Urban
Barangays
Urban Center 1
1. Bood
2. Fatima
3. Poblacion
Urban Center 2
5. Cuya
6. Guintabuan
7. Juagdan
8. Tintinan
B. Rural
Barangays
1. Achila
2. Bay-ang
3. Benliw
4. Biabas
5. Bongbong
6. Buenavista
7. Bulilis
8. Cagting
9. Calangaman
10. California
11. Camali-an
12. Camambugan
13. Casate
13,116
21.92
13,060
21.86
2,446
2, 087
2, 813
3, 418
3.49
4.70
5.71
2,075
2,801
3, 386
3.47
4.69
5.67
395
541
636
468
536
1,083
756
46,711
0.78
0.90
1.81
1.26
78.08
468
536
1,083
756
46,691
0.78
0.90
1.81
1.27
78.14
83
100
214
118
9,066
1,102
1,536
814
2,142
728
648
1,391
1,866
1,284
814
454
2,038
1,976
1.84
2.57
1.36
3.58
1.22
1.08
2.33
3.12
2.15
1.36
0.76
3.41
3.30
1,102
1,536
814
2,139
728
648
1,391
1,866
1,284
814
454
2,038
1,976
1.84
2.57
1.36
3.58
1.22
1.08
2.33
3.12
2.15
1.36
0.76
3.41
3.31
221
270
155
470
139
124
251
342
257
139
99
382
368
123
14. Gabi
15. Gov. Boyles
16. Hambabaoran
17. Humayhumay
18. Ilihan
19. Imelda
20. Katarungan
21. Lomangog
22. Los Angeles
23. Pag-asa
24. Pangpang
25. San Francisco
26. San Isidro
27. San Pascual
28. San Vicente
29. Sentinila
30. Sinandigan
31. Tapal
32. Tipolo
33. Tubog
34. Tuburan
35. Union
36. Villa Teresita
TOTAL
Province of Bohol
REGION VII
Philippines
1,186
944
854
1,674
735
1,850
1,089
1,641
213
921
962
1,780
581
3,015
987
836
1,883
1,136
2,124
844
1,104
2,042
1,517
58,827
1,137,268
5,701,064
79,498,735
1.98
1.58
1.43
2.80
1.23
3.09
1.82
2.74
0.36
1.54
1.61
2.98
0.97
5.04
1.65
1.40
3.15
1.90
3.55
1.41
1.85
3.41
2.54
100
5.26%
1.05%
0.08%
1,186
944
854
1,674
735
1,844
1,089
1,641
213
921
962
1,780
581
3,004
987
836
1,883
1,136
2,124
844
1,104
2,042
1,517
59,751
1.98
1.58
1.43
2.80
1.23
3.09
1.82
2.75
0.36
1.54
1.61
2.98
0.97
5.03
1.65
1.40
3.15
1.90
3.55
1.41
1.85
3.42
2.54
100
231
190
158
300
138
348
231
341
42
171
186
339
119
604
211
168
340
255
419
153
203
430
272
11.512
Appendix Table 3. Literacy of the household population 10 Years old and over
by age group and sex, 1990
Age
group,
Sex
Both
sexes
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75-79
80-over
Total
Total
Literate
Illiterate
Total
Urban
Literate
Illiterate
Total
Rural
Literate
Illiterate
34,249
31,173
3,076
5,594
5,349
245
28,655
25,824
2,831
6,896
5,240
4,071
3,242
2,874
2,378
1,974
1,871
1,482
1,277
1,051
760
565
315
253
6,981
4,981
3,897
3,097
2,720
2,221
1,829
1,691
1,516
1,053
829
559
387
192
160
655
259
174
145
154
157
145
180
166
224
222
201
178
123
93
1,047
828
729
575
486
395
319
285
228
202
171
133
90
61
45
1000
808
720
558
472
380
313
273
218
183
151
114
75
49
35
47
20
9
17
14
15
6
12
10
19
20
19
15
12
10
5,849
4,412
3,342
2,667
2,388
1,983
1,655
1,586
1,254
1,075
880
627
475
254
208
5,241
4,173
3,177
2,539
2,248
1,841
1,516
1,418
1,098
870
678
445
312
143
125
608
239
165
128
140
142
139
168
156
205
202
182
163
111
83
Source: CLUP
124
Househol
d
Popn 7
Years
Over
38,547
1,685
AGE GROUP
Below 20
1,100
25,806
14,881
10,925
6,953
4,632
2,321
260
72
188
1,420
1,018
305
20-24
25-29
30-34
35-39
40-44
>45
16,434
502
4,071
33
3,242
54
2,874
44
2,378
50
1,974
59
7,574
943
1,060
11,767
7,886
3,881
2,702
2,185
517
30
14
16
243
15
115
6
2,006
821
1,185
1,267
714
553
77
25
52
430
215
37
3
1,737
687
1,050
895
465
430
51
15
36
251
224
27
2
1,809
758
1,051
609
339
270
37
6
31
183
155
35
2
1,602
743
859
461
268
193
24
5
19
109
106
24
1
1,438
706
732
308
200
108
10
3
7
58
83
17
26
5,447
3,280
2,167
711
461
250
31
4
27
146
220
50
Appendix Table 4. Population 15 years old and over by sex and employment
status, 1990.
Sex
Male
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75-79
80 - over
Female
10-14
15-19
20-24
25-29
30-34
Household
Population
13,699
2,636
2,199
1,488
1,418
1,220
1,047
903
746
607
457
415
340
101
122
13,415
2,365
2,117
1,509
1,445
1,169
8,831
686
1,161
1,032
1,184
933
890
713
630
470
394
823
276
74
65
3,423
528
681
325
348
279
32.57
2.53
4.28
3.81
4.37
3.44
3.28
2.63
2.32
1.73
1.45
3.04
1.02
0.27
0.24
12.62
1.95
2.51
1.20
1.28
1.03
Unemploy
ed
1,521
500
405
183
60
144
58
40
56
29
18
9
10
9
1,380
252
259
153
110
170
125
Not in the
labor force
3,347
1,450
633
273
174
143
99
150
60
108
45
83
54
18
57
8,612
1,585
1,117
1,031
987
720
12.34
5.35
2.33
1.01
0.64
0.53
0.37
0.55
0.22
0.40
0.17
0.31
0.20
0.07
0.21
31.76
5.85
4.34
3.80
3.64
2.66
%
1.84
1.49
0.67
0.22
0.53
0.21
0.15
0.21
0.11
0.07
0.03
0.04
0.03
5.09
0.93
0.96
0.56
0.41
0.63
0.23
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75-79
80 - over
both
sexes
Source: CLUP
932
963
715
691
620
452
173
127
137
27,114
296
259
183
152
199
72
46
27
28
12,254
1.09
0.96
0.67
0.56
0.73
0.27
0.17
0.10
0.10
45.19
62
99
54
0.37
0.20
0.34
0.24
0.07
0.07
0.10
10.70
2.77
93
65
18
18
27
2,901
574
605
478
446
256
362
127
82
82
11,959
2.12
2.23
1.76
1.64
0.94
1.34
0.47
0.30
0.30
44.11
App. Table 5. Average family income and expenditures for Bohol families, 19851997.
Income
Expenditure
Total No.
Total (in
Average
Total (in
Average
Year
of families P1,000)
(in P)
P1,000)
(in P)
1985
1988
1991
1994
1997
155,510
168,351
178,916
186,580
202,806
2,747,546
3,178,686
5,593,965
7,124,909
11,547,723
17,668
18,881
31,266
38,187
56,940
2,141,387
2,450,829
4,258,908
5,381,100
10,293,160
13,770
14,558
23,804
28,841
50,754
Source: NCSO-FIES
155,510
168,351
178,916
97
%
186,580
202,806
38,506
65,735
25.0
42.0
41,049
83,440
24.0
50.0
39,284
81,485
22.0
46.0
50,313
73,504
27.0
39.0
68,434
75,197
34.0
37.0
15,743
35,527
10.0
23.0
13,909
29,953
8.0
18.0
23,339
34,809
13.0
19.0
19,513
43,251
10.0
23.0
15,597
43,579
8.0
21.0
% to Total
152.00
75.10
199.00
0.51
0.25
0.66
126
2.92
4. Tapon
Urban Center 2
5. Cuya
6. Guintabuan
7. Juagdan
8. Tintinan
B. Rural Barangays
1. Achila
2. Bay-ang
3. Benliw
4. Biabas
5. Bongbong
6. Buenavista
7. Bulilis
8. Cagting
9. Calangaman
10. California
11. Camali-an
12. Camambugan
13. Casate
14. Gabi
15. Governor Boyles
16. Hambabaoran
17. Humayhumay
18. Ilihan
19. Imelda
20. Katarungan
21. Lomangog
22. Los Angeles
23. Pag-asa
24. Pangpang
25. San Francisco
26. San Isidro
27. San Pascual
28. San Vicente
29. Sentinila
30. Sinandigan
31. Tapal
32. Tipolo
33. Tubog
34. Tuboran
35. Union
36. Villa Teresita
TOTAL
Province of Bohol
Region VII
Philippines
153.10
65.60
66.00
131.00
31.79
29,077.29
384.00
632.00
588.885
2,200.00
161.2939
651.54
739.7901
1,044.00
617.9729
319.3622
532.24
547.00
460.00
1,646.00
824.40
521.8956
815.43
1,683.00
657.16
408.56
642.1028
274.4039
377.9794
450.00
1107.133
262.00
972.6977
4965.8237
271.00
607.278
289.50
655.00
444.4174
547.7415
514.00
1,261.68
29,950.88
411,730.00
1,495,140.00
30,000,000.00
127
0.51
0.22
0.22
0.44
0.11
97.08
1.28
2.11
1.97
7.35
0.54
2.18
2.47
3.49
2.06
1.07
1.78
1.83
1.54
5.50
2.75
1.74
2.72
5.62
2.19
1.36
2.14
0.92
1.26
1.50
3.70
0.87
3.25
16.58
0.90
2.03
0.97
2.19
1.48
1.83
1.72
4.21
100.00
7.27
2.00
0.10
Land Capability
Characteristics
Soil
Characteristic
s
Flood
Hazard
Condition
Slope/
Erosion
Potential
Conditio
n
No to slight
soil limitations;
loamy profile
No to
slight
flooding ;
well
drained
Level to
nearly
level; no
to slight
erosion
Moderate soil
condition
limitation
No
to
slight
flooding
hazard
Moderat
ely
slope,
severely
eroded
Moderate soil
limitation; fine
soil
permeability
Moderate
flooding
hazard
Very poor
permeability
Severe
flooding
Level to
nearly
level; no
to slight
erosion
Level to
nearly
level
In Has.
A
Cce
Cw
Dw
Ds
LLw
Level to nearly
level too stony or
very wet for
cultivation; limited
to pasture or forest
with careful
management
Steep land; very
severely eroded;
shallow for
cultivation; limited
to pasture or forest
Serious soil
conditions
limitation
No to
slight
flooding
hazard
Very wet
Severe to
very wet
Soil too
shallow for
cultivation
128
No
flooding
Gently to
moderat
ely
sloping;
slightly
eroded
Level to
nearly
level; no
slight
erosion
Very
steep;
severely
eroded
14,117.7
7
%
47.14%
4,844.33
16.17%
2,476.04
8.27%
4,365.36
14.58%
790.35
2.64%
221.06
0.74%
226.61
0.76%
w/ careful
management
Level land; wet
most of the time &
cannot be
economically
drained; suited for
fishpond or
recreation
Very hilly &
mountainous,
barren & rugged,
should be reserved
for recreation &
wildlife or for
reforestation
Wet most of
the time
Very
severely
flooding
hazard
Level; no
slight
eroded
Rugged and
mountainous
No
flooding
Very
hilly,
very
severely
eroded
Total
1,103.24
3.68%
1,806.12
6.03%
29,950.8
8
100.00
%
0.51
1.81
0.23
0.34
1.05
6.59
1.05
1.97
1.00
5.68
2.59
1.87
2.70
1.59
3.63
1.66
1.05
4.23
3.47
1.96
2.33
0.77
2.20
2.30
1.95
1.12
0.24
LOAY
LOBOC
LOON
MABINI
MARIBOJOC
PANGLAO
PILAR
PRES. GARCIA
SAGBAYAN
SAN ISIDRO
SAN MIGUEL
SEVILLA
SIERRA BULLONES
SIKATUNA
TAGBILARAN
TALIBON
TRINIDAD
TUBIGON
UBAY
VALENCIA
Total
12.35
25.53
19.14
44.94
41.41
81.56
182.34
57.56
56.09
5.54
260.49
19.53
87.41
1.09
20.32
101.1
122.46
69.1
297.75
68.1
3,567.91
130
0.35
0.72
0.54
1.26
1.16
2.29
5.11
1.61
1.57
0.16
7.30
0.55
2.45
0.03
0.57
2.83
3.43
1.94
8.35
1.91
100.00
App. Table 10. Area, number and location of CARPable areas, 2000
Barangay
Achila
Bay-ang
Benliw
Biabas
Bongbong
Bood
Buenavista
Bulilis
Cagting
Calanggaman
Camali-an
Camambugan
Casate
Gabi
Gov. Boyles
Hambabauran
Humayhumay
Ilihan
Imelda
Katarungan
Lomangog
Pangpang
Pag-asa
San Francisco
San Isidro
San Vicente
Sentinela
Sinandigan
Tapal
Tipolo
Tubog
Tuburan
Union
Villa Teresita
Total
No. of LO
4
5
4
5
1
11
3
3
2
8
9
12
13
15
7
3
5
5
1
3
3
5
3
2
1
1
1
4
3
3
7
10
4
5
171
No. of FBs
OLT
CA
62
74
141
30
6
59
31
352
203
32
74
57
35
85
43
18
31
18
178
18
35
103
6
313
1
3
3
126
12
10
51
75
8
24
2317
11
39
4
15
Area in Hectares
VOS
GFI
TOTAL
GOL/
NRDP
137
39
228
269
25
5
85
31
654
373
49
78
132
1
69
163
48
40
63
15
516
516
24
45
96
21
674
1
8
6
226
347
19
1
12
95
101
19
33
972
4292
126
37
10
5
56
31
439
43
8
7
6
23
45
23
14
7
8
29
198
139
37
15
126
45
117
12
26
11
7
4
21
68
2
1
1
20
9
17
191
4
56
1
13
38
15
14
14
19
673
8
6
10
1
4
49
25
5
16
992
69
18
7
31
14
17
1137
42
46
45
1155
36
*Distributed & for Acquisition, LO-land owner, FBs-Farmer Beneficiaries, OLT-Operation Land Transfer
CA - Compulsory Acquisition, VOS - Voluntary Offer to Sell, GFI - Govt. Financing Institution
Scope
LESS:
DEDUCTIBLES
TOTAL WORKING
PHASE I
VLT
GOL
OLT
PD 27
VOS
937
24
1,139
17
80
8
913
1,122
72
GFI
SUB
TOTAL
AWARD
1000
30
124
92
50
3
56
-
970
32
47
56
131
PHASE II
PRI.
SUB
AGRI.
TOTAL
LANDS
>50
282
338
95
95
187
243
PRIVAT
24-50
229
70
159
SCOPE
LESS:
ACCOMPLISHMEN
T
February 2004
GROSS BALANCE
LESS:
PROBLEMATIC
NETWORKING
BALANCE
WHEREABOUTS
OF THE BALANCE
A. MARO Level
1. w-out
documentation
2. on-going
documentation
B. PARO Level
1. Receipts from
DARMO for review
2. Receipts from
LBP for completion
of doc.
3. Survey A. For
survey
B. On-going
1. by admin.
2. contracted
848
1,093
56
960
14
47
23
23
58
65
29
16
10
18
33
187
220
101
65
15
16
10
18
19
184
203
101
14
14
17
14
3
SCOPE
DLT
PD 27
4. Preparation of
EP/CLDA
C. LMS
1. Verification/
Approval of Survey
D. LBP
1. On-going
valuation A. Main
B. LVO
2. W/ approved
Memo of
valuation
A. LVO
B. Main
E. ROD Registration
of EP/CLOA
14
VOS
PHASE I
VLT
GOL
GFI
SUB
TOTAL
14
132
AWARD
PHASE II
PRI.
SUB
AGRI.
TOTAL
LANDS
>50
PRIVAT
24-50
TARGET
1,161 has.
5,030 has.
1000 has.
1000 farmers
38 farmers
800 farmers
300 farmers
250 has.
150 farmers
400 has.
350 farmers
120 farmers
75 has.
15 bgys
2 demo-farms
50 farmers
250 farmers
250 farmers
75 farmers
1 Prof.
1 organization
12 meetings
1 seminar
160 farmers
60 cooperators
1 organization
1 site
2 demo-farms
Ubi Production
1. Identification of Cooperators
2. Strengthening of Ubi Growers Association
3. Refresher course on ubi production
4. Render technical assistance
5. Facilitate farmers group to avail financial assistance
6. Established demo-farm
25 farmers
1 org
1 course
25 cooperators
25 farmers
1 demo-farm
133
Banana Production
1. Information dissemination and campaign for backyard or under coconut
planting of different variety of banana
2. Strengthening of organization
3. Render technical assistance
40 bgys
1 org
1,300 farmers
Vegetables Gardening
1. Promotion of organically grown vegetables seeds thru FA, RIC, IA and
cooperatives
2. Render technical assistance
3. Distribution of vegetable seeds thru FA, RIC, IA and cooperatives
1,600 farmers
32 orgs
32
assisted
organizations
1,500 farmers
450 hectares
500 farmers
120 farmers
Sweet Potato
1. Identification of cooperators
2. Number of hectares assisted
3. Established demo-farms
4. Render technical assistance
150 farmers
120 hectares
5 demo-farms
150 farmers
Legume Production
A. Mongo
1. Identification of cooperators
2. Technical Assistance
3. Number of hectares planted
50 farmers
50 farmers
20 hectares
B. Peanut
1. Identification of cooperators
2. Number of hectares planted
3. Render technical assistance
50 farmers
5.0 hectares
20 farmers
32
assisted
organizations
1,500 farmers
32 org
1,200 cooprs
Cacao
a) Information dissemination and to encourage farmers to plant cacao
32 org
134
42 barangays
50 farmers
10 trainings
10 bgys
600 farmers
dog1,200
owners
60 farmers
1,200 farmers
135
2,500 heads
2,500 raisers
2,500 heads
1,500 heads
1,000 raisers
600 raisers
600 raisers
6 heads
5 heads
5 heads
21 recepients
1 head
60 heads
45 heads
240 heads
240 heads
43 heads
141 heads
458 heads
29 heads
10 heads
500
500
500
500
250
250
a) Indian Tree
500
Nursery Improvements
1. Fencing the MAO and nursery
2. Planting of ornamentals
3. Landscaping
Maintenance and Sanitation of the Municipal Nursery
20 bgys
20 bgys
2 bgys
2 bgys
3 bgys
50 SFR
50 farmers
50 farmers
50 farmers
Bangus Production
1. Assistance on Bangus Production
2. Render technical assistance
250 has
50 operators
Prawn Production
1. Render Technical Assistance
8 operators
Institutional Strengthening:
A. Rural Improvement Clubs
1. Reorganization and revitalization of RIC
2. Conduct of monthly meetings
18 bgys
18 RICs
B. Farmers Association
1. Reorganization and revitalization of FAs
2. Conduct of monthly meetings
25 bgys
25 fas
44 bgys
1 MAFC
44 members
12 meetings
2 Agri-Fairs
10 Booths
136