Complete Vol. 8 Journal Volume 8 (Complete).pdf · infestation, poor and degraded soils, lack of physical infrastructure, and weak social services. For instance, in 2007, the entire

PHILARM@20: Advancing Research Management

for S&T Productivity and Sustainable Development

Editorial Note E.B. Aromin

Competing Papers

Greening the Grey: Integrated Research Development and Extension Program for Dryland and Biofuel Crops in North Luzon, Philippines

O.F. Balderama, et.al.

Managing Research and Development in Higher Education Institution Through Collaboration: The Bukidnon State University Experience

E.C. Itaas and J.M. Mirasol

Managing an Externally Funded Research Project for Technology Production on the Culture of “Tikod Amo” Oyster Species for Sustainable Development: An Experience of an Overloaded Instructor from A State University and College (SUC) Institution

G.A. Asufre

Student and Teacher Partnership in the Study of the Tiger Grass Industry in Marigondon Norte, San Andres, Romblon: Lessons for Novice Researchers

E.G. Fetalvero and T.T. Faminial

Semi-Temperate Vegetable Research and Development Center (STVRDC): A Model of Best Practices in Research and Development (R&D) Management

L.M. Villanueva, etl.al.

Triumphs and Failures in Managing the IPM Program in Occidental Mindoro: Lessons from the Experience of the Apostolic Vicariate of San Jose Livelihood Movement, Inc.

S.G. Lumbo and MYA.M. Declaro

Managing Resource-Limited Research: The Case of Comprehensive Analysis of the Poverty Situation in the Southern Tagalog Island Provinces

M.C. Mani, et.al.

Embedding a Framework of Research into Project Operations: The Case of the Mindoro State College of Agriculture and Technology Banana Tissue Culture Project

MC.L. Mores and J.T. Zamora

Utilization of Simulation Models for Sustainable Agriculture and Natural Resources Management: Towards Increased Research Efficiency for Agriculture Development and Resources Conservation

O.F. Balderama

PHILARM JOURNAL

P h i l i p p i n e A s s o c i a t i o n o f R e s e a r c h M a n a g e r s , I n c .

Volume 8 No. 1

1989

April 2011

ISSN 1656-1637

The printing and publication of this issue of the PHILARM Journal is co-sponsored by: DA-Bureau of Agricultural Research and DOST- Philippine Council for Agriculture Forestry and Natural Resources Research and Development.

The printing and publication of this issue of PHILARM Journal is co-sponsored by the DA-Bureau of Agricultural Research and DOST- PCARRD.

PHILARM Journal Volume 8 No. 1 April 2011

EDITORIAL STAFF

Erlinda B. Aromin Editor

Lemuel C. Lopez Associate Editor

Almira G. Magcawas Managing Editor

PHILARM@20: Advancing Research Management

for S&T Productivity and Sustainable Development

Editorial Note 1

Competing Papers 5

Greening the Grey: Integrated Research Development and Extension Program for Dryland and Biofuel Crops in North Luzon, Philippines

7

Managing Research and Development in Higher Education Institution Through Collaboration: The Bukidnon State University Experience

20

Managing an Externally Funded Research Project for Technology Production on the Culture of “Tikod Amo” Oyster Species for Sustainable Development: An Experience of an Overloaded Instructor from A State University and College (SUC) Institution

36

Student and Teacher Partnership in the Study of the Tiger Grass Industry in Marigondon Norte, San Andres, Romblon: Lessons for Novice Researchers

45

Semi-Temperate Vegetable Research and Development Center (STVRDC): A Model of Best Practices in Research and Development (R&D) Management

55

Triumphs and Failures in Managing the IPM Program in Occidental Mindoro: Lessons from the Experience of the Apostolic Vicariate of San Jose Livelihood Movement, Inc.

68

Managing Resource-Limited Research: The Case of Comprehensive Analysis of the Poverty Situation in the Southern Tagalog Island Provinces

80

PHILARM JOURNAL

P h i l i p p i n e A s s o c i a t i o n o f R e s e a r c h M a n a g e r s , I n c .

Volume 8 No. 1 April 2011

ISSN 1656-1637

1989

Embedding a Framework of Research into Project Operations: The Case of the Mindoro State College of Agriculture and Technology Banana Tissue Culture Project

91

Utilization of Simulation Models for Sustainable Agriculture and Natural Resources Management: Towards Increased Research Efficiency for Agriculture Development and Resources Conservation

110

Developing a Science and Technology Based RDE Program for Goat Industry: Experiences of the Cagayan Valley Small Ruminants Center

121

Leading to Improved Management Systems for R&D Programs and Projects for Productivity and Sustainability Development: The MAAP Experience

131

Innovations and Initiatives on R&D for S&T Productivity and Sustainable Development of Dragon Fruit

145

Developing Taguibo Organic Fertilizer: The IPM Farmers’ Association Experience

161

Initiatives to Implement Research on Non-Priority Commodity: The Sweet Sorghum Experience

166

Research Management Strategies in Enhancing Productivity and Profitability of Lanzones Farms in Laguna and Batangas

172

Non-Competing Papers 183

Advancing Research Management for S&T Productivity: Some Strategic Options

185

The Dawning and Institutionalization of Research Management in the Philippines: Historical and Pedagogical Perspectives

196

Appendices 213

EDITORIAL NOTE

PHILARM@20: Advancing Research Management for S&T Productivity and Sustainable Development Erlinda B. Aromin 1

As we usher into a new decade of life-altering scientific realizations and astounding technological advancements, research management’s position in uplifting Filipinos’ lives thorough harnessing the beneficial powers of science and technology (S&T) cannot be emphasized more. It is with the utmost importance that we, as research managers, be the champions of S&T productivity and the trailblazers of sustainable development. The Philippine Association of Research Managers, Inc.’s (PHILARM) annual convention is the perfect venue to not only showcase how research managers seriously navigate their respective projects through challenges and to eventual successes, but also to bolster networking, camaraderie, and possible synergy among themselves. This year’s theme, “PHILARM@20: Advancing Research Management for S&T Productivity and Sustainable Development”, aptly encompasses the convention’s haul of competing papers as well as the beliefs that... ...We Transpire. Papers that dealt with the research, development, and extension (RDE) about our ever-changing environment; animal husbandry; climate and crops; and commodities and marketing expose the urgency of capturing the “now” and the dire need to sustain existing, rather limited resources for the future generation’s benefit. Amidst the “organic revolution”, unpredictable human interrelations, and political overtures, we remain the tight-rope walkers that ensure research projects bear to fruition. ...We Transfuse. Knowledge exchange has never been so easy for today’s research managers. Communication between and among us and our stakeholders is now just a mouse click or a press of a button away, thanks to the advent of readily-available technologies such as the omnipresent Internet and the even more ubiquitous mobile phone. However, more significant than these advancements in technology is our innate ability to cast a complex web of contacts, collaborators, and colleagues; as what some papers boldly illustrated. Networking and linkages work to our advantage, only because we proactively utilize them to meet our projects’ objectives.

1 President, Philippine Association of Research Managers, Inc. (2008-2010)

...We Transform. One of the hallmarks of a great many research managers is their capability to be flexible. Although our professional experiences have taught us tenacity in the face of failures and funding delays (or even the lack of it!), as evidenced through several papers; resourcefulness and creativity can sometimes, if not most of the time be the keys to our projects’ success. Rapid paradigm shifts are opportune events for us to demonstrate our prowess in dealing with new concepts and ideas. ...We Transcend. Beyond the dynamisms of managing research projects; beyond the well-crafted project plans; beyond the intricate technicalities of our expertise lies our commitment to our country’s citizens for them to feel the positive wave of S&T developments. As gargantuan as this vow may seem, we have been carrying on fulfilling our end of that bargain; albeit sometimes in short, sure-footed strides, but most of the time in leaps and bounds. ...We@Twenty. PHILARM continues to be a veritable avenue to RDE management excellence. Twenty, seemingly long years have gone since its first inception; nevertheless, it has not lost its capacity to produce noteworthy S&T research management literature via its venerable members and associates. Cultivating the culture of S&T research management for society’s betterment has been and will always be PHILARM’s commitment to all. To PHILARM’s next twenty years and beyond!

COMPETING PAPERS

Greening the Grey: Integrated Research Development and Extension Program for Dryland and Biofuel Crops in North Luzon, Philippines 1

Orlando Balderama 2, Romeo Quilang 3 and Rex Navarro 4

ABSTRACT

This paper constitutes an integrated research,

development, and extension (RDE) program for dryland and biofuel crops for North Luzon. Primarily, it seeks to harness the potentials of dryland and biofuel crops in improving the livelihoods of poor people living in the most marginalized regions of the country. It also presents some on-going research and development (R&D) projects under the program.

This integrated RDE program took off from the

Memorandum of Understanding (MOU) signed by the Isabela State University (ISU) and the International Crops Research Institute for Semi-Arid Tropics (ICRISAT). Upon ICRISAT’s suggestion, wider RDE impacts can be achieved if this initiative would be pursued by state universities and colleges (SUCs) in the whole of North Luzon. Being apex institutions of knowledge-generation and sharing, SUCs should be at the forefront of mapping out and implementing an integrated RDE program for dryland and biofuels crops in the North in partnership with international, national, regional, and local institutions.

This paper also presents some approaches and strategies in the implementation of the program that give emphasis on the achievement of desired results. The application of these approaches is expected to provide better accounting

1 Paper presented during the 20th PHILARM National Convention held on 06-09 April 2010 at the Aklan

State University, Banga, Aklan 2 University Research Director, Isabela State University, Echague, Isabela 3 President, Isabela State University, Echague, Isabela 4 Director, Communications Office and Special Assistant to the Director General, ICRISAT, Patancheru,

India

PHILARM Journal: Volume 8 No. 1 ▪ April 2011 8

parameters, thereby effecting a management system that ensures higher productivity and quality assurance for RDE.

INTRODUCTION

Philippine agriculture is predominantly rain-fed, covering three-fourths of the 10 million hectares total cultivated area in the country. The drylands (upland and rain-fed areas) are inhabited by almost 20 million people, located mostly in Northern Luzon, Central Visayas, and Southern Mindanao, most of whom are very poor.

Dryland farming is quite risky, mainly due to recurrent droughts, pest infestation, poor and degraded soils, lack of physical infrastructure, and weak social services. For instance, in 2007, the entire Ilocos region experienced extreme drought, causing serious damage to crops in La Union, Ilocos Sur, and Pangasinan that brought untold suffering to hundreds of thousands of people.

Over the last three decades, the bulk of agricultural RDE investments, policy support, and infrastructure development has been devoted to favorable and irrigated lowland areas. Hence, the impact of the Green Revolution was felt mostly there, neglecting the poor people of the drylands. Yet, dryland agriculture contributes about 40 percent of the total food production in the Philippines.

Chronic problems like drought and land degradation, aggravated by

climate change spurn additional toll to the untold sufferings experienced by poor people in the drylands. Northern Philippines is the most appropriate area in developing and showcasing dryland agriculture technologies as it accounts for the bulk of the country’s dry areas. Even as it is dubbed as the mega-regions’ agribusiness quadrangle, North Luzon bears the brunt of the worsening effects of climate change.

The challenges faced by dryland areas pose threats to the country’s

food security. Therefore, RDE institutions must develop cutting-edge technologies and innovations to improve agricultural productivity and enhance the livelihoods of poor people in the drylands.

The program aims to help empower and improve the livelihood of dryland communities in the region through pro-poor research, capacity building, communications, and social mobilizations.

Competing Papers 9

OBJECTIVES

The objectives of this paper are as follows: 1. Present the dryland crops RDE program for North Luzon as a possible

model for national economic upscaling; 2. Share practical information and insights on methodologies and research

management approaches; and 3. Report initial impact to contribute to the database of good RDE

management practices.

METHODS, STRATEGIES AND APPROACHES Development of the RDE Program

Several milestones involving SUCs in Northern Philippines led to the development of this program. Signing of MOU between ISU and ICRISAT

On November 15, 2007, the Isabela State University (ISU) signed an

MOU and a Memorandum of Agreement (MOA) with India-based International Crops Research Institute for the Semi-Arid Tropics (ICRISAT) to institutionalize collaboration on an integrated dryland and biofuel crops research, development, and technology sharing program in the Cagayan Valley region. ISU President Romeo R. Quilang and ICRISAT Director General William D. Dar signed the MOU and MOA.

The program specifically focused on: 1) crop improvement, commercialization, processing, and utilization of dryland crops particularly, groundnut, pigeon pea, sweet sorghum, pearl millet, and chickpea; 2) aflatoxin management for corn and groundnut; 3) community watershed management (on-station and pilot site); 4) knowledge management and e-learning; and 5) research station management. Conducting Dryland Agriculture and Biofuel RDE Workshop for North Luzon

To jump-start the collaborative program, ISU and ICRISAT conducted a

workshop on “Developing an Integrated RDE Program for Dryland and Biofuel Crops in Northern Philippines” on April 1-3, 2008. About half of the participants came from the 14 SUCs in North Luzon.


The workshop aimed to: 1) develop an integrated RDE plan for dryland and biofuel crops in Northern Philippines; 2) develop a workable arrangement among local, regional, national, and international institutions for the effective implementation of the master plan; and 3) map out institutional arrangements and sustainable resource mobilization approaches for dryland and biofuel crops RDE in Northern Philippines.

Meeting of North Luzon SUC Presidents

To validate the plan developed in the foregoing workshop, a special

meeting among North Luzon SUC Presidents was held at the Philippine Association for SUCs (PASUC) national headquarters in Manila on April 16, 2008. In addition, it set the backdrop of the program’s further development and implementation, as the meeting resulted in the affirmation of top level support for the plan.

Holding the National Dryland Agriculture RDE Conference

On April 17-18, 2008, the first national dryland RDE was conducted at the Clark Special Economic Zone, under the sponsorship of Department of Agriculture-Bureau of Agrarian Reform (DA-BAR) and ICRISAT. It was then that ISU President Dr. Quilang presented the draft program.

The national dryland agriculture RDE conference was aimed at gathering the needed momentum to accelerate the development of dryland agriculture, through the establishment of a Philippine Dryland Research Institute (PhilDRI). Institutionalizing PhilDRI will be the country's proactive defense against the vagaries of drought and climate change. Furthermore, by mobilizing science and technology, PhilDRI will substantially contribute to poverty alleviation and social empowerment to improve the livelihoods of poor communities in the drylands.

The National Dryland Agriculture RDE Conference was conducted specifically to: 1) assess the contemporary situation of dryland agriculture in the Philippines and the developing world; 2) advocate for the establishment of PhilDRI; and 3) develop a national dryland agriculture RDE agenda. Conducting a Workshop on Developing Proposals for Integrated RD&E Plan for Dryland & Biofuel Crops in Northern Luzon

As a result of the meeting of Solid North SUC Presidents at the PASUC

office on April 16, 2008, a consensus was made to conduct a workshop to write full proposals for an integrated RDE program for dryland and biofuel crops. This workshop was held on May 12-15, 2008 at the Benguet State

Competing Papers 11

University (BSU), La Trinidad, Benguet. The workshop fine-tuned the integrated RDE plan and implementation strategies for dryland and biofuel crops in Northern Philippines through writing full-scale proposals for funding through various funding institutions. It also reiterated institutional arrangements and sustainable resource mobilization approaches for program implementation.

The workshop output proposals formed part of the integrated RDE program for dryland and biofuel crops in Northern Luzon, which in turn had been submitted for funding to the Commission on Higher Education (CHED), DA-BAR, Philippine Council for Agriculture, Forestry, and Natural Resources Research and Development (PCARRD), and other funding agencies. RDE Management Approaches

Research, Development and Extension Thrusts

Under the integrated RDE program, five focus commodities and areas and their respective strategic thrusts were identified:

1. Legumes and Cereals

Crop improvement Crop adaptation, variety release, and seed multiplication and

distribution Pests and diseases and their management Crop production and best management practices Harvest/post-harvest, pre-processing, and storage technologies Farm equipment and mechanization Processing/packaging

2. Biofuels

a. Sweet sorghum RD thrusts Varietal improvement and characterization Varietal response to time of planting, fertilizer application, and

irrigation Varietal response to population density and row spacing Development of appropriate cultural management Integrated pest management Harvest and post-harvest management Industrial research Agricultural mechanization

b. Jatropha R&D thrusts Germplasm collection and varietal/provenance identification and

screening Soil, water, and climatic requirements


Identification of high oil yielding jatropha provenance Generation and development of silvicultural practices Pests and diseases management Determination of maturity indices Harvest/post-harvest handling and storage Extraction and physico-chemical analysis of jatropha oil Testing of crude Jatropha oil Ecological impact studies

3. Community Watersheds

Watershed characterization in benchmark areas in North Luzon Impact assessment of indigenous water harvesting practices in North

Luzon Piloting low-cost water harvesting technologies in North Luzon Developing optimal dryland cropping systems in North Luzon

benchmark areas Watershed quality enhancement systems in benchmark areas

4. Socio-Economics

Ex-ante socio-economic analysis of dryland crops Bio-physical and socio-economic characterization of dryland areas Resource productivity of dryland crops Markets and market potential of dryland crops Technology ‘incubator’ program for dryland crops Utilization and impact of dryland crops

5. Technology Sharing and Community Mobilization

Capacity-building for various stakeholders Innovative extension-communication and advocacy Harnessing ICT for extension-communication and capacity building Integration of dryland agriculture in the SUC curriculum Forging partnerships among actors along the supply and demand

chain Mobilization of local, regional, national, and international funding Regular monitoring and evaluation

Integrated Approach for R&D

To ensure sustainability and success of a commodity-based R&D

program, strategic deployment of multi-disciplinary team of specialists that addresses the whole spectrum of RDE problems.

The integrated RDE framework has the following components:

Competing Papers 13

Ex ante socio-economic analysis — localized appraisal of the social, economic, and environmental feasibility of dryland crops as a viable source of livelihood for rural communities;

Production technology — generation/adaptation of innovations on the most suitable varieties and their best cultivation and management practices.

Post-production technology — generation/adaptation of harvesting, pre-processing, storage, handling innovations, and development of tools and equipment for mechanized harvest and post-harvest operations;

Processing technology — identification and adaptation of processing and conversion technologies, which could provide competitive advantage for commercialization;

Product streams — development of diversified by-products; Marketing, commercialization, and product utilization — carrying out of

market analysis for dryland crops to identify acceptability, marketing and commercialization options, potential value, supply requirement, and demand;

Institutional arrangements — definition, delineation, optimization, and formalization of roles, norms, and conventions of various stakeholders in the RDE continuum and synergizing research-extension-farmer-market linkages;

Policy and impact pathways — analysis and identification of relevant policy options to stimulate appropriate levels of investments for a sustainable industry; mapping out impact pathways to ensure that intended benefits are equitably distributed to stakeholders, especially farmers and a sustainable future for the industry; and

Communication, capacity-building, and community mobilization – sharing and exchange of technical, institutional, organizational, and managerial knowledge and skills among stakeholders; development of human capacity in the entire value chain.

Along this approach, RDE’s are geared toward attaining key result

areas as follows: Performance of RDE on product utilization, POT fine-tuning and

standardization; Conduct studies on village-based production, processing and by-product

utilization of dryland crops; Assist PO’s in the implementation of village-level Enterprise Projects; and Provide technical inputs to the Regional Industries for policy development

(i.e., regional Jatropha industry team)


On-Campus Demonstration Project (DP)

A demonstration project shows in practice how a particular problem may be addressed. It facilitates the replication and reinforcement of an action through visible accomplishments and lessons of experience. Examples of demonstration projects are community level solid waste management, delivery of clean water and sanitation improvement, and environmental awareness campaigns. Pilot Project (PP)

A pilot project is a small-scale project, realistic in nature and carried

out to break through an idea, a project, or a policy recommendation.

PPs have been utilized in the understanding that these would then be applied on a much broader scale. They are an implementation of robust plans or policies, the results of which could mimic a broader-scale implementation’s results. They could also be a part of a comprehensive program with clear goals to implement at the field level.

The reasons for doing a Pilot Project are the following:

Merges the planning and implementation stages of project development; Serves as a way to educate managers, building support for the project; Verifies cost and benefits; and Allows evaluation of hardware, software, database design, procedures,

and alternatives.

DISCUSSION OF OUTPUT AND IMPACT

Presentation of output and impact is specifically focused on information dissemination through encouragement of forum participation in scientific conferences, milestones on developing linkages, project development, resource generation, and capacity-building. Holding Stakeholders’ and Farmers’ Fora

To provide a platform for education and advocacy for adaption by farmers and communities, various fora were conducted to serve as venues for discussions and to facilitate solicitation of commitments from various government agencies and stakeholders. Paper Presentations in RDE Conferences (selected papers, 2008-2009)

Competing Papers 15

Active participation was also undertaken to disseminate the program and some research output in conferences and workshops. The table below presents some of the scientific papers presented in 2008-2009.

Title of Presentation Date Activity/Venue

Community Watershed Management: Key to Sustainable Watershed Development

December 16-17, 2009

Water Forum; Cagayan Valley Agriculture Resources Research and Development Consortium, DA-CVIARC; Ilagan, Isabela

Greening the Grey: Integrated Research Development and Extension Program for Dryland and Biofuel Crops

December 7-11, 2009

Seminar-Workshop on Developing Winning Proposal for Resource Generation. Cordillera Autonomous Region RDE Consortium; Ifugao State University

Development of Decision Support System for Sustainable Crop and Water Management in Rain-fed Areas in the Philippines

June 22-24, 2009

American Society of Agricultural and Biological Engineers’ Annual International Meeting and World Congress of Computers in Agriculture and Natural Resource Conference; Reno, Nevada, USA

Jatropha Research and Enterprise Development Project for Cagayan Valley, Philippines

June 1-5, 2009

International Conference on Environment and Development; ISU, Cabagan, Isabela

Estimation of Soil Erosion for Small Watersheds Using the WEPP Model under Cagayan Valley Conditions, Philippines

June 1-5, 2009

International Conference on Environment and Development; ISU, Cabagan Isabela

Jatropha Research and Enterprise Development Project in Cagayan Valley: The Isabela State University Experience

March 19-20, 2009

National Review and Planning Workshop on Integrated R&D Program on Jatropha curcas (Tubang-bakod) for Biodiesel; PCARRD Headquarters, Los Baños, Laguna

Greening the Grey: Integrated Research, Development, and Extension Program for Dryland and Biofuel Crops in North Luzon

November 18-19, 2008

Forum on North Luzon Showcase of SUCs Innovations and Best Practices; Baguio State University (BSU), La Trinidad, Benguet

Status and Case Studies of Water Harvesting Projects for Food Production and Resource Conservation in Cagayan Valley, Northern Philippines

September 22, 2008

Regional Development Council (RDC) Forum on Cagayan Riverine Zone Framework Plan and the Flood Control Mitigation Master Plan; Tuguegarao City, Cagayan Valley


Title of Presentation Date Activity/Venue Jatropha Research and Enterprise Development Project for Cagayan Valley

September 23, 2008

RDC Forum on Biofuel Industry; Tuguegarao City, Cagayan Valley

Integrated Research Development and Extension Program for Dryland and Biofuel Crops in North Luzon

April 17-18, 2008

National Dryland Crops RDE Conference; Clark, Angeles City, Pampanga

Networks and Linkage on Dryland Crops RDE

Some linkages with formal agreements with national and international

agencies were pursued as follows:

Title of Partnership Collaborating Institutions

Implementation of Integrated Dryland and Biofuel Crops RDE Program in Cagayan Valley, Philippines

ICRISAT, India

Establishment of Cagayan Valley Regional Food Safety Laboratory

ICRISAT, India

Establishment of Open Academy for Philippine Agriculture

Development Academy of the Philippines (DAP) and Philippine Rice Research Institute (PhilRice)

Cagayan Valley Jatropha Industry Framework Plan 2008-2030

Regional Development Council

Water Saving Technologies for Rice Bulacan State Agricultural College

Community-Based Biofuel Production using Jatropha curcas

Cagayan Valley Jatropha Planters’ Cooperative

Capacity-Building Program Design

Given that dryland and biofuel crops are varieties new to Filipino

agricultural experts, the need for further understanding and tooling is a necessary step to achieve success on the implementation of the RDE program. With this regard, a sustainable human resource program for the dryland and biofuels experts is a must for them to be fully equipped to implement the different RDE program components. Immersions and first-hand experiences on the dryland and biofuel commodity trends in areas where RDE on these commodities are intensively undertaken will provide the

Competing Papers 17

necessary tools for enhancing the capability of various program implementers.

The program recognizes the importance and need to institutionalize a continuing human resource development program component. ICRISAT in India, being the program’s principal partner organization and a premier global center for dryland research is the primary destination of program-sponsored scientists.

The prescribed design of capacity-building activities is described below: 1. Post- Doctoral Fellowship (Long-term)

Post doctoral training will allow senior scientists from SUCs to conduct their scientific work at ICRISAT for a period of one to three years under the supervision of a senior scientist from the latter institute.

2. Research Fellowship (Short-term)

Research fellowship will involve a visit of a local researcher to ICRISAT upon invitation of an ICRISAT resident scientist for a short period of only one to three months.

3. Training (Short-term)

This activity will provide capacity-building programs in specialized areas for faculty members, researchers, and extension personnel at ICRISAT.

4. Group Tour/Exchange Visit

The identified commodity groups will arrange group tours based on the perceived need to enhance/update the knowledge of the research commodity’s scientists and other personnel.

5. Seminars, Workshops, and Paper Presentations

Continuing activities for planning and knowledge-sharing will be organized regularly among SUCs, ICRISAT, and other partner agencies.

6. Graduate Thesis and Dissertations Sponsorships

Research sponsorships for thesis and dissertation students from North Luzon SUCs will enable them to use other Philippine SUCs’ and ICRISAT’s facilities


in India. Traditionally, travel costs to and from India will be shouldered by the student’s parent SUC and while in India, ICRISAT will in turn – depending on the availability of project funds – provide for food, accommodation, and incidental expenses.

On-Going and Approved Projects for Implementation

A partial list of on-going and proposed RDE projects is presented below:

Title Funding Agency 1. Peanuts for Prosperity: Adaptation Trials for Processing

Groundnut Varieties in Cagayan Valley, Philippines DA-BAR

2. Technology Up-Scaling Program Sweet Sorghum and Pigeon Pea

DA-BAR/ PCARRD

3. Jatropha Research and Enterprise Development Project

CHED

4. Community Watershed RDE Program for Integrated Climate, Land, and Water Resources Management in Drought-Prone Areas

Department of Science and Technology (DOST)

5. Community-Based RDE Project on Biofuel Production, Processing, and Utilization Using Jatropha curcas

DOST-PCARRD/ Philippine National Oil Corporation (PNOC)

6. Adaptation Trials of Promising Sweet Sorghum for Biofuel Production under Cagayan Valley Environment

PCARRD/DOST

7. Aerobic Rice RDE Programme PLGU/DA-RFU/BASC 8. Harnessing the Potentials of Capacity Building

through Innovations in Learning and Partnership: Focus on Dryland and Biofuel Crops RDE in North Luzon

CHED/PASUC

CONCLUSIONS AND POLICY IMPLICATIONS

An integrated RDE framework for dryland and biofuel crops in Northern Philippines is enhanced mainly through-capacity building and strategic partnership;

A five-year RDE strategic and resource mobilization plan for dryland and biofuel crops in Regions I, II, and the Cordillera Autonomous Region (CAR) is an important component of the program to ensure a continuing support from partners and stakeholders;

Commitment and support from SUC Presidents, agency heads, policy makers, investors, and other partners are critical in optimizing the impact of integrated RDE for Dryland Agriculture.

Competing Papers 19

REFERENCES

Proceedings: Workshop on Developing an Integrated RDE Program for

Dryland and Biofuel Crops in Northern Philippines. April 1-3, 2008. Isabela State University, Echague, Isabela.

Proceedings: National Dryland Crops RDE Conference. April 17-18, 2008. Clark Special Economic Zone. Angeles City, Pampanga, Philippines.

Managing Research and Development in Higher Education Institution Through Collaboration: The Bukidnon State University Experience 1 Estela C. Itaas 2 and Joy M. Mirasol 3

ABSTRACT

This paper documents the experiences of Bukidnon State University (BSU) in its management of its Research and Development Unit (RDU). It presents the issues and challenges in developing and nurturing a research climate in the University, taking into consideration its flagship status as a Teacher Education Institution (TEI) of higher learning.

Managing the RDU requires hard work, determination,

and dedication to create an academic environment conducive to cooperation among students, faculty, and administrative staff. Its success will help raise the quality of education not only within the University but also for the Philippines as well. Focusing on higher education research and development helps us discover creative and innovative approaches to the challenges of higher education and develop a research culture in the University. Translating research output into the community necessitates greater collaboration among the colleges within the University and even its stakeholders outside.

BSU nurtures research and development with synergy

and unity within. When there is synergy and unity in the University, there is that driving force that catalyzes transformations and stimulates the faculty to improve and aim for higher levels of achievement.


State University, Banga, Aklan 2 Director for Extension, Bukidnon State University, Malaybalay City, Bukidnon 3 Director for Research, Bukidnon State University, Malaybalay City, Bukidnon

Competing Papers 21

The reputation and stature of an institution of higher learning are strongly determined by the quality of its research output. This is because governments now put a premium on encouraging their tertiary institutions to engage in meaningful, practical, and socially relevant researches. The paper thus emphasizes cooperation and collaboration among the various stakeholders in higher education, with the academe taking the lead.

INTRODUCTION Rationale

Teaching in higher education institutions (HEIs) is a profession that requires a faculty member an expert and has specialized skills acquired and maintained through rigorous and lifelong study and research. It calls for a sense of personal and institutional responsibility for the education and welfare of students and of the community-at-large; and for a commitment to high professional standards in teaching and research. The pursuit of new knowledge and its application lies at the heart of the mandate of such institutions of higher education. In HEIs where original research is required, higher education faculty maintains and develops knowledge of their respective areas of expertise through scholarship and improved pedagogical skills.

HEIs in the region are encouraged to conduct researches in academic areas in which they have the required competence and research facilities to enable them to compete with similar institutions in other regions of the country. The choice of research areas is guided by local, regional, national, and even international thrusts and priorities for development. Research is one of the four-fold functions of an institution of higher learning. This function should not be taken for granted, but be treated equally with instruction and extension. This has to be done for the sake of pushing forward the frontiers of knowledge for the benefit of people.

Collaborative research in HEIs is currently practiced and is the trend of the times. In many institutions like BSU, this is coordinated by a director of research. Collaboration is done among different colleges in the University, like the Colleges of Teacher Education, Arts and Sciences, Community Education and Industrial Technology, Business Administration and Information Technology, and the Graduate School. Despite the differences in thrusts and priorities, the collaboration also includes private and public institutions, non-


government organizations (NGOs), and local government units (LGUs) among others.

With everyday challenges in the teachers’ lives, the need for better collaboration is becoming more evident. Collaboration has been subject to various researches and development in order to analyze the effect of collaborative learning on the teachers’ productivity (Danic, et al., 2002). This important activity requires significant interaction skills, and can be a powerful motivator for people. People learn by networking with other people around them, and through sharing their knowledge and experiences. In the same manner, the faculty not only learns through regular classes, but also through interactions and discussions with each other. Learning is made practical and lifelong when based on actual investigation through the accomplishment of collaborative research. However, collaborative research is not meaningful unless published and disseminated.

The publication and dissemination of research results by HEI faculty are encouraged so that they can establish their researches’ credibility, while contributing to the advancement of science, technology, education, and culture. They need to publish the results of their researches through books, journals, and databases of their own choosing under their own names, provided they are the authors or co-authors of the published works.

The interplay of ideas and information among the faculties of HEIs throughout the world is vital to the healthy development of higher education and research and development. In the pursuit of higher knowledge, researchers are encouraged to participate in international gatherings on higher education or research; to travel abroad without political restrictions; and to use modern technology such as the Internet or video-conferencing. Moreover, Dela Pena (2009) emphasized that institutions worldwide realize that for organizations to be successful in collaborative researching, there is a great need to develop research culture among the administrators, faculty, and students, which stimulates, promotes, assists, and rewards those faculty members who take on the burdens of seeking and operating sponsored projects. Furthermore, fostering a research culture often means recognizing the continuum from basic to applied research and acknowledging that while some individuals pursue their own research agenda in a solitary fashion, others depend more on team effort. Team research, which requires collaboration, is encouraged in order to address various HEIs problems in the academe and in their multifarious fields.

Competing Papers 23

Hence, this study describes the experiences, issues, and challenges encountered by the directors of research at BSU in managing the RDU with patience, commitment, and dedication.

THE BSU RDU (REMINISCING PAST EXPERIENCES) From the 1980s up to the 1990s, research had a limited role at the then Bukidnon State College (BSC). Being a TEI, the college’s function focused more on instruction than on research and extension. No one at BSC ever produced a single scientific research then. Interviews with some teachers present at that period of time revealed that they had limited knowledge in the process of scientific research. While it was true that some faculty members did researches, most of studies were only library researches done just to enhance and supplement the researchers’ classroom lessons. Then BSC was able to establish its very own Research Unit. At that time, a faculty member was assigned as Research Officer (RO) on top of her official designation as Associate Dean of the School of Education. There was no formal description of the RO’s duties and responsibilities and there was no commensurate teaching load reduction. The college was not really compelled to formalize the Research Office because research then was not a priority. The office was not fully functional so it just disappeared naturally. Research, being one of the major functions of an HEI, had to be given importance, just like instruction. Hence, putting up a Research Unit became a necessity for all HEIs in the Philippines. Realizing the need of the college, this paper’s senior author took a study leave in the summer of 1990 for her to pursue a Doctor of Philosophy in Education major in Research and Evaluation degree at the University of the Philippines (UP) Diliman’s College of Education in Quezon City. The degree would have been of great help to BSC because the research function was neglected, probably due to the lack of qualified faculty members.

So this paper’s senior author applied for a scholarship at the University of the Philippines-Philippine Association for State Universities and Colleges (UP-PASUC). Dr. Teresita T. Tumapon, the then president of BSC approved a three-year grant for a study leave. The senior author’s position at BSC was reinstated in October 1994, in time for the Commission on Higher Education’s (CHED) thrust for research in HEIs.


IGNITING A CULTURE OF RESEARCH AT BSC Accepting a designation as BSC Director of Research was not an easy

and ordinary task. It was a very demanding and challenging work to put up an RDU and had it functional. It necessitated initiative, commitment, knowledge, and skills on research. The faculty had to be encouraged not only to focus on instruction but also on research. Research-related activities like capability-building in the form of trainings, seminars and workshops, symposia, lecture series, and fora had to be done one after the other. As Director, the senior author had to start small and nurtured these activities in order for the faculty members could develop their interest for research. It was difficult to believe and imagine that being a teacher in an educational institution, funding was hardly available at that time. In addition, all faculty members were unhappy to conduct research over and above their full teaching loads. A few of them who conducted research on their own were driven because of their interests.

For greater involvement, collaboration or partnership among faculty

members of the different schools (i.e., the Schools of Education, Arts and Sciences, Business Administration and Information Technology, and Graduate Education) within the college was necessary. The senior author had suggested to the college president that the former needed the support of research coordinators as the director’s support group at the research office. The president had agreed to the suggestion, thus she framed the criteria for the selection of the research coordinators. All deans were given nomination forms to nominate research coordinators from their respective schools, provided each nominee had interest in research.

In 1995, College President Dr. Tumapon was able to secure from the Philippine Congress’ General Appropriations Act (GAA) in a budget hearing a research funding pool amounting to Php50,000.00. For more than a year this amount was not spent. Dr. Tumapon called the Director of Research that it had to be spent or else that seed money would have reverted to the National Treasury. That idea prompted the Director to disseminate the information to all the faculty members.

Strategic planning had to be done with the faculty in order to utilize that seed money. There was a thorough discussion that involved linking the research activities with the vision, mission, and objectives of the college between the director and the coordinators on how to spend that seed money. A collaborative effort among the school coordinators was necessary. Researches under the faculty members could not have been fully realized without this funding. It was not easy to spend the seed money because there were no pre-established specific guidelines yet. These guidelines had to be

Competing Papers 25

formulated first, thus were presented during a board meeting. Fortunately, the board approved them. Despite the faculty members’ hesitation to conduct these researches, the seed money was utilized as honorarium for them. The funding was released in two successive releases. The first release was upon the submission of the revised and corrected proposals after the researcher had complied with the suggestions of a panel of evaluators. The second was given upon the submission of the finished research manuscript in triplicate, bound copies.

Researchers presented their research proposals through an in-house

review with an invited panel of experts/evaluators/reactors from different institutions. They offered suggestions for improvement of the proposals. After a two-week allowance to improve on the write-up, the researchers then submitted their manuscripts to the office of the research director. The director, together with the research coordinators, thoroughly examined the proposals. The director then endorsed these proposals for funding to the Office of the President. The funding allotted to the proposals was very minimal; proposals were only granted varying amounts that range from Php5,000.00 to Php6,000.00, depending on their scope.

At the beginning, many of the research proposals were focused on the

teaching-learning activities such as looking into the performance of students, classroom discourses, case studies of faculty members dealing with challenging students, and other classroom related activities, as the college was TEI. For the first time ever, the researchers were happy that they received this honorarium for their simple but meaningful researches. Because there were only few researchers from the college, the director felt the need for a capability-building training on research for the faculty. Naturally, the RDU, through the director’s initiative, conceptualized and submitted a training design to the Office of the President.

RESEARCH CAPABILITY-BUILDING AT BSC

BSC has fostered interest in conducting researches among its faculty and students through a series of capability-building. This idea originated from the discussions during one of the meetings with the research coordinators. A training design was developed by the Research Director and was submitted to the President since the RDU was directly under the Office of the President. Research experts from neighboring state universities and colleges (SUCs), LGUs, and other research institutions were invited so that there would be collaboration about the research thrusts and priorities for educational researches to be undertaken by the college. The national and regional research thrusts were the overarching themes.


The research coordinators met with the President and presented the concept and framework for the research capability-building project. Hence, needs assessment regarding the priority topics of the faculty was conducted. The needs assessment was done using a questionnaire and was given to 50 faculty member-respondents from the different schools of the college (i.e., the Schools of Arts and Sciences, Education, Business Administration and Information Technology, Community Education and Industrial Technology, Nursing, Law, and Graduate Studies). The questionnaire was also used as a guide during the interviews to validate the answers of the faculty. The sampled faculty members were made to rank their priority topics for the capability-building training-workshop. The data were gathered by the research coordinators and collated by the research director to ensure consistency of approach. Comprehensive notes from the interviews became the primary basis for the choice of topics for the research capability-building project. Results showed that faculty respondents indicated their need for training in all the topics given in the checklist. The research capability-building started with the basic ones, starting with identifying the problem, the how-tos of writing the introduction, conducting the review of related literature, writing the conceptual framework, writing the research design, formulating the sampling procedures, and conducting data analysis and interpretation.

Strategies for establishing effective educational research cultures are

well recognized by all institutions but their capability to achieve this goal is differentially distributed. Respondents in this study commonly discussed the need for research seminars by both faculty and students; of acquiring financial resources to support travel to conferences; of the provision of good physical amenities such as computers and rooms for study; of incentives in the form of scholarships for the faculty; for effective mentoring of junior faculty members by the senior ones; of setting opportunities to critique students' work; and to publish research. These and other strategies are hardly innovative but they do require funding and strong commitment from the faculty to make it happen (Volkwein, 1999).

In each of these cases, there were a critical number of faculty

members who worked collaboratively for the benefit of their students and communities. Elsewhere, the commitment was usually strong; but competing for resources was fierce in BSC’s enrolment-driven economy. The college has established a strong culture of research for its faculty and students. However, it would take a few more years for the benefits of this work to come to fruition.

Most faculty member-respondents sampled did not have adequate

resources to meet their goals. It was difficult for them to establish an appropriate learning environment, especially when it was not easy to recruit

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and retain capable faculty members in research. Again, the institution wanted to expand in this area, but was hampered by financial constraints. Research output from the school tended to match the history of the school. Not surprisingly, the traditional universities were the leaders in international publications, in securing research contracts and developing partnerships with other institutions, which would supplement their research strengths. There was resentment among some of the then emerging players about how research contracts were typically won and there was a plea from these players for funding bodies’ greater consideration.

The conversion of BSC into a university posed a greater research challenge. Everyone knew that research distinguishes a college from a university. Professors in a university teach the subjects by specialization and they must express their expertise through research studies. Teaching becomes more complete and meaningful when done through research. Each faculty member of a university is propelled to conduct research because of the challenge of the so-called “publish or perish” mantra in the academe. Managing faculty members with diverse perspectives on research tends to be difficult but later turns out to be successful due to the continuation of the partnership and collaboration process.

MANAGEMENT: AN IMPORTANT QUALIFICATION TO SUCCESS IN THE RDU

Research Management success was gained through the accomplishment of the university’s mission in attaining its research goals. Accomplishing the objectives alone was not sufficient for an academic institution to attain success. Success required both effectiveness and efficiency in managing the research unit. The director of research accomplished effectively the research goals and objectives in collaboration with research coordinators from the different colleges. Efficiency described the relationship between the amount of resources used (input) and the extent to which objectives were accomplished. There was a need for an innovative and creative model in enticing the BSU faculty to conduct research. This required the use of an appropriate management model. The model represented the real scenario of the development and enhancement of BSU’s research culture. It was indeed a painstaking task to undertake, especially that not so many faculty members were used to conducting researches. The director needed the full support of all the colleges’ coordinators in performing the different functions.

Planning the set-up of the RDU had to be done with the coordinators

and the administration. The director of research was responsible for providing the research leadership. Everyone expected the director to lead the RDU,


with the cooperation of the coordinators. Managing effectively and efficiently the research unit of the university, and creating an environment conducive to intellectual research growth had to be done. Faculty members and students had to be motivated in order to appreciate the HEI’s research function. Part of the planning was the identification of the director’s duties and responsibilities. Promoting and facilitating cutting-edge research, including collaborative and interdisciplinary research, in areas related to the goals of the University were the duties addressed by the director. Leading strategic planning for the research unit to ensure that the unit’s objectives were aligned with the University’s strategic plan objectives had also been done.

Organizing the Research Council of the college was necessary. It was crucial for key persons in every college to oversee the proper discharge of administrative duties of the research unit. Necessary complements, like budget and operations management pertaining to the research function needed to be in place. The research functions of each college were arranged with its research coordinator. Coordination, control of tasks, and the flow of information were present within each college. Though progress in conducting researches had been snail-paced, faculty members were gradually equipped with research skills. At present, undertaking research is a requirement for all faculty members as it is an integrated part of their career promotions. Despite the financial constraints of the University, particularly in putting up the structure of the RDU, staffing was established. This was done by designating faculty researchers as research council members. There was a dynamic composition of the research staff, with research council members regularly changing hands to take turns in performing research functions. Aside from the important criterion (i.e., the actual conduct of research), they should also be willing to work beyond office hours without remuneration. Service beyond the call of duty was a top priority since it was not possible to recruit and hire people for the research unit because of the lack of funds. To enhance the staff members’ research skills, they were trained through a series of capability-building activities.

Building and providing sufficient support for a community of innovative

researchers to enhance their research capacity and to increase internal and external research opportunities for faculty members and graduate students were encouraged. Multi-tasking was evident in the research unit because the research council members, including the director of research had to do other academic functions, not only instruction, research, and extension but even doing clerical functions in the office, running errands, and even

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rendering janitorial services due to the lack of a full time staff in the research unit. Directing the members of the research council was done by developing their research skills and practices through group dynamics. This was done in order to develop and enhance the members’ research capability to accomplish the University’s mission and objectives while simultaneously helping them accomplish their own research objectives. The research council members had to take the initiative in conducting research in their fields of specialization. As members of the council, they were the role models in their respective colleges. This was realized through the collaborative effort, not only of the research council members but also of the rest of the University’s faculty members. It was a challenging task on the research council’s part to encourage other faculty members to undertake research. Varied reactions had surfaced, but with patience and perseverance, the objective of putting up a fully functional research unit was established.

Controlling was a four-step process in establishing a research

performance standards based on BSU’s objectives: measuring and reporting actual performance, comparing the two, and taking corrective or preventive actions as necessary. Each of these functions involved creative problem solving. Creative problem solving was broader than problem-finding, choice–making, or decision-making. It extended from the analysis of the environment within, which the University functioned to evaluate the outcomes from the alternatives implemented (Owens, 2001).

In addition, most organizations understood that leadership and

management were critical success factors in managing the RDU. However, they were also often the areas that needed improvement. Fortunately, leadership and management could be developed through a blended approach, using Collaborative Research Group (CRG). Products and the expertise of the CRG’s network of independent consultants could be enlisted. The process often began with a strategic exploration, evolving into a developmental effort, and then resulting in an ongoing cycle of improvement.

CHED has been actively engaged in capability-building activities. In its

terminal report, CHED (2009) reported a total of 4,000 faculty members trained all over the country on research and scientific writing, which roughly translates into two faculty members trained for every HEI in the last five years. Research, in general, was a largely neglected function in Philippine higher education, a generalized situation true to all countries confronted with scarce resources in higher education. In almost all instances, such countries


devoted almost all resources in making instruction produce competent and able graduates (Padua, 2010).

ISSUES AND CHALLENGES MET IN MANAGING THE RESEARCH UNIT One of the most pressing issues met in managing the Research and Development Unit in the academe was the financial support. Managing the said unit for more than 12 long years has provided the people behind the unit with mixed feelings and emotions. Funding started with an amount of P 50,000.00 for BSC. At first, the then college did not know what to do with the fund. Before this amount would have returned to the National Treasury, it had to be used. This money was then used to initially fund the studies of five courageous faculty researchers, that was the beginning of the actual scientific research culture at the then BSC.

An increase in budget has since occurred at the University. It took the BSU almost four years to have that unchanging budget of P50,000.00 increased gradually. It was a challenge on the part of the director and researchers to continue their pursuit of research with that amount of budget on hand.

The approval of the research manual of operations by the Board of Regents (BOR) in 2008 was an institutional mechanism put in place to increase budgetary allocation for research, researchers’ incentives and honoraria, and specific research policies.

Research thrusts and priorities in the University were clearly defined. These served as guide in the research implementations. Then in 2009, the University President approved of the five percent allocation of the University’s total income to research and extension. If there were fundable proposals from the faculty, financial support had become a priority of the University. Capability-building had been done in the past, but issues on the sustainability of the trainings prevailed. In order to sustain this research culture and quality of researches, a consultant was hired. The Research Director together with the research consultant had planned the capability development through trainings for the identified 30 researchers; thus, a research group was formed. Among the identified trainings were on confirmatory and exploratory data analyses, data-mining, and theory development. The consultant has been meeting with the Research Group composed of the Research Council members, deans, directors, and other invited and interested researchers. The Research Group has been guided by the National Higher Education Research Agenda, as well as the institution’s own agenda. Research

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proposals have been written by the research group with the guidance of the consultant.

Linkages and networking with other agencies and funding institutions have been established in the University. Stakeholders have been happy because the younger generation of faculty researchers has been participating in the making of the research proposals. Some of the proposals have been accepted for funding from national government agencies. The stakeholders have also been pleased that the research capability-building trainings conducted have borne into fruition. These activities would not have been made possible if not for the institutional support. The university has given support in terms of the facilities and materials, aside from the honorarium for the researchers. As long as the researchers inform the Research Director and the Vice President for Research, Extension, and External Relations their needs will be addressed. Proof of this is the monetary incentive for paper presentations. From 2009, research presenters in the national and international levels have been given financial incentives, which further provided impetus for the researchers. From 2004 to 2006, results of trainings showed constancy in the number of researchers. This number even went down in 2007. This status was quite alarming. That was the reason why there really had a need to hire a research consultant, as well as in order to sustain the interest of the faculty in research. At present, about 48 percent of the faculty members are conducting researches. In addition, faculty members are encouraged to conduct collaborative researches that follow a good component model that includes senior, junior, and novice researchers.

Another great challenge in this endeavor was to be more proactive in mobilizing knowledge to directly contribute to productivity by re-orienting university-based research and development towards systematic and purposive utilization of research outputs to generate employment and support poverty reduction. This is in line with the national goal included in the Medium Term Development Goals. Research outputs should not only be kept on shelves to gather dust. These outputs should be disseminated and utilized to enhance teaching and learning processes.

BSU practices an institutional in-house dissemination at least twice a

year. Among the regional and national disseminations, partner agencies and stakeholders serve as venues for these activities. At the international level, researchers are shared among countries such as South Africa, India, Japan, Thailand, and Korea and among several international conferences here in the Philippines like the Local Government Academy (LGA), Environmental Education Network Program (EENP), Asia Pacific Conference for Higher


Education Research (APCHER), International Conference for Higher Education Research (ICHER), and Philippine Association for Institutional Research (PAIR). Through the years, a number of faculty members have shown interest in doing research. In order for the University to help these interested faculty members who could not do research due to lack of research skills, a creative approach was done. There was mentoring of novice researchers with the senior researchers. Research collaboration where novice and seasoned researchers were grouped together was done in order to promote and develop the faculty in conducting research. Since not everyone was comfortable working with one another, those who were interested to work with colleagues were encouraged to submit research proposals and to ultimately work harmoniously with the others by contributing in specific areas of the research. Attitude was another challenge in this endeavor. HEI faculty members are given full time regular teaching loads of 18 units every semester. At the same time, they do research over and above their regular teaching loads. Despite the bulk of work for the instruction function, they still have to conduct research and extension to equally perform the trilogy of functions of any HEI. Flexibility in the college is maximized to cater to the multifarious tasks in the academe.

The manifestations of research-oriented attitudes among faculty researchers include having the basic scientific and technical knowledge and way of thinking. They possess common traits like most of them are well – read and have a tremendous amount of curiosity about the world around them. They are thorough and highly detail oriented. They are persistent; if information exists on a prospect, they will find it (Dela Pena, 2009).

Research capability is stronger in those institutions which have

established research centers. In general, the challenge to all institutions is similar: to establish a critical mass of well qualified academic personnel in education that can generate a research culture where staff and graduate students can work collaboratively. At present, this study reveals a hierarchy of capacity, which places the larger institutions in a much advantaged situation.

The problem of many researchers BSU is the stringent referencing

system of journals. With the accreditation of Research Journal at CHED, the University is greatly challenged to tailor the journal publication to the standards of CHED. This is critical so that universities produce quality research articles; these are researches with impact indicators.

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PAINS AND GAINS IN MANAGING THE RESEARCH AND DEVELOPMENT UNIT In the past, the very limited funding of the college allotted to research gave problems to the Director and researchers. Then research was given importance. Rejection of requests for timely release and travels to conduct research likewise demoralized the researchers. Progress reports were insufficient and not convincing because moral and financial supports were lacking. The Director’s job was very difficult. There was then a very slow response from the faculty due to lack of motivation and support. Rejection of papers in conferences both national and international has been another painful experience. However, improving and enhancing research papers continue to be a challenge that each researcher has to experience. Despite the pains, there were also gains acquired by the researchers, who had strong determination, courage, and enthusiasm. New knowledge produced and shared with students, colleagues, and stakeholders boosted the morale of faculty researchers. In addition, in the NBC 461 Evaluation, research is one of the criteria. Those who were able to produce and publish research were able to get points for their respective promotions. The faculty’s pursuit in research has finally paid off. Presentation of papers here and abroad has always been an experience because it has been helping researchers to be more self-confident and prouder of their work. Moreover, it has always brought honor to the University.

POLICY IMPLICATIONS

1. The administrative support towards research collaboration among faculty members and partners provides a conducive environment that assures greater involvement among university researchers and partners.

2. Sustained collaboration among faculty members’ and partners’ capability development is important in ensuring research advancement at university.

3. Programs supporting research collaboration among universities and other institutions increase research output and promote productive camaraderie among researchers.

CONCLUSIONS

1. Collaboration develops research culture among administrators, faculty members, students, and partners, which promotes a university research climate.


2. Collaboration among faculty members and partners creates and enhances a productive research environment at university.

3. Mentoring among senior researchers and junior and novice researchers helps the latter pair to develop research skills, making them confident in doing research.

4. Administrative support to research programs develops research skills and competence of faculty members.

POLICY RECOMMENDATIONS 1. Sustain or if possible increase to 10 percent from the total income of the

university the allotted budget for research every year; 2. Strengthen the incentive scheme of and support mechanisms to faculty

researchers, particularly those whose papers are accepted for national and international conferences;

3. Associate Professors and Professorial ranks faculties should mentor the novice and junior researchers at university in the pursuit of scholarly research;

4. Faculty members who are included in the university research group should collaborate with stakeholders in their areas of interest and produce research output at least once a year;

5. Proper monitoring and evaluation scheme, such as devising research impact indicators and utilization should be institutionalized; and

6. Utilize other institutional research incentive initiatives such as research overload incentives or even de-loading to encourage more faculty members to do research.

REFERENCES

Danic, M. et al. (2002) Introducing communication and collaboration model: Toward new students’ collaboration model, University of Zagreb, Pavlinska 2, 42000 Varazdin, Croatia.

Delaney, A. M . (1996). "The role of institutional research in higher education: Enabling researchers to meet new challenges." Paper presented at the 36th annual forum of the Association for Institutional Research, Albuquerque, NM, May 5 - 8, 1996. ERIC Document Reproduction Service, ED 397752.

Dela Pena, T. (2009). Enhancing the Research Culture Among HEIs, a Primer. Hanson, G. R., and Denzine, G. M. (2000). "Student affairs research: The work

we do." In Collaboration Between Student Affairs and Institutional Researchers to Improve Institutional Effectiveness, (James W. Pickering). San Francisco: Jossey-Bass.

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Harrington, C. F., and Chen, H. (1995). "The Characteristics, Roles, and Functions of Institutional Research Professionals in the Southern Association for Institutional Research." Paper presented at the 35th annual forum of the Association for Institutional Research, Boston, May 28 - 31, 1995. ERIC Document Reproduction Service, ED 386136.

Harrington, C, Knight, W, and Cristie, R. (1994). "An Examination of the Institutional Research Functions and Structures in Georgia Higher Education." Paper presented at the 34th annual forum of the Association for Institutional Research, May 29 - June 1, 1994. ERIC Document Reproduction Service, ED 372722.

Middaugh, M.; Trusheim, D. W.; and Bauer, Karen W. 1994. Strategies for the practice of institutional research: Concepts, resources, and applications. Tallahassee, FL: Association for Institutional Research.

Owens, R. G. 2001. Organizational behavior in education. Boston: Allyn and Bacon.

Saupe, J. L. 1990. The functions of institutional research, 2nd edition. Tallahassee, FL: Association for Institutional Research.

Seybert, J. A. 1991. "The role of institutional research in college management." School Organization 11 (2):231 - 239.

Volkwein, J. F. 1999. "The four faces of institutional research." In what is institutional research all about: A critical and comprehensive assessment of the profession, ed. J. Fredericks Volkwein. San Francisco: Jossey-Bass.

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Managing an Externally Funded Research Project for Technology Production on the Culture of “Tikod Amo” Oyster Species for Sustainable Development: An Experience of an Overloaded Instructor from A State University and College (SUC) Institution 1 Gemma A. Asufre 2

ABSTRACT

The very meager funds for research activities from SUCs encourage faculty members to source out external funding. Preparation and presentation of a research proposal for a competitive grant to avail oneself of funds from outside sources require extensive time and effort. These considerations are inflated with the probability of facing more issues and concerns during a research project’s implementation when funds are granted. Consequently, many faculty members in an academe regard research endeavor as burden that is difficult to undertake. Some of the faculty members are inclined to undertake research activities with less significance that require less time to accommodate their busy schedule and to complement the commitment of research engagement; the endeavor, just adding to an archive of irrelevant and useless researches.

This paper presents how the development of a workable

schedule, the creation of ownership and control systems work in the management of an externally funded research project. It also introduces a way schedules are developed, implemented, and managed to deliver a successful research project outcome. This study presents the success story of an overloaded instructor managing an externally funded research project for the generation of technology on the culture of “tikod amo” to


State University, Banga, Aklan 2 Assistant Professor I and Assistant Research Head, Surigao Del Sur State University, Tagbina Campus,

Surigao Del Sur

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augment the livelihood of shellfish gleaners and mitigate the depletion of this oyster species in Lianga Bay, Surigao del Sur, CARAGA Region, Philippines. The documentation aims to share the experiences with other researchers as a guide to: packaging research proposals to solicit external funds; managing the implementation of the project even with limited and conflicting time; and how some management decisions affected and mitigated some issues and concerns.

Moreover, the application of the Developed Effective

Schedule (DES) and creation of Ownership and Control Systems had positive outcomes to the research project that further strengthened the working relationship among the members of the project’s team while maintaining positive attitude, especially under pressure.

It is recommended that these strategies could be

applied to the same situations with some precautionary measures. Formulation of policies in the part of implementing and funding agencies should be considered to help the researcher implement project.

RATIONALE

Research intervention is one of the Four-Fold Thrusts of SUCs that each faculty member should consider. Research activities entail money, time, and effort, which are critical in the success of every research endeavor. In an academic institution under SUCs, funds for research are very meager that this situation encourages faculty members to source out external funding. Preparation and presentation of a research proposal for a competitive grant to avail oneself of funds from outside sources require an extensive time and effort. These considerations are inflated with the probability of facing more issues and concerns during the research project’s implementation when funds are granted. Consequently, many faculty members in an academe regard research endeavor as burden that is difficult to undertake. Some of the faculty members are inclined to undertake research activities with less significance that requires less time to accommodate their busy schedule and to complement the commitment of research engagement; the endeavor, just adding to an archive of irrelevant and useless researches.


Providing effective strategies in mitigating such problems is imperative in order to guide researchers not only in academic institutions but also in other research institutions and agencies that have researchable areas of concern significant for improvement and sustainable development. This paper presents how the development of a workable schedule, the creation of ownership and control systems work in the management of an externally funded research project. It also introduces a way schedules are developed, implemented, and managed to deliver a successful research project outcome. This study presents the success story of an overloaded instructor managing an externally funded research project for the generation of technology on the culture of “tikod amo” to augment the livelihood of shellfish gleaners and mitigate the depletion of this oyster species in Lianga Bay, Surigao del Sur, CARAGA Region, Philippines. The documentation aims to share the experiences with other researchers as a guide to: packaging research proposals to solicit external funds; managing the implementation of the project even with limited and conflicting time; and how some management decisions affected and mitigated some issues and concerns.

OBJECTIVE OF THE STUDY

The main objective of the study is to impart the experience and success stories of an overloaded instructor in securing external research funds and managing the research implementation with limited and conflicting time; and to show how some management decisions affected and mitigated some issues and concerns for technology production and sustainable development.

METHODOLOGY

The methods employed in this project were devised from the actual experiences of the research project leader in overall packaging of the project, from proposal preparation to implementation of research activities. Crucial steps and considerations were critically chosen and applied for a specific action in ladder-like successive activities. Project Background The management experience being implemented was applied to the preliminary study of “tikod amo” on its potential as an oyster culture species. This was a two-year project, the major objective of which was to generate culture technology of an economically and environmentally important oyster

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species in CARAGA known for its local name “tikod amo”. The project was funded by the Department of Agriculture-Bureau of Agricultural Research (DA-BAR) with equity from the implementing agency, Surigao del Sur Polytechnic State College-Tagbina Campus (SSPSC-TC), and the collaboration of the Department of Agriculture-CARAGA Integrated Agricultural Research Center (DA-CARIARC) and the CARAGA Fishery Research and Development Center (CFRDC) of this basic research project. The Project was implemented in the Coastal Water of Barobo in Lianga Bay, Surigao del Sur. Management Practice The Development of Effective Schedule (DES), the creation of ownership, and the control system were undertaken in the actual management process of the research project. These management strategies were employed in the entire project’s cycle from proposal preparation, sourcing of external funds, implementation, monitoring, and evaluation. The activities were comprised of the following steps: 1. Networking and External Linkages

Networking and external linkages play a vital role in the preparation of research proposal. The Institute affiliated first with the Regional Research Development Network (RRDEN) and later linked with other research agencies to work hand-in-hand to achieve the Institute’s vision and mission. RRDEN conducted trainings and seminar-workshops on the preparation of proposals that were useful to the priority agenda of the Region in contribution to science and technology (S&T) production and sustainable development. Hence, accessibility to DA-BAR as funding agency was made possible through networking and linkages.

2. DES for Concept and Proposal Development

The DES management practice was carefully set and planned based on the actual subject load schedule of the instructors conducting the research processes. The development of the project schedule was done to accommodate the phases of the research project activities such as: (1) choosing the concept to be developed; and (2) proposal writing after the concept had been evaluated and approved by the Research Evaluation Committee organized by the academe. These were done after the project team was properly formed and after the members had much understanding of the overall project, its risks, and their working environment. The schedule developed was also based on the target schedule of activities of the project as stipulated in the Detailed Research


Proposal submitted to the target-funding agency. The schedule was incorporated as part of the contract that all team members would regard as their own, and that it could not be easily changed since alternatives were already integrated in it. In choosing the concept, the proponents considered the following criteria set by the academe’s Local Research Evaluation Committee:

25% - significance of the study (contribution to S&T production and sustainable development) 25% - capacity of the researchers to conduct the project 25% - capability of the institution in terms of facilities and equipment availability 25% - Priority Agenda of the Funding Agency, Region, Province and Institution

3. DES for Packaging the Proposal for Research Grant Application to DA-BAR

After working on the corrections and suggestions, the proposal was submitted back to the RRDEN Pool of Experts for recommendation before it was submitted to DA-BAR. The application and approval process for agriculture and fisheries research, development, and extension (RDE) proposals is specified in DA-BAR’s Competitive Research Grant Manual (CRGM). The entire process was made possible following the DES) (see Table 1).

Table 1. DES for Packaging the Proposal for the grant from the DA-BAR

Day Time Activities Conducted Monday to Friday 8:00 A.M.-12:00 NN

1:00 P.M.-5:00 P.M. Conducted classes and other class-related activities.

Monday to Sunday 8:00 P.M.-12:00 Midnight Worked on the corrections of the detailed proposals Saturday 8:00 A.M.-12:00 NN

1:00 P.M.-5:00 P.M. Sunday 1:00 P.M.–5:00 P.M.

4. DES and the Creation of Ownership and Control Systems for the

Implementation of the Project’s Activities with External Linkages and Support Systems

The third phase of DES was done after the pre-implementation meeting set by the DA-BAR for the fine-tuning of the project, following the approved Workplan Schedule set in the proposal. The fulfillment of all the

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activities was scheduled during weekends and off school hours to avoid conflict on the schedule of the Project Leader and other team members devoted to instruction and related works. Reminding the team members on the sense of ownership of the developed schedule from time to time and feedback were regularly done to avoid delays. The sense of ownership of the project, control system, and support services from the other member agencies of the regional research network motivated the Project Leader and team members to work in accordance with the work plan schedule. These entities also served as guides to find ways and means to continue the activities of the project even when there were delays in fund releases from the implementing agency.

DISCUSSION AND INTERPRETATION

Reasons for Management Decisions/Actions The Research Manager decided to undertake DES and the creation of ownership and control systems to resolve the conflicting schedules of the Project Manager against those of the full-time instructors-team members of the implementing agency, SSPSC-Tagbina Campus. The creation of ownership and control system was carried out to mitigate the problems such as delayed fund releases, the lack of support from the implementing agency’s administration, and other difficulties encountered. These challenges served as motivating factors and driving forces for the research team to work hard for the success of the research project. Consequences of Management Decisions/Actions The management decisions and actions applied to mitigate the issues and concerns of the project have the following results:

A. The accomplishments of the specific objectives are as follows: 1. Determine the socio-economic profile of “tikod amo” gatherers and

market landing of “tikod amo” at Lianga Bay (90% of the work was already accomplishment);

2. Determine the anatomical and other biological features of the two main species of “tikod amo” along Barobo coastal waters, Lianga bay (50% accomplishment);


3. Determine the spatial and temporal distributions of plankton communities where “tikod amo” grows in Lianga Bay (90% accomplishment);

4. Determine the spatial and temporal physico-chemical parameters of the coastal waters where “tikod amo” grows in Lianga Bay (90% accomplishment);

5. Determine the spatfall (spawning season) of “tikod amo” at Lianga Bay (100% accomplishment);

6. Determine the monthly rainfall patterns and weather conditions of Barobo coastal waters, Lianga Bay ( 90% accomplishment);

7. Compare the density of spats collected using different substrate materials (100% accomplished);

8. Correlate the availability of spats with the rainfall, salinity, and weather conditions of Barobo coastal waters, Lianga bay (80% accomplishment);

9. Determine the shell growth increment per month of identified “tikod amo” species (50% accomplishment);

10. Determine the survival rate of “tikod amo” from transplanting to harvesting (50% accomplishment); and

11. Determine the yields of “tikod amo” using different culture systems and methods.

The last two objectives will be accomplished after the harvesting period of “tikod amo” scheduled on August 2010. The application of the management decisions not only lessened the conflicting schedules among the instructors-in-charge of the project’s implementation, but also lessened the tension and conflict between the Project Leader and the SSPSC-TC administration.

B. Other Relevant Observation from the “Tikod Amo” Project

There were five different colors of “tikod amo” species observed: white, pink, red, yellow, and orange.

This observation may be considered as a gap of information for this oyster species that could possibly be developed into a good research project.

Economic and Ecological Impact The results of the study will help develop not only in the taxonomy of the oyster but will help establish proof that “tikod amo” species can be cultured using specific methods and systems and that the species can be used as a source of revenue for shellfish gleaners not only in the municipality

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of Barobo but perhaps in the whole country as well. Consequently, the study may also help in the rehabilitation of some environmental capabilities of the marine waters that affect the marine ecosystem. In addition, this study supports the national and international objectives of addressing poverty by providing communities with sustainable livelihood that helps them support their families’ basic needs. It also helps strengthen the wise utilization of coastal and marine resources for sustainable area development and complement the municipality’s existing Coastal Resource Management Plan and of the entire country in general. Social Impact The people in the community where the Research Project was located responded positively. The indicator showed that even if the project has not been through yet and the technology is not available yet, there were evidences that some fish pen owners in response to the observed encouraging results already adopted growing cultures of ”tikod amo” during the fifth month of the grow-out culture activity of the ”tikod amo” project. Implications of the Management Decisions/Actions The implications of the consequences of the management decisions/strategies affected and will still affect the entire implementation of the project until all the objectives of the R&D project have been attained. These strategies influenced the decision-making of fellow research managers and other research organizations that even in the worst time of the project’s phase, giving-up was not the solution but showing good attitude under pressure was. These also influenced the concerned policy-making body to formulate provisions and policies that helped research managers who had experienced these kinds of pressures.

CONCLUSIONS AND RECOMMENDATIONS

The application of DES and the creation of ownership and control system are effective tools for the busy researchers; however, strict compliance and good attitude are very important considerations. Good attitude is very hard to establish, especially under pressure but the sense of ownership motivates the Research Manager to bring out the best not only in the project but also in those concerned parties.


It is recommended that these strategies be applied to the same situations with some precautionary measures. Formulation of policies in the part of the implementing and funding agencies should be done to help the researchers conducting the project.

REFERENCES

Bass, B., M (1985). Leadership and Performance Beyond Expectation. New York, Macmillan.

Cleland, D.I. (1999). Project Management: Strategic Design and Implementation 3rd Edition. New York, McGraw-Hill.

Department of Agriculture-Bureau of Agricultural Research. (2005). Competitive Research Grants Manual.

Pollak, J. (2007). The changing paradigms of project management. International Journal of Project Management 25, 266-274.

www.mosaicprojects.com.au/Resources.html.

Student and Teacher Partnership in the Study of the Tiger Grass Industry in Marigondon Norte, San Andres, Romblon: Lessons for Novice Researchers 1 Eddie G. Fetalvero 2 and Tomas T. Faminial 3

ABSTRACT

This paper documents the authors’ struggle as novice researchers, who although armed with high energy and spirit, almost lost heart to finish the project because of some issues they had to address and which, they had learned of only during the actual research experience.

Research is one of the mandated functions of state

universities and colleges (SUCs). With this, university faculty members have had to juggle their time across instruction, extension, production, and research. In the newly-converted Romblon State University (RSU), research efforts were only ignited a few years ago when a series of research capability-building activities was regularly conducted and the research, development, and extension (RDE) unit was fully strengthened. As novice faculty researchers, their energy to do research was high and research ideas spontaneously flowed as if the world were a big puzzle for them to solve. However, when they had availed themselves of funds for a research project about the tiger grass industry, problems surfaced that challenged their capacity.

A study entitled The Profile of the Tiger Grass Industry in

Marigondon Norte, San Andres, Romblon, financed by the Department of Trade and Industry (DTI) and RSU, was the first externally funded and thoroughly documented research output of the College of Business and Accountancy. The project proposal was approved and funds were made available as early as February 2009 but implementation was delayed


State University, Banga, Aklan 2 Research Coordinator, Romblon State University, Odiongan, Romblon 3 Extension Coordinator, Romblon State University, Odiongan, Romblon


because the University had no clear-cut written guidelines for the release of research funds. This caused the researchers a lot of anxiety because this was their first approved research project and they needed to deliver.

So, the researchers initiated a strategy to proceed with

the study even if financial help was unavailable. The major problem they identified was the need for enumerators and interviewers, since data gathering activity consumed the bulk of the funds. They came up with a vision of making Marigondon Norte as the soft broom capital in the province of Romblon and shared this with their class. Four students who were residents of the town expressed willingness to volunteer their time, effort, and even their own money for the project. During the researchers’ and students’ common vacant hours, the former oriented and trained the latter on how to use questionnaires for interviews and how to record responses. By Christmas vacation of 2009, they had been immersed in the remote, mountainous, and far-flung community of Marigondon Norte for one week.

By February of this year, their findings had already been

presented to the provincial offices of DTI and the Department of Science and Technology (DOST). From the findings of the project, programs will be launched this year by DTI and DOST to help the tiger grass industry in Marigondon Norte maximize its production and market potentials through cooperative formation and product development and improvement. With the project already completed and presented, the funds intended for the study were finally released.

Given their research experience, the researchers can say

with confidence that vision and initiative are two important qualities in order for researchers not to lose heart when things do not happen as expected. Faculty researchers of SUCs are also reminded by the researchers’ experience that when other support factors fail, researchers have their students as available resources to keep former’s energy up. Let researchers share with their students the former’s vision and encourage the latter to see things the way researchers do and work together as partners. Come to think of it, how can subjects teach students better about community development than letting the students live with the people? One of the student volunteers left this very challenging message: “My involvement in the study enabled me to see the real face of poverty – poverty in different forms

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and shapes. It just saddened me to realize that I could do nothing more but listen and record what these tiger grass farmers had to say. I pray that help will come to them soon.”

RATIONALE

In a tertiary academic institution like RSU, whose research and development (R&D) unit has just come to life because of its series of capability-building activities, research is one function feared and shunned by the large majority of the faculty. Research sounded like a high-hat word for them, a misconception worsened by the frozen concept held by most senior faculty members, whose minds have been acculturated by fossilized and hackneyed practices. Such was the research culture that impressed upon in the university when the researchers were hired as instructors few years ago. The institution’s experts were out of the loop for decades and they already sounded irrelevant. While the researchers were aware that their functions as SUC faculty members included research, extension, and production, and while they knew that there were no faculty researches conducted, they wondered how the senior faculty rose from the ranks. Their personal review of the instrument used in evaluating faculty performance showed that the scale for research was flawed. Instead of assessing research outputs, what was evaluated was the research potential of the faculty members. Thus, majority of the faculty got the highest points using the scale, because virtually, everybody had potential. In the eyes of a junior faculty members like the researchers, they saw the irony. Every flag ceremony, the University President can be heard delivering a litany about the need for the faculty to come up with research outputs. He even warned the members of the ”publish or perish” belief system, citing cases like that of the University of the Philippines in Los Baños’ (UPLB) and other universities’. It was then when the researchers’ interest in research was born. It actually came as a question: “What is it in research that many faculty members are afraid of?” The researchers’ case as SUC faculty members was different from those who were employed in government agencies doing R&D. Since the researchers had to juggle their time among instruction, extension, production, and research activities, handling a 24-unit load per semester was already too much for them. All the more, doing research was an add-on burden. The researchers’ foretaste of being real research managers came last year. Their first externally funded research project was about the profile of the


tiger grass industry in a certain village in Romblon, which was a collaborative study between DTI and RSU. The research managers’ energies had been up until they encountered problems on funds downloading, causing the delay of project implementation. With a failed financial support system and the pressure to deliver, they had assessed what resources they had and found their students as partners in completing the study.

OBJECTIVES

This R&D paper aims to present the researchers’ experience in managing a research project using their students as research partners. Specifically, the paper intends to:

1. Promote student and teacher partnership as a tool that can be used by

novice SUC faculty researchers in carrying out their research projects; 2. Develop a strategic approach on funds management, which can be

used by faculty researchers of SUCs that do not have clear-cut policies on procuring funds for externally financed researches; and

3. Present the impact of involving students in faculty researches. .

METHODOLOGY Project Background

The research activity was a baseline study entitled Profile of the Tiger Grass Industry in Marigondon Norte, San Andres, Romblon: Basis for Developmental Intervention. It aimed to describe the demographic and socio-economic characteristics of tiger grass farmers in the area and the tiger grass industry profiles in terms of farm input, farm output, farming practices, marketing practices, and problems encountered concerning the industry. From conceptualization to completion, the project lasted for one year. It was a collaborative research work between DTI and RSU with funds amounting to P37,500.00. DTI subsidized a research assistance of P17,500.00 and the rest was shouldered by the University.

The team leader was Mr. Eddie G. Fetalvero who prepared the

proposal, implemented the project, and prepared the research manuscript. He worked in tandem with Mr. Tomas T. Faminial, a Certified Public Accountant who prepared the work and financial plans and correspondence. The latter was also the financial manager and at the same time, was the one who documented the study from proposal to results presentation. The research staff was composed of four students: Baby

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Vanessa Gubatana, Angelica Manilay, Ma. Angelica Gacu, and Melody Galido, all residents of San Andres. Management Practice

From May 4-5, 2008, the researchers were among the participants who attended the R&D Agenda Formulation and Program Prioritization of the then Romblon State College conducted by the Southern Tagalog Agricultural Research and Development Consortium (STARRDEC) in collaboration with the Philippine Association of Research Managers, Inc. (PHILARM). The researchers’ hunger for new ideas was evident because they took the workshops by heart. In fact, about 80 percent of the programs formulated and prioritized came from the outputs of their group. This was the beginning of their interest in R&D activities.

On February 3, 2009, there was a call for research proposals among the faculty members of the College. There were so many proposals presented and reviewed. A few months later a notice was sent to those whose research proposals were approved for funding. Luckily, the researchers’ proposal on the study of the tiger grass industry was included in the list. By March 2009, DTI released research assistance for the study of this baseline research. A memorandum of agreement was forged between DTI and RSU. As novice a researcher the authors had been, receiving a small amount of assistance from a funding agency was already a breakthrough for them. They had sent a letter to the administration to secure the funds in order for the research to start, but far from their expectations, they were asked of so many documents to present. The researchers were told that the administrators were unaware of the study. The former were advised to talk to the auditor. Moreover, in the researchers’ own evaluation, they did not feel the sincerity of the administration to invest in the capacity of the latter’s faculty to conduct researches. The next time the researchers had approached one of the administrators to follow up on funds, we were met with these words: “I know nothing about it.” To their dismay, they had called the DTI office and shared our story. This was what the office’s head said: “Okay, we will withdraw the funds. That was too small an amount for your administration not to know how to secure.” The researchers’ had thought that that was already the end of it all. But in their minds the words of PHILARM President and Head of the Commission on Higher Education (CHED)–UPLB Zonal Research Center, Dr.


Erlinda B. Aromin were echoing: “For first time researchers, we are only granting small funds in order to gauge their capacity to deliver.” This was the researchers’ very first research project with assistance coming from a potential partner. So they were really challenged to deliver. The researchers reviewed the proposal and the memorandum of agreement. They rechecked the program of work and devised a strategy. As they had taken a look at their financial plans, they found out that the bulk of expenses were for the payment of enumerators and interviewers. They presented the idea among their colleagues to find out if the latter were willing to spare time on the semestral break to join the former in this project. The researchers were still hopeful that the funds would be secured. But again, every time they had following the matter up at the administration’s office, the researchers were being asked over of the documents they had already submitted, which the office did receive the first time around. October of that year had passed and still the researchers were not able to conduct the study. The researchers received a letter from DTI asking them the status of the study. As with anybody who wanted to prove something, the researchers’ spirits were up despite these situations. They strategized their plans so that the trust of the funding agency in the researchers’ capacity would be developed because the latter really believed that from this very small research project, big things would come their way.

STRATEGIES Partnership with Students

As the researchers’ had assessed the resources that they had in order

to conduct the study before 2009 ended, they were able to discover that their most abundant and viable resources were their students. The researchers noticed that most of their students’ theses were just gathering dusts in the library and many of their students, too, were just forced to do theses as an academic requirement.

The researchers were helpless. So this caused them to offer this study to a group of students who were residents of the place. The researchers were relieved when the students had agreed to work with the former because this group could already handle the possible language barrier. The students could speak the dialect and that would have made the data gathering procedure faster. The researchers shared with the students the former’s vision of Marigondon Norte as a soft broom capital of the province. The researchers told their students that the study was a funded project but the latter needed

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to start working even if the former had been addressing some technical problems. The researchers had laid their cards and the students had laid theirs and soon after, the former were already training the students on how to gather data. By December 2009, the students joined the researchers in the remote barrio of Marigondon Norte in San Andres, Romblon to interview tiger grass farmers. Complementary Tandem

The research team members complemented each other’s strengths and weaknesses. While one of them was a passionate researcher, that passion was complemented with the technical skill of a CPA, who held a track record of a number of project proposals approved and funded by different agencies. Even if funds were secured late, having an accountant as a research partner made the reimbursement and liquidation simpler and faster.

DISCUSSION AND INTERPRETATION It was circumstantial that the researchers picked their students as

research partners. Perhaps, partnering with students in a research project is unpopular in the research community because apprehensions about the validity of data collected may surface. The researchers had acknowledged this misgiving that was why there was a close supervision in the data gathering process. Partnership with the students might be the most accessible way by which a faculty member could start a research project that could be of benefit to the community and at the same time, could earn a point for doing it. More and more parents have been complaining about the financial demands of students doing thesis projects because most of latter’s studies would have of no immediate significance and would just gathering dusts in the library. In short, it was just a process of wasting time and resources; a research for the sake of doing it. The researchers were aware that this has been happening not only at RSU but also in other colleges and universities all throughout the country.

This strategy could be a feasible approach that could be used on a

larger scale by the R&D Unit of RSU, particularly in the campuses to encourage faculty members to engage in research activities in collaboration with funding institutions.

Partnering with students in carrying out a research project had resulted

to some surprising effects the authors only realized later.


First, this can be a tool in broadening the students’ social concept. The academic programs at the College of Business and Accountancy (CBA) have been devoid of community immersion activities where students could really assess social situations and create entrepreneurial activities from the resources available. The study on the tiger grass industry has brought students closer to the face of poverty. They went to different places, interacted with community leaders, talked to people, and empathized with the locals’ needs, wishes, and wants. The students’ concept of a society had broadened after realizing that poverty was so widespread and something would have been done about it. In the words of Baby Vanessa Gubatana, one of the student-partners: “My involvement in the study enabled me to see the real face of poverty – poverty in different forms and shapes. It just saddened me to realize that I can do nothing more but listen and record what these tiger grass farmers had to say. I pray that help will come to them soon.”

When results of the study were presented to the provincial DTI and DOST offices, the student-partners recommended to CBA that instead of sending business students out of the province for educational trips, business students should have community immersion activities through entrepreneurial camps that would last for two to three months. They student-partners also suggested the inclusion of this course in the business curriculum. The course would be implemented in collaboration with the Department of Agriculture (DA), National Economic Development Authority (NEDA), DOST, Technical Education and Skills Development Authority (TESDA), and DTI. In this camp, students would be mentored in preparing business proposals for the community; the group who could come up with the best proposal would be awarded a prize and an opportunity to implement it. Secondly, with proper guidance and mentoring, the research capability of the students was improved. Ma. Angelica Gacu, another student-partner, who apparently was the best interviewer, shared her reflections. “I may have only been a census enumerator, but I have mastered the art of interviewing with my involvement in this study. I also learned first-hand how to process data. If another study would be done again, I would still be willing to be a part of the team.” For novice faculty researchers like the authors, this study was memorable because this was their first take on research – a research that was no longer self-funded. They have realized what it took to be research managers: that they need not do everything necessarily to deliver; that they can use people; that they can delegate tasks; and that they can change plans and still achieve their goals. Their involvement in this research project opened wider doors for them to explore and DTI had assured them that more

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baseline studies were coming to the authors. Their developmental interventions that focus on the production and the marketing aspects of the tiger grass industry are expected to materialize for the community this year. They also plan to break some businessmen’s monopoly in the area that controlled pricing by infusing a strategy that will motivate the farmers to process the products into soft brooms, since around 86 percent of them choose to sell the raw materials rather than process them. It is estimated that the value of a bundle of dried tiger grass could increase up to 200 percent if farmers themselves would process these into soft brooms.

CONCLUSIONS AND RECOMMENDATIONS Student-and-teacher partnership in conducting a research project

can help a lot in broadening the social concept of the students. It can also develop their research capability. Partnering with a faculty member whose expertise is on financial management can also reduce the burden of preparing taxing financial plans and reports. As faculty research partners, the authors have become more confident of their research management skills as well.

The authors can say that vision and initiative are two important

qualities in order for researchers not to lose heart when things do not happen as expected. Faculty researchers of SUCs are also reminded by the authors’ experience that when other support factors fail, faculty members have their students as an available resource to keep the research energy up. Let all faculty members share with their students the former’s vision and encourage the latter to see things the way teachers do and work together as partners. There is no other subject that can teach our students about social awareness and community development better than letting them live with the people.

Based on this experience, the authors recommend that the

administration of the university through its R&D unit include in its Research Manual the details of the procedures to be followed in requesting for the securing of research funds from funding agencies. There should also be coordination between the R&D unit and the administration to prevent repetitive submissions of documents.

First time research managers are encouraged to utilize students as data collectors in the former’s funded research projects. The authors also advise other researchers to start with small projects. It is better to start small and deliver than start big and fail.


We also recommend that novice researchers tandem with faculty members who are adept at financial management like budget officers or accounting educators.

In the light of this R&D management experience, the authors also recommend that the curriculum for RSU’s BS Business Administration program be reviewed; and the suggested community immersion ‘entrepreneurial camp’ be integrated into the curriculum to harness the research potential and widen the social concept of the students, thereby making them valuable research partners.

Semi-Temperate Vegetable Research and Development Center (STVRDC): A Model of Best Practices in Research and Development (R&D) Management 1 Luciana M. Villanueva 2, Darlyn D. Tagarino 3, Lorenza G. Lirio, Asuncion L. Nagpala and Leoncia L. Tandang 4

ABSTRACT

The creation of Semi-Temperate Vegetable Research and Development Center (STVRDC) was made possible through the generous assistance from the Flemish Inter-University Council (VLIR)-Philippine Institutional University Cooperation Program (PIUC), which identified the need to pursue further development of BSU and its locality. The center was legalized on January 5, 2004 through Administrative Memorandum No. 007, series of 2004 specifying funding support from VLIR in Phase II of the PIUC. To attain the objectives, effective management strategies were done. Improvement of infrastructure and laboratory facilities, human resource development, and better management practices resulted in the development of several technologies on the sustainability of vegetable production . These were disseminated through the “BSU-on–the-Air” Program, carrying out trainings, as well as production of IEC materials. Because of the quality of research outputs, the University, through the STVRDC and its individual researchers received various awards from prestigious national and regional entities, thus adding prestige to BSU. Final evaluation of the project done by the VLIR consultants on January 27, 2010 showed that the following were achieved: 1.) Technologies generated were relevant to the service communities that helped improve farmers’ income and in restoring environmental integrity; 2.) A significant

1 Paper presented and Winner of the William C. Medrano Best R&D Management Paper Award during

the 20th PHILARM National Convention held on 06-09 April 2010 at the Aklan State University, Banga, Aklan

2 Director and Project Leader, STVRDC, Benguet State University, La Trinidad, Benguet 3 Vice President for Finance and PIUC-BCU Coordinator, Benguet State University, La Trinidad, Benguet 4 Professors and Research Leaders, STVRDC, Benguet State University, La Trinidad, Benguet


improvement in the quality of education was realized, thus contributing to the awarding of National University College of Agriculture (NUCA) in the Cordillera Autonomous Region (CAR) by the National Agriculture and Fisheries System (NAFES) and Center of Development in Agriculture Education (COD) by the Commission on Higher Education (CHED) to BSU; 3.) The goals and targets indicated in the program log frame were effectively attained; 4.) The project was efficient in the use of available resources and opportunities, hence the value–for-money was achieved; and 5.) The project contributed greatly to the attainment of State Universities and Colleges (SUC) level IV by BSU. The high quality outputs also attracted additional financial support from other funding agencies, leading to new projects/programs for implementation. ,

The significant achievements of the Center can be attributed to the following: 1.) Commitment and resourcefulness of the researchers to pursue their respective research objectives; 2.) Exposure to Flemish universities in relation to recycling scholarship; 3.) Good operational framework nurtured by VLIR; 4.) The Flemish program coordinator was excellent in providing directions to STVRDC and to the internationalization efforts of the University; 5.) Linkages of the researchers with other organizations; and 6.) Support of the BSU administration.

RATIONALE

According to the Flemish Inter-University Council or Vlaamse Interuniversitaire Raad(VLIR), the future of North and South is inseparably intertwined and that closing the current knowledge and information gap will play a major role to help secure that shared future. The university cooperation for development of VLIR-UOS is focused on supporting the universities in the South, to enable them to fully play their role of development actor in society. Within the VLIR-UOS cooperation model, Flemish academics are mobilized to support universities and academics in the South (www.vlirous.be).

The PIUC started on March 19, 1999 through the initiative of academics from the Catholic University of Louvainne and the Ghent University, Belgium. This program was an educational grant that aimed to enhance the quality of university education in developing countries in cooperation with the Flemish universities of Belgium. In this case, it was to enhance the quality of education between the network of BSU and Saint Louis University (SLU) (Tagarino, 2009).

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The need to pursue further development of BSU and its locality paved the way for the establishment of the Semi-Temperate Vegetable Research and Development Center (STVRDC). This was legalized on January 5, 2004 through Administrative Memorandum No.007, series 2004 specifying funding support from VLIR in Phase II of the PIUC. This specific project was selected for presentation because of its unique feature: the partnership between a private university (SLU), a state school (BSU), and the Flemish Universities of Belgium namely: the Catholic University of Louvainne, Ghent University, and the University of Antwerp.

OBJECTIVE

Focusing on its initial developments, this paper aims to share the authors’ experiences in managing STVRDC as a model of best practices in vegetable R&D through international cooperation. Specifically, it aims to describe the Center’s relevant management strategies and guiding framework, accomplishments including the problems, and lessons learned in the implementation of the project.

METHODOLOGY

Project background

The establishment of STVRDC (Project 6) was one of the components of PIUC in the Phase II of its implementation. The other components were: Project 1. Strengthening of the SLU/BSU Network; Project 2. Institutional Management and Policy Development; Project 3. Information and Communication Technology (ICT) Development; Project 4. Library Development; and Project 5. Strengthening the Institute of Social Research and Development (ISRD).

STVRDC has the vision to be a recognized R&D Center for semi-temperate vegetables. Such vision is backed up with the mission to generate and disseminate information and technologies on semi-temperate vegetables with economic, social, and environmental advantages. This mission is interpreted into three goals: 1. To modernize vegetable farming to enhance profitability and prepare the

vegetable sector for the challenge of globalization; 2. To provide directions and framework for highland vegetable R&D

initiatives; and


3. To further develop the semi-temperate vegetable industry by linking production systems with post-harvest and market systems.

Thus, these objectives were set as directions: First, to contribute to food

security by providing affordable, safe, and nutritious whole–year round supply of semi-temperate vegetables; second, to expand teaching and learning opportunities for faculty and staff members; and third, to generate income for the sustainability of the Center’s operations. R&D Management and Control System

The STVRDC is under the Office of the Vice President for Research and Extension (OVPRE) and is managed by a director. It is composed of five divisions namely, Crop Improvement, Crop Protection, Crop Production and Seed Technology, Post-production Technology, and Socio-Economics and Marketing. The director and the heads of the different divisions come from the College of Agriculture. The Center is housed at the left wing of the Research and Extension Complex, BSU, La Trinidad, Benguet.

Pursuant to the PIUC Memorandum of Agreement, there was only one

Philippine bank account for the partner universities and one account manager for the program fund. The task of overseeing the funds of PIUC was assigned SLU’s Vice-President for Finance.

All expenditures and disbursements were done by SLU, the major

partner, while BSU prepared the vouchers, canvass, and other legwork. The end-users’ specifications of whatever equipment being canvassed was an important consideration by PIUC-BSU in its purchase recommendations. Quality was the foremost criterion and maximizing financial resources was the primary goal.

SLU, upon BSU’s submission of good offers – which was only achieved

after three canvasses, consistent with BSU procedures - evaluated these and made appropriate actions. VLIR did the auditing of the expenses after an internal auditing was done by SLU. The latter prepared and submitted to Belgium financial reports every middle and end of the project year.

Management Practices

To ensure the successful implementation of the projects, the following

procedure was followed:

1. Setting up of research agenda. This was done through a series of consultations with the key players in the vegetable R&D network, the

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private sector, and the vegetable growers vis-a-vis the industry. A research and extension (R&E) planning workshop was scheduled every summer of each year. BSU shouldered the cost as partner. Some of the basic aspects that STVRDC identified as priority included: Seed production; Propagation of disease-free planting materials; Integrated Pest Management (IPM); Integrated plant, soil, water, and nutrient management; Post-harvest handling, packaging, and processing; Utilization of vegetable wastes/by-products as animal feed; Organic vegetable production; and vegetable production using high-end technologies .

2. Submission and evaluation of research proposals. This process was

conducted on a competitive basis. A call was made for the submission of proposals as early as February of each year. The call, identification of selection criteria, and evaluation were implemented by the Research, Development, and Extension (RDE) Technical Evaluation Committee composed of the PIUC Flemish Coordinator, the BSU Local Coordinator, the Vice-President for Research and Extension, the Director for Research Services, the STVRDC Director, and the Head of the Technical Working Group for Vegetables. The evaluation looked into the merits of the proposals in terms of their being aligned with the university research agenda and national/regional needs among others.

3. Implementation of approved proposals. The proponents of approved

proposals were notified to implement the research by June. Before the start of the each project, a meeting was scheduled to brief the project leaders on the budget, the disbursement procedure, and the expected outputs. During the first year, eight proposals were approved for implementation.

4. Monitoring and Evaluation. The project had an efficient monitoring and

evaluation system; the purpose of which was to help the project leaders orient their work toward the results and objectives to be achieved. Aside from the Annual Agency In-house Reviews conducted every May of each year, the projects were evaluated by the Flemish coordinator twice a year. Depending on the outputs, the project could be terminated prematurely or could be recommended for continuation.

Accomplishments

1. Information/Technologies Generated by the Center.


Identified four potato varieties suitable for organic production in the Philippine highlands, namely “Gloria Kamaptengan”, “Tawid”, “Watwat,” and “Solibao”;

Identified 49 indigenous vegetables (IVs) of the Cordillera. These were properly documented, botanically described, subjected to tissue culture and chemical analyses, and finally compiled into a book, flyers, and posters. Prepared recipes and menus using indigenous vegetables;

Developed balanced fertilization strategies (BFS) for broccoli, carrot, cabbage, potato, and bell pepper. This was necessary to increase fertilizer use efficiency and reduce nutrient loss through leaching into ground water;

Used organic amendments and crop rotation for the management of root knot nematodes in vegetables;

Used the parasitod, Opius caracivorae Fisher for the management of leafminer.

Improved/enhanced the knowledge of the farmer-participants on clubroot disease management through participatory approach;

Used nucleopolyhedrosis virus (NPV) for the management of cutworm (Spodoptera litura) in cabbage; and

Used biological control agents (BCAs) for the management of major soil-borne diseases in vegetables.

2. Extension and Training

Without proper dissemination, the developed technologies would not reach farmers and thereby, miss the chance of adopting these in their farming systems. Specific efforts were made to disseminate the technologies that STVRDC had developed: Carrying out of trainings on technologies generated/developed.

Technicians of the local government units and farmers were invited from time to time for trainings, seminars, or fora on technologies generated. These activities were aimed at disseminating the technical information and knowledge to extension workers and farmers and at gathering feedback from the field on the validity and acceptability of research results.

Radio broadcasts for agricultural technologies. Radio broadcast have been airing over the local DZWT station, which can be accessed even in remote areas in the region. This medium of disseminating research breakthroughs has been benefitting not only the technicians but also the farmers in the region.

Service for walk-in clients. Farmers, technicians, researchers, students, and even plain citizens have frequently been visiting the R&E Office for

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information/data for their interests. The STVRDC researchers/staff members have been providing assistance to the walk–in clients for queries on vegetables. In addition, the general service laboratory of the Center has been accepting plant and soil samples for analysis, particularly for pests and disease identification.

Publications. The project leaders were encouraged to publish the results of their completed studies. The available publications include: a. Books

1. Indigenous Semi-Temperate Vegetables of the Cordillera; 2. Organic Potato: Varieties and Practices in Benguet, Philippines;

and 3. Knowing Clubroot Disease (Plasmodiophora brassicae).

b. Bulletin 1. Plant Parasitic Nematodes: The Unseen Enemies in the

Production of Semi-temperate Vegetables. c. IEC Materials

1. Technology primers on: o Potato late blight management under organic production; o Potato varieties for organic production; and o Crop protection experiences for organic production.

2. Brochures on vegetable diseases (in English and Ilocano); 3. Flyers on indigenous vegetable recipes; 4. Mini-posters on “Nutritional Wealth for Health on Indigenous

Vegetables”; and 5. Mini-posters on “Plant Parasitic Nematodes Associated with

Semi-temperate Vegetables”. d. Articles published in scientific journals:

1. International peer reviewed journals - 4 2. Local/ National peer reviewed journals - 16 3. Conference abstracts - 17 4. Conference contribution (posters) – 17

6. Instruction. To enhance instruction, integration of new

information/technologies in the course syllabi and laboratory manuals in Horticulture and related fields were done by the project leaders/researchers.

7. External Linkages and Networking. STVRDC recognizes the need to strengthen its research capability in developing technologies in the production of semi-temperate vegetables. Thus, external linkages and networking were done:


Asian Vegetable Research and Development Center (AVRDC), the World Vegetable Center. On March 7, 2006, the BSU President and the Director General of AVRDC, The World Vegetable Center, for the purpose of furthering cooperation in both education and vegetable research affirmed their intent to promote such exchange as will be the mutual benefit for their respective institutions.

VLIR - on research Neys–van Hoogstraten Foundation, Netherlands - on research Hebei Academy of Agriculture and Forestry Sciences, China - on

research and development Catholic University of Leuven, Leuven, Belgium (KUL) - on degree

and non- degree trainings University of Ghent, Ghent, Belgium (RUG) - on degree and non-

degree trainings University of the Philippines at Los Baños (UPLB) - on degree

programs National Research Council of the Philippines (NRCP) - on research

and development Philippine Council for Agriculture, Forestry, and Natural Resources

Research and Development (PCARRD) - on research and development

Department of Agriculture-Bureau of Agricultural Research

Strategies

1. Human Resource Development. The upgrade of researchers’ capability was based on their identified skills and knowledge deficiencies that could be addressed through trainings. Once the needs were identified, appropriate actions were taken, specifically in sending the researchers to degree and non-degree training programs as allowed by the available budget.

a. Degree Programs

Doctor of Philosophy (PhD) Program. The STVRDC has two PhD scholars, one pursuing her Doctorate in Nematology at KUL in Leuven, Belgium and the other her Doctorate in Horticulture with a specialization in Post-harvest Technology at UPLB. The former is expected to graduate in October 2010 while the latter will complete her work in June 2010. Master of Science (MS) Program. The research personnel are all BS degree holders. Thus, it was proposed that these personnel be allowed

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to pursue their graduate degree programs. There are four research staff members who finished their degrees during the period and five who are still working on their theses. Thesis assistance. Aside from the financial support given to research personnel, STVRDC also provided thesis assistance to some graduate and undergraduate students.

b. Non-degree training programs/recycling scholarships

Attendance to or completion of short-term training programs. These were to upgrade the researchers in terms of new methods, learnings, and developments in their respective areas of specialization. These also served as venues for them to open their horizons to the world outside the university. A total of four researchers availed themselves of these recycling scholarships (two in soil science and two in disease management). Three recipients were trained at RUG while the other one was trained at the Catholic KUL. Attendance to national and international conferences. To keep abreast with the current developments in its researchers’ respective fields of expertise, STVRDC supported the attendance of its researchers to national and international symposia/conferences held in the country and abroad. This served as incentive to the researchers since they do not receive honoraria in conducting researches. However, to avail themselves of this, a researcher should have a paper for oral or poster presentation.

Infrastructure/upgrading of facilities. To showcase the technologies developed or being developed by the Center, one unit of state-of-the-art greenhouse was built. Likewise, one unit of nursery was also constructed for the production of disease-free seedlings for sale to farmers.

MANAGEMENT PROBLEMS/SOLUTIONS Delayed release of funds due to bureaucratic procedures This problem was experienced during the initial stages of project implementation. This could be attributed to differences in financial management of BSU and SLU; the former being a government agency and the latter, a private institution. However, this was partly solved as a result of the consultation meeting between the BSU’s Vice-President for Finance (who


happened to be the BSU-PIUC Local Coordinator) and SLU’s Vice-President for Finance.

Diminished interest/commitment of the project staff Despite the incentives being given to research staff, some of them did not perform as expected. Some of the members left the projects for greener pasture and security of tenure. There were some attitudinal problems as well as with some research leaders. Since the IUC program was only short-term (only five years for Project 6), addressing the first two factors was very difficult. Nevertheless, the strategy of the Over-all Flemish Coordinator of allowing the staff to pursue their MS degrees somehow helped in the retention process. On the attitudinal problem, this was more difficult to address. Probably, this could also be considered in the evaluation of the research proposals for funding. Unscheduled termination of some research projects The Over-all Flemish Coordinator was an output- oriented individual. Thus, when the project leader failed to deliver the expected output, he recommended for the immediate termination of the project. However, the project staff was retained and assigned to new projects. This idea, however, was not appreciated by the new project leaders since they were not given a hand in the selection of their project staff.

LESSONS LEARNED 1. The PIUC-STVRDC made the team members realize the value of planning,

systems, and procedures in the attainment of project objectives. The latter appreciated very much their involvement in the project-level vision development, planning, and budgeting;

2. The communication between the Northern partner and the Southern counterpart was very important in the project implementation. The regular visits of the Belgian promoter made those concerned to be always on their toes, which needless to say was contributory to the improved outputs and reporting ability of the researchers;

3. The researchers’ promotion resulting from the various awards received boosted their morale and this undoubtedly propelled them to perform even much better in academics and research;

4. The importance of team work for the success of the project; 5. More opportunities were opened for local and international networking

and resource-generation;

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6. There was a need to screen research personnel. Mentioning the particular instance that some of research staff members failed to finish their masteral studies, it was a lesson learned in that, it needed to let them sign appropriate contracts or agreements. In addition, it was realized that this was necessary as basis for legal action in case they failed to comply to the terms and conditions as required by the project.

CONCLUSIONS

Indeed, the implementation of the STVRDC program/projects was a success, having earned the most recognition for obtaining the best results over-all during the final evaluation by VLIR consultants on January 27, 2010.

The impact of STVRDC to the University and the community can be

summarized as follows:

A significant improvement in the quality of education was realized; thus contributing to the awarding of NUCA in CAR to BSU under the NAFES Program and COD from 2008 to date by CHED;

The incorporation of significant research findings to enhance the course syllabi greatly added to the faculty members’ teaching effectiveness. This was in addition to the acquisition of ICT equipment for computer–assisted teaching materials and the international exposure of faculty members through the recycling scholarship program;

The incentives given to the faculty members/researchers in terms of attendance to national and international conferences result to a more efficient service to the University. In addition, the experience gained during the PIUC period contributed greatly to the efficiency of STVRDC management. (The project was efficient in the use of available resources and opportunities; hence, the value-for-money was achieved);

The project contributed significantly to the attainment of BSU’s SUC Level 4 and AACUP Level III accreditation of BSA and BSAB and MS degree programs in Agriculture. SUC Level 4 is the highest category of classification of SUCs in the Philippines awarded by the CHED in recognition of schools’ excellent over-all organizational performance in instruction, research, extension (community outreach), financial management, and governance among others; and

Generated information/developed technologies were relevant to the service communities. For instance, the use of potato varieties suitable for organic potato production, natural enemies, and biocontrol agents for pest management and utilization of indigenous vegetables improved farmers’ income and restore the integrity of the environment.


The significant achievements of the Center can be attributed to the following:

1. Commitment and resourcefulness of the researchers to pursue their

respective research objectives. Although no financial incentives were given to the researchers, the support granted to them in terms of attendance to national and international conferences/trainings served as motivation for them to work hard for the success in attaining the objectives of the research undertakings;

2. Regular visits of the Flemish coordinator contributed much in providing directions to the various projects;

3. Exposure to Flemish universities in relation to the recycling scholarships was very helpful in knowledge and skill application for specific aspects of STVRDC operations;

4. Good operational framework nurtured by VLIR; 5. Linkages of project leaders with other organizations; and 6. Support of the BSU administration specifically, the University President, Dr.

Rogelio D. Colting

RECOMMENDATIONS

The most important concern for STVRDC is its sustainability after the VLIR-PIUC funding. Aside from the provision of research staff and minimal budgetary allocation from the University, sustainability of the Center can be assured through spin-off projects. In addition, the infrastructure and equipment purchased through PIUC can be used for income-generating activities like the production and sale of high-quality planting materials, nutrient and phytochemical analyses, as well as insect pest and disease diagnoses. However, there is still a need for STVRDC researchers to prepare winning research proposals for submission to international funding agencies like VLIR. Screening of research personnel is also suggested. To avoid the problem on the fast turn-over of research staff, the attitude of the researchers should also be considered during the evaluation of the proposals for funding.

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REFERENCES

Palada, M.C., J.F.Wang, R. Srinivasan & C. MA. 2007. AVRDC- The World Vegetable Center’s Present and Future Approaches to Good Agricultural Practices. AVRDC, P.O Box 42, Shanhua, Tainan74199, Taiwan, ROC, 2007-05-17.

Tagarino, D. 2009. 20 Years of Development Contribution to the Philippine Cordillera Region. Four Decades of Agricultural and Food Economics 1968-2009. Liber Amicorum Prof. Dr. Jacques Viane. Gellynk, Xavier and Micki Callus (eds.) Academia Press, Gent, Belgium. pp81-92.

Tagarino, D., F.Naje, A. Abenoja , M.T..Marquez, J.Tuguinay, M. K. Dagupen, S. Maddul and L. Villanueva. 2008. Philippines Institutional University Cooperation Programme (PIUC)- Annual Activity Report- 2007-2008, Benguet State University, La Trinidad, Benguet.

Tagarino, D., F.Naje, A. Abenoja , M.T.. Marquez, J. Tuguinay, M.K.Dagupen, S.Maddul and L. Villanueva. 2007. Philippines Institutional University Cooperation Programme (PIUC)- Annual Activity Report- 2006- 2007, Benguet State University, La Trinidad, Benguet.

Tagarino, D., F.Naje, A. Abenoja , M.T..Marquez, J.Tuguinay, M.K.Dagupen, S.Maddul and L. Villanueva. 2006. Philippines Institutional University Cooperation Programme (PIUC)- Annual Activity Report- 2005- 2006, Benguet State University, La Trinidad, Benguet.

Tagarino, D., F.Naje, A. Abenoja , M.T..Marquez, J.Tuguinay, M.K.Dagupen, S. Maddul and L. Villanueva. 2005 Philippines Institutional University Cooperation Programme (PIUC)- Annual Activity Report- 2004- 2005, Benguet State University, La Trinidad, Benguet .

Triumphs and Failures in Managing the IPM Program in Occidental Mindoro: Lessons from the Experience of the Apostolic Vicariate of San Jose Livelihood Movement, Inc. 1 Susanita G. Lumbo 2 and Mary Yole Apple M. Declaro 3

ABSTRACT

The Apostolic Vicariate of San Jose Livelihood Movement, Inc. (LM) is a church-based intermediary non-government organization (NGO) selected by the National Agriculture and Fishery Council (NAFC) to lead the implementation of the Integrated Pest Management (IPM) program in Occidental Mindoro because of its outstanding track record as an NGO.

This case study wanted to find out the experiences of the NGO in managing such vast government program particularly how it worked with government organizations. Specifically, this endeavored to describe the strategies employed and the problems encountered in managing the project; and determine the impact of an IPM program in the farming communities.

LM had already been into the pest control program prior to Kasakalikasan. This was a response to the realized need of its farmer-beneficiaries who had had difficulty in paying back production loans due to poor harvest.

To effectively implement the project, LM forged partnerships with other organizations; targeted farmers’ organizations and cooperatives; conducted continuing education and training for IPM workers; collaborated with educational institutions; utilized multi-media to promote IPM; and established linkage mechanisms with partner agencies.


State University, Banga, Aklan 2 Director for Research and Extension, Occidental Mindoro State College, San Jose, Occidental

Mindoro 3 Science Research Analyst, Occidental Mindoro State College, San Jose, Occidental Mindoro

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This NGO experienced some challenges in working with other agencies; challenges such as weak local government unit (LGU) support, delayed release of LGU funds, poor work ethics of LGU staff members, and even the lack of sincerity of other partners. The lack of transparency and managerial leadership crisis within the lead agency resulted to the disintegration among the people directly involved in the project. Initial performance evaluation conducted by the lead agency a year after the implementation revealed the following: an almost 100 percent decrease in pesticide use among farmers; a 20 percent reduction of production cost; and an increase of net income by at least PhP3,000.00 per hectare. In 2009, an impact study result showed that those farmers still had high knowledge about and positive attitude towards ecologically-sound farming practices but the practice of technologies relative to IPM was very low.

Partnership is still an important lesson in any development work. However, it is necessary to choose the right partners. The study revealed that the main root of the problem was attitudinal in nature, especially among the field personnel. Hence, it is recommended that before a partnership is forged, leveling of expectations must not only be done among managers but also among people comprising the team directly involved in the project. Participatory management style must be enforced, where everyone must be involved in planning, implementing, and evaluating the project. There is also a need for transparency within the organization, especially in terms of finances and sharing of risks/benefits among partners.

RATIONALE

The Apostolic Vicariate of San Jose Livelihood Movement, Inc. (LM), founded in 1985 and registered as a non-profit organization, was established to address the economic needs of the poor in the province of Occidental Mindoro.

LM, being a church-based intermediary non-government organization (NGO) is engaged in various socio-economic programs aimed at transforming basic ecclesial communities (BECs) into dynamic models of the Christian way of life. The Vicariate’s programs aim to empower communities


through provision of education and training that can enhance people’s capacities to solve their problems using their own resources. One of the significant accomplishments made by LM to be of real service to the province was to take the lead in the implementation of the Kasakalikasan, the Philippine National Integrated Pest Management (IPM) Program. The Kasakalikasan, an acronym for Kasaganaan ng Sakahan at Kalikasan, which means “Nature is Agriculture’s Bounty,” is the Philippine government’s commitment to Agenda 21 of the United Nations Conference on Environment and Development in promoting sustainable agriculture and rural development. The NGO believed that the IPM program was pro-God, pro-people, and pro-environment. LM was confident that the IPM program could help actualize its vision, especially in uplifting the standard of living in the farming communities. But even before Kasakalikasan was implemented, it had already been engaged in sustainable agriculture program where IPM was one of the components in a list that included demonstration farms, diversified farming, and organic fertilizer manufacturing. How did LM manage the IPM program to ensure the program’s effective implementation? This paper wanted to find out the experiences of the NGO in managing such a vast national government program. In addition, the study endeavored to determine how LM worked with partner government organizations, most especially that throughout the country, it was the only non-government agency that led the implementation of the said program.

OBJECTIVES

This study tried to determine the experiences of LM in the management of the IPM program in Occidental Mindoro. Specifically, this aimed to: 1. Describe the events leading to the implementation of the IPM program; 2. Discuss the strategies employed and the problems encountered in

managing the program ; and 3. Determine the impact of the IPM program in the farming communities.

METHODOLOGY

This case study employed the triangulation method consisting of key informant interview, household interview, focused group discussion, and documentary analysis. Aside from LM that provided most of the information

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about the study, key persons from participating organizations such as LGUs, Lingap Maralita, Inc., now the Technologists Association of Mindoro Occidental Community-Based Alternative for Rural Recovery and Empowerment, Inc. (Team Care, Inc.), and Plan Occidental Mindoro were sought to shed light on issues and concerns relative to the IPM implementation in the province of Occidental Mindoro.

RESULTS AND DISCUSSIONS

Events Leading to the IPM Program Implementation Determining the farmer beneficiaries’ realized needs

LM had socio-economic programs such as loan and production/post-harvest assistance intended to assist the people in their livelihood activities. But despite of the assistance provided, the beneficiaries were not able to increase their income; hence, they found difficulty in paying back their loans.

When the Technology Bureau of LM and MISEREOR (a Catholic

organization based in Germany) conducted a training needs assessment, results revealed that most of their farmer-beneficiaries were into chemical agriculture and had problems in identifying pests and diseases. Moreover, farmers still had low net returns despite the increased level of production.

Seeking technical assistance to address the need

LM, through MISEREOR, had sought technical assistance from the United Nations-Food and Agriculture Organization (UN-FAO) for the farmers sometime in March 1993, just in time when Kasakalikasan was about to be implemented in the country by the Department of Agriculture (DA) through the National Agriculture and Fishery Council (NAFC). UN-FAO was NAFC’s funding agency for the Kasakalikasan’s implementation.

The arrival of Kasakalikasan In June 1993, the IPM program was brought to Occidental Mindoro with an invitation through the late Bishop Vicente C. Manuel for LM to lead the program. It was easy for LM to secure NAFC’s approval of the invitation because the then DA Secretary Roberto Sebastian was the bishop’s friend.


NAFC chose LM as lead and partner agency LM was selected by NAFC as the lead and partner agency because of its outstanding track record in terms of performance as an NGO. It also had existing strong mass-based organizations such as the Accredited Pamayanang Kristiyano Livelihood Units (APKLUs) and Pamayanang Kristiyano (PAKRIS) in the barangays; hence, penetrating and mobilizing communities was not difficult. In addition, it had a pool of strong and motivated staff willing to take the rigors and risks in implementing such a new and challenging program. Initial consultation with the lead and partner agency

Prior to the signing of the Memorandum of Agreement (MOA) to conduct the IPM training in Occidental Mindoro, FAO representatives for Inter-country Programme for Integrated Pest Control and technical experts from Kasakalikasan had gone to San Jose for a consultation meeting with LM’s General Manager. The needs and possibilities of having IPM Training of Trainers (TOT) and Farmers Field Schools (FFS) were discussed. The second round of consultation took place in July 1993 with a more concrete plan about the training with Bishop Manuel and FAO representatives. The plan to conduct the TOTs in San Jose and Sablayan was finalized in this meeting (AVSJLM, Inc. Narrative Report on IPM Training, 1993).

Signing of the MOA for the conduct of TOTs Preparation and signing of the MOA to conduct TOTs in San Jose and Sablayan from August to November 1993 took place after the finalization of the plan. The Bishop had signed the MOA first before Executive Director Luis T. Villareal, Jr. signed it for NAFC in Manila. In the MOA, NAFC was tasked to release a financial assistance of PhP400,000.00, to be charged against NAFC’s funds and had to be spent in accordance to sound auditing procedures. NAFC had to conduct periodic monitoring and evaluation.

The MOA also indicated that NAFC had the right to intervene and institute corrective measures in case of any misappropriation of funds and non-compliance with the provisions stipulated in the MOA. On the other hand, the Vicariate (NB: Vicariate as used here and LM are one and the same) was tasked to issue official receipts corresponding to the amount released; to administer, manage, and disburse funds in accordance to work and financial plan based on the approved project documentation; and to be consistent with sound accounting and auditing procedures, among others.

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The TOT in Sablayan was held at San Sebastian Parish with 30 participants while the TOT in San Jose was held at San Lorenzo Ruiz Formation Center with 20 participants. Strategies employed for effective implementation of the project Forging partnership with other organizations LM forged partnerships with LGUs and Plan Occidental Mindoro (POM) to effectively implement the IPM program in the province. It was not difficult to convince the provincial government to work with LM because even before the arrival of Kasakalikasan, the province had already been promoting a similar program, the Integrated Pest Control Program. The provincial government signed a MOA with LM to conduct FFS in designated barangays. The MOA specified that the former would provide funding to partially cover the total cost of the project budget.

The LGUs’ participation in the partnership was that each municipality would act as a coordinating agency. In the MOA between the Governor’s Office and LM, the latter was tasked to coordinate with respective Municipal Agriculture Offices (MAOs) of the municipalities covered by the project.

POM entered into the partnership with LM much later in 1996 after the

former had opened its sixth field office in the Philippines, Plan San Jose, later becoming POM. POM was to implement a program on sustainable agriculture (SA), in which IPM was one of the components. Realizing that LM was already into an SA program and had even penetrated the communities they were serving, POM likewise forged partnership with LM to avoid duplication of efforts and confusion in the communities.

Targeting of farmers’ organizations and cooperatives in the community

The farmers’ groups, particularly cooperatives including APKLUs and

PAKRIS, were targeted not just as direct beneficiaries of the project but as active participants in the promotion of IPM as well. Their roles were either as project cooperators or as facilitators.

Retooling of the IPM program staff through continual education and training The IPM trainers and facilitators were sent to national and international trainings and conferences to enrich their knowledge and skills on various components of the IPM technology.


Conducting values orientation, integrity of creation, and team-building activities for farmers Sustaining the enthusiasm of farmers to participate in IPM activities was difficult. In fact, only 50 percent of the farmers who had attended the Farmers Field School continued to get involved in the program. Holding of dialogues and values orientation, integrity of creation, and team-building activities were done to conscientize farmers and solicit their active involvement. Collaborating with educational institutions LM sought the help of school administrators in the locality to facilitate the promotion of IPM among students in all levels. The lead agency believed that teaching the young early would help mold individuals who would eventually become responsible stewards of the environment. In addition, it believed that students could help convince their parents to shift from traditional high external input agriculture to ecological agriculture. Promoting IPM through different communication media

Different communication media were utilized to promote IPM. LM-

owned and operated local radio station DZVT aired news and features about the IPM program. Other communication materials such as newsletter, leaflets, brochures, audio-visual materials, and narrative and evaluation reports were produced. Staff members invited to fora, meetings, seminars, and even colloquia from the graduate schools of the Divine World College of San Jose and the Occidental Mindoro State College actively promoted the IPM program.

Establishing linkage mechanisms with partner agencies Specific linkage mechanisms were established with partner agencies that included periodic evaluation meetings, collaborative activities, resource allocation procedures, and communication devices. 1. Periodic evaluation meetings. At the provincial level, the organizations

held joint periodic evaluation meetings to assess the progress of the project; to find out if funds were properly utilized; and to monitor if provisions stipulated in agreement were followed. The main output of these meetings was immediate corrective measures to improve the implementation of the project and the utilization of funds. At the national level, this was conducted between the lead agency and NAFC to assess how far the project had accomplished in terms of the objectives set by

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Kasakalikasan. Regular meetings with farmers were conducted at the beginning of each cropping season. Local emergency meetings and informal consultations were likewise done to attend to problems requiring immediate attention.

2. Collaborative activities. These activities included training, community mobilization, field trials, information dissemination, monitoring and evaluation, and preparation of reports. There was also informal sharing of tasks and responsibilities. For instance, assignment of tasks depended on the availability and capability of staff members and location of activities. The training of FFS, field trials, and dissemination of information about the project were done by the IPM Training Team composed of facilitators from LM and farmers’ groups and the agriculture trainers (ATs) of LGUs. The team was also responsible for documenting all FFS activities and in submitting reports to MAO concerned or the municipal’s mayor and Program Coordinator, who managed LM. In addition, the team was tasked to conduct ground-working activities prior to carrying out of FFS and to act as liaison officer for transactions between the province and the municipality. LM and POM’s staff did surveys and community mobilizations. The preparation of final reports was solely LM’s responsibility.

3. Resource-allocation procedures. Specific allocation of funds for collaborative activities was specified in the MOA between partners. For example, a detailed description was made on how much was to be spent for personnel services, transportation, food, supplies and materials, etc. The funds were to be spent in accordance with sound accounting and auditing procedures. The IPM funds managed by LM came from various sources such as NAFC, DA Region IV, ATI, the provincial government, POM, and MISEREOR.

PROBLEMS ENCOUNTERED 1. Weak local government support. Although the local executives had

expressed full support to the project, inaction from them was experienced. Some FFS conducted in the municipalities materialized without their promised technical and financial support.

2. Insecurities of some people working in the project. The LGU ATs hardly accepted the idea that the people leading them from LM were less educationally qualified than them. The ATs harbored negative attitude towards the LM staff most, who were not even agriculture degree holders. One LGU municipality left the partnership early due to lack of confidence with other partners and the belief that there was inequality in the sharing of benefits and credit.

3. Release of LGU funds as their share was always delayed for months or even for a year.


4. Poor work ethics of some LGU staff members like habitual tardiness or not showing up at all for appointments resulted in delays of scheduled activities.

5. Strong adherence of farmers to conventional farming systems. Although convinced of the benefits of the IPM technology, many farmers had the difficulty in adopting what they had learned from their attendance to the FFS.

6. Lack of sincerity from other partners. While the LGUs forged partnership with LM in the implementation of IPM, the field staff members, like the ATs supported the promotion of chemicals and inorganic fertilizers produced by multi-national companies causing confusion among farmers.

7. Lack of transparency within the organization. The financial status of the lead agency was never disclosed to the staff. The IPM staff believed the project got substantial funds from foreign funding agencies that could have allow them to receive bigger incentives commensurate to the nature of work, which they never obtained.

8. Managerial leadership crisis within the organization resulting in the disintegration among the people directly involved in the project. The break-up gave birth to another NGO, Lingap Maralita, Inc. The break-away group headed by the former manager of LM brought with them the IPM project and its LGU partners. LM continued implementing the IPM with their farmer-beneficiaries minus the funds.

IMPACT OF IPM PROGRAM

All organizations involved in the project believed that their working together had helped a lot in the promotion and adoption of the IPM technologies and in the strengthening of its impact on the province’s farming communities. The first year of the project implementation set a record of an almost 100 percent decrease in pesticide use and savings of up to PhP3,500.00 per hectare among FFS graduates (AVSJ Report to Kasakalikasan, 1994). Impact evaluation results likewise showed that with IPM, farmers significantly reduced their production cost by 20 percent and increased their net income by at least PhP30,000.00 per hectare (AVSJ Ad Limina Report, 1990-1994).

Initial success achieved by IPM enabled the lead agency and the provincial government to be conferred the Outstanding IPM Implementer in the Southeast Asia Award. This award was given during the World Expo 2000 held in Hanover, Germany. The lead agency was likewise awarded the Most Outstanding NGO by the National Program Office in 1995.

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Lumbo (2001) reported that the farmers who attended the FFS from 1993-1996 had high degree of knowledge about and positive attitude towards ecologically sound farming practices. There was a high adoption rate of farm practices. Similarly, the farmers’ attendance to FFS helped them enhance their decision-making capability.

In 2009, an impact study was conducted by the OMNC Research, Development, and Extension (RDE) Unit in the SAMARICA (San Jose, Magsaysay, Rizal, and Calintaan) Area using the same set of respondents and instruments to find out the state of technology adoption among IPM farmers. Only about 85 percent of the original respondents were able to participate due to transfer of residence, illness, and death. It was found that farmers still had high degree of knowledge about and positive attitude towards ecologically sound farming practices. However, the practice of technologies in relation to IPM was very low.

These findings were corroborated by LM and LGU ATs. They said

adoption of IPM among farmers ranged from two to five percent only. They attributed this phenomenon to the farmers themselves, who had strong adherence with conventional farming system. While the IPM movement had slowly faded away due to lack of funds and the so-called “donor fatigue”, promotion of chemical agriculture by multi-nationals leveled up. Similarly, the technologies promoted by the government like the hybrid rice slowly dislodged the ideals advocated by the IPM.

CONCLUSIONS AND LESSONS LEARNED LM as an organization possessed some qualities worthy to become the lead agency in the implementation of a vast program like the IPM. It had outstanding track record in terms of performance as an NGO; had strong mass-based organizations; and had a pool of trained and motivated staff. LM had also strong linkages with both government and non-government organizations; hence, seeking technical and financial assistance was easier. However, it was not immune from internal conflicts that resulted in the disintegration among the people directly involved in the program. This affected the credibility of the program implementers and demoralized other stakeholders. Success of any undertaking does not depend solely on the sufficiency of human and material resources but on the integrity of the people behind the program as well.

The lead agency employed good strategies in implementing the program such as forging of partnerships with other organizations with similar mandates and targeting of farmers’ organizations and cooperatives to easily


mobilize communities. Project staff members were sent to trainings and conferences to be equipped with knowledge and skills in all aspects of the IPM technology. LM conducted values orientation, integrity of creation, and team-building activities for farmers. Educational institutions were likewise tapped to promote adoption of IPM. However, the opportunity to travel and attend conferences was enjoyed by only a select few within LM. That opportunity was not extended to other partner organizations. For a partnership to work, there must not only be sharing of tasks and risks but also in the sharing of opportunities and benefits.

While there were no complaints noted as far as working relationship

between LM and POM was concerned, the partnership between the lead agency and the government was besieged with problems. There were complaints raised by LM against LGUs such as poor work ethics, lack of transparency, weak support from them, delay in the partners’ release of funds for the project, and lack of sincerity of some partners.

Partnership is important in rural development work. It allows sharing of

technical expertise and resources of various agencies which results in the attainment of the objectives of a program and those of the collaborating organizations. However, for partnership to become effective, the first thing to consider is choosing the right partners.

The IPM project performed best during the earlier years of its implementation. There was a high adoption rate of IPM technologies among the FFS farmers. A significant decrease in pesticide use and production cost and an increase of farmers’ savings were reported. Initial success achieved by IPM enabled the partners, particularly the lead agency and the provincial government to receive various awards locally and internationally. This happened when the LM personnel were still united. It proved that unity among program partners and stakeholders could bring significant achievements and benefits especially on farmers. The positive impact of IPM was however, short-lived. The 2009 impact study showed that the practice of technologies in relation to IPM was very low due to intertwined factors categorized as institutional, political, economic, and social.

RECOMMENDATIONS 1. Transparency within the organization and even within the partnership is

very important. These remove all doubts that can hamper smooth working relationships and productivity. There should also be sharing of

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incentives and benefits to motivate people to work hard and contribute to the program’s success.

2. It is important to choose the right partners in any development work. Prior to the signing of agreement a MOA, definition and clarification of each role and responsibility must be done to avoid misunderstanding and false expectations among partners.

3. Since most of the problems encountered by partners were attitudinal in nature, the building of smooth interpersonal relationships and mutual trust right at the initial stage of collaboration should be given utmost importance.

4. There is a need to incorporate topics on IPM in schools’ curricula to instill in students’ mind and values the importance of clean and safe living and to prepare them early for responsible stewardship of the environment.

LITERATURE CITED AVSJLM. 1995. IPM TOT and FFS. A Report. AVSJ Ad Limina Report, 1990-1994 AVSJLM. Narrative Report on IPM Training, 1993 AVSJ Report to Kasakalikasan, 1994 Lumbo, Susanita G. 2001. LGUs, NGOs and FOs Partnership in the Integrated

Pest Management for Rice Project in Occidental Mindoro, Philippines. Unpublished Ph.D. Dissertation, University of the Philippines Los Baños, Laguna, Philippines.

Plan 1998 Planner Thrupp, Lori Ann. Ed., 1996. New Partnerships for Sustainable Agriculture.

World Resources Institute.

Managing Resource-Limited Research: The Case of Comprehensive Analysis of the Poverty Situation in the Southern Tagalog Island Provinces 1 Merian C. Mani 2, Jeter S. Sespeñe3, Julio RT. Chavez 4, and Katherine S. Escalona 5

ABSTRACT

The paper presents the researchers’ experiences in managing and completing a qualitative research on poverty situation in the five provinces of Region IV-B, known as the MIMAROPA Region, under very limited time, budget, and resources.

This research study was an in-depth analysis of the

poverty situation in Mindoro Occidental, Mindoro Oriental, Marinduque, Romblon, and Palawan using the Key Informant Interview (KII) and Focus Group Discussion (FGD) for gathering data. The respondents of the study came from the two least progressive municipalities in each province, which were identified based on the National Economic and Development Authority (NEDA) classification and that of the Peace and Equity Foundation (PEF) poverty mapping in 2004. Eleven Key Informants were purposely identified and three FGDs from each municipality were held to gather sufficient data. FGD members were chosen from various groups such as non-government organizations, people’s organizations, cooperatives, students’ groups, the professional sector, women’s associations, and local government units (municipal council or barangay council). In each province, FGDs were also conducted in selected community sectors such as the indigenous people’s group of Occidental Mindoro, rebel returnees in Oriental Mindoro,


State University, Banga, Aklan 2 Vice President for Research, Extension, and Production, Romblon State University, Odiongan, Romblon

3 President, Romblon State University, Odiongan, Romblon 4 Faculty Researcher, Romblon State University, Odiongan, Romblon 5 Faculty Researcher, Mindoro State College of Agriculture and Technology, Victoria, Oriental Mindoro

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inmates in the penal colony in Puerto Princesa, Palawan, cooperatives in Marinduque, and women’s associations in Romblon.

Constrained with limited time, budget, and resources,

the researchers employed various strategies to complete the research study and to address the need to establish credible data through sensitized information gathering. Deming’s PDSA cycle was adopted by the researchers in the project implementation, vis-a-vis the Total Quality Management (TQM) principles. To facilitate the deliverables, the researchers established linkage with State Universities and Colleges (SUCs) for resource generation and networked with the Philippine Association of Research Managers (PHILARM) members in each province to seek help for logistics and other forms of assistance in the implementation of the project.

The limited budget compelled the researchers to employ

several strategies such as: Ride On Official Travel (ROOT), Shop for the Lowest Price in Everything (SLOPE), and Use Austerity Measure (UAM) or the (RSU strategy) in order to successfully implement and complete the research study that yielded very interesting and relevant results.

This experience gave birth to a new research and development (R&D) management framework the “Community In Vitro and In Vivo Development Approach”, the novelty of this study.

RATIONALE

Challenged to come up with sensitized and credible data, the researcher prompted to employ Deming’s PDSA cycle to ensure continual quality improvement using a logical sequence of four repetitive steps; Plan, Do, Study (Check) and Act. Consistently, Deming’s principle on Total Quality Management (TQM), which is synonymous to excellence, was applied to the processes as well.

Aware of the limited time, budget, and resources, the researchers were motivated to link with SUC Administrators and Research Managers (vice-presidents and directors) to provide transportation and accommodation assistance. The researchers reconnected with friends and relatives in each province for logistics; and the PHILARM members served as KII enumerators,


FGD facilitators, and documenters. The RSU strategy was devised to efficiently manage a resource-limited research.

OBJECTIVES

1. To validate the efficiency of the PDSA cycle as a research and development (R&D) management approach;

2. To elucidate the TQM principle as a requisite to all R&D projects; 3. To show that R&D managers must be creative and resourceful in

unexpected circumstances; and 4. To device a paradigm that suit the identified gap in R&D management.

METHODOLOGY

Poverty and inequality have been recurrent challenges in the Philippines. They are a serious issue confronting the country brought about by global financial crisis, resulting to food, fuel, and commodity price hike experienced in 2008. The government’s programs on poverty reduction are noteworthy; however, the proportion of households living below poverty line has declined very slowly and unevenly in the past four decades. Poverty reduction has been much slower than in neighboring countries in Asia. Contrary to the reported economic growth characterized by boom and bust cycles and current episodes of moderate economic expansion, these programs have had limited impact on poverty reduction in the country.

REGION’S PROFILE (Region IV – B MIMAROPA)

Geography

MIMAROPA stands for MIndoro, MArinduque, ROmblon, and PAlawan, all of which are islands to the southwest of Luzon. Also known as Region IV-B, it was created under Executive Order No. 103 on May 17, 2002, dividing the former Southern Tagalog Region into CALABARZON and MIMAROPA and transferring the province of Aurora to Region III.

Region IV-B is the largest in terms of land area. It is often referred to as

the “last frontier” area in the Philippines due to its many unexplored forests and virgin beaches, particularly in the provinces of Palawan and Occidental Mindoro.

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People

With a population density of only 84 persons per square kilometer, MIMAROPA is second to the Cordillera Autonomous Region as the least populous region in the country. MIMAROPA is home to many migrants from Luzon and the Visayas. The original cultural groups in the region are the Mangyans of Mindoro and the Palawanons and Tagbanwas of Palawan.

Language

Tagalog is spoken in the province of Marinduque, as well as in the northeastern and southwestern coasts of Mindoro. In the interior of Mindoro, various languages are spoken by Mangyans. They are Iraya, Alangan, Tawbuid, Hanunuo, Tadyawan, Buhid, and Ratagnon. The latter is a Visayan language with less than three speakers.

In Romblon, there are three main languages: Romblomanon, Asi, and

Onhan. These languages belong to the Visayan language family.

Economic Profile

Agriculture is the main economic activity of the people in the region. The main products include palay, corn, coconut, and banana. Palawan is the foremost fish-producing province in the country. Other agricultural products in limited quantities include fruits and vegetables, poultry, hog, and cattle.

The region is one of the richest terms of mineral resources. Many

companies are currently exploring and/or producing gold, copper, nickel, chromites, and marble. The most important development was the discovery of commercial oil in the province of Palawan. The full development of this reserve will hopefully reduce the country's dependence on imported oil.

If there is a sunrise industry that is making a big splash in the region, it is

tourism and rightly so. The region is endowed with many interesting natural wonders such as beaches, rivers, caves, and diving spots, just to name a few. Palawan’s St. Paul's Underground River has made it to the United Nation's World Heritage List.

The development of the vast natural resources of the region provides a

promise for sustained economic development. This would increase the region's share in the national economic output, which in 2007 stood at a negligible 2.74 percent; and at the same time would reduce significantly the


region's poverty incidence, which is currently one of the highest in the country at about 52.74 percent.

Region IV-B provinces have been consistent members of the Club 40, the top poorest provinces in the Philippines, hence this study. The two least progressive municipalities were identified in each of the five provinces in MIMAROPA as representatives, where the respondents were purposively chosen. This study aims to provide a comprehensive analysis of the three major concerns that have direct impact on the poverty situation that need to be addressed immediately. The causes and effects of these issues were discussed. The study examined the implications of prevailing programs as well as planned projects of various institutions. The available resources of the selected municipalities in each province were evaluated; and finally, the areas where SUCs could step in for possible interventions were identified. Furthermore, the study is based on the analytical work using current literature and latest available data confirmed in the eleven KII and three FGDs in every municipality by a total of 110 Informants and 30 groups for FGD sessions. The goal of this project is to come up with a workable Local Poverty Reduction Program (LPRP) model based on the results of the study.

MANAGEMENT PRACTICE

The main proponent of the project went through a proposal-writing workshop conducted by the Commission on Higher Education (CHED)-University of the Philippines Los Baños (UPLB)-ZRC for a PhP200,000.00 Grant In Aid (GIA) fund for 2008. After several revisions, the proponent successfully passed the screening committee’s scrutiny and was given the notice to proceed on April 16, 2009. However, securing the funds from the institution was delayed for five months due to the pre-audit requirements. Moreover, the proponent was not allowed to make cash advances greater than travel expenses because the proponent was not a bonded official. Nevertheless, the proponent obtained an authorization letter from CHED-UPLB-ZRC’s project manager, presented the letter and the Memorandum of Agreement in a brief meeting attended by the University Auditor, Budget Officer, Accountant, and Chief Administrative Officer to convince them that the proponent was allowed to receive and expend the fund intended for the implementation of the study.

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The researchers did not wait for the release of the funds. They started gathering data in the two least progressive municipalities in Romblon (Corcuera and Sta. Maria). After ten days, the KII and FGD in both municipalities were completed. The enumerators, facilitators, and documenters met to evaluate the first phase of the project implementation. Using the PDSA cycle as the master guide of the project implementation, the strengths and weakness, and the problems encountered by the researchers were identified and discussed. Possible solutions were pointed out. The same process was done in Palawan, Mindoro Occidental, Mindoro Oriental and Marinduque. In Romblon, the proponent employed the budding researchers from the College of Business and Accountancy as enumerators, facilitators, and documenters. But the proponent opted not to deploy them for gathering data in other provinces because it would have entailed a sizable budget for travel, and it would have caused disruptions in their class schedules. The situation prompted the researcher to network with friends and relatives and connects with PHILARM members based in the rest of the provinces in the MIMAROPA region to help in data gathering activities. Realizing that the budget was so limited for the region-wide study, the proponent opted to request for logistical support from administrators and R&D managers among the SUC’s in Region IV-B. In summary, the management challenges encountered were the following: Palawan

Espaňola – availability of transportation; the 200-kilometer land travel was tiring; it was a remote municipality; there were neither restaurants nor a hotel found in its poblacion; the “Culture of Silence” was highly observed by the constituents; and 95 percent of the total population were migrants from Mindanao and the Visayan regions. Aborlan – none.

Mindoro Occidental Calintan – availability of transportation; poor road network caused uncomfortable land travel; dealing with the indigenous people; no available hotel for lodging. Rizal – road network was very poor; dealing with indigenous people; and no hotel for lodging.


Mindoro Oriental Bulalacao – insurgency threat. Mansalay – insurgency threat.

Marinduque Buenavista – long travel by land using a motorcycle; and the availability of KII respondents. Mogpog – none.

Romblon Corcuera – availability of transportation; rough sea travel; poor road network; and no hotel available. Santa Maria – poor road network travel and no hotel for lodging.

STRATEGIES

The researchers devised the RSU strategy to address the limited budget. The researchers Rode On Official Travels (ROOT), every time there was a scheduled R&D-related seminar in any of the five provinces in Region IV-B. The proponent attended these seminars and stayed on longer than required in each instance to gather data together with the pre-contacted team members. The Shop for the Lowest Price in Everything (SLOPE) principle was also implemented. The researchers’ needs and not wants in the implementation of the project were a rule observed all throughout. Transportation, lodging and accommodation, supplies and materials were reused and services were canvassed for the lowest price possible. The researchers’ network and linkage were instrumental in promoting the Use of Austerity Measures (AUM). Invitation for any free meal or snack by a relative or friend helped save a small amount that was then allotted for the next priority expenditure. The researchers bought the idea of taking advantage of the occasional free accommodation by hospitable acquaintances. With the insurgency threat in Mindoro, the proponent contacted a high school classmate who was a high ranking official in the Philippine Army to seek for endorsement and clearance in Bulalacao and Mansalay. The researchers got a chance to meet a rebel returnee group, thus a chance to conduct an FGD that lasted for three hours. The “culture of silence” was one of the most challenging issues encountered by the researchers. Nonetheless, the researchers’ group made its way to win the trust and confidence of the target respondents by

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discovering the common denominator that existed between and among them and the research group members, whether the denominator was mutual acquaintanceship to a driver, an employee, an LGU official, a teacher, a Barangay Official, or any personality. Familiarity statements like “Bisaya ka man Tay”, “Kilala ko iyong director ninyo”, “Having gone through the same experience”, and or anything that could somehow connect the interviewee to the interviewer. In the end, the data gathering activity had ran smoothly on the second day until it was eventually completed. Dealing with indigenous people was another interesting experience. The researchers requested assistance from the Occidental Mindoro State College (OMSC) research director and staff – who happened to be all PHILARM members – to secure a pass from the elders and gatekeepers of the tribe. The OMSC group briefed the researchers on the culture of the tribe in order to facilitate the FGD successfully. The research team was accompanied by the OMSC researchers and extensionists, who graciously helped the former in conducting the KII.

DISCUSSION/INTERPRETATION

With the desire of the proponent to come up with an excellent output, the PDSA cycle was used as the guiding principle in the management of the project. The four repetitive steps were religiously done in dealing with the subjects at various sites. The TQM principle was strongly emphasized to all team members for the entire duration of the study. Without having any choice, the proponent devised the RSU strategy to pursue the project even with limited time, budget, and resources. The network and linkages established strengthened the research, development, and extension (RDE) resources of the University.

CONSEQUENCES OF THE MANAGEMENT DECISIONS/ACTIONS

Using the PDSA cycle, the researchers were confident that the data generated were sensitized and credible. This led to improved approaches of the KII and FGD processes from one province to the next. Thus, the research procedures consistently improved. The RSU strategy was a major factor that made the completion of the project possible. However, there were several obstacles along the way. There was one occasion, when the proponent was invited as a keynote speaker in a gender summit at OMSC. The College had offered the proponent free airfare from Manila to San Jose, Occidental Mindoro, but due to some reasons the proponent was not given the offer. Seeing this as an opportunity to be a regional speaker and more importantly,


a chance to gather the needed data for the LPRP project, she overcame all opposition by filing a leave without pay and flew to OMSC. Most of all, the connection, linkage, and network established with various sectors during project implementation helped the researchers’ way towards completing the project on time. These even opened new avenues for bigger projects and programs for the University

IMPLICATIONS OF MANAGEMENT DECISIONS/ACTIONS

The implications of using the PDSA cycle, together with the TQM principle, the RSU strategy, and the network and linkage approach were: 1. These enriched the existing body of knowledge on the methodology and

could possibly lay down the foundation on doing such approach using the same principles in future R&D management studies;

2. For other research managers, the strategies undertaken resulted to the attainment of the objectives of the study effectively and efficiently with the least possible resource input;

3. The institution was at the advantageous end since the study was completed with the least possible resource inputs; thus it was able to source out a huge amount of funds for new projects while unleashing potential extension projects for it;

4. The concerned policy-making bodies and other stakeholders were assured of the integrity of the results of the study; and

5. Finally the concept of the “Community In Vitro and In Vivo Development Approach” in R&D management was born.

CONCLUSIONS The findings confirmed that linkages and networks were effective tools

for a successful R&D management. Furthermore, the role of the RSU strategy enhanced the facilitation of the holistic management of the study and its eventual completion.

The KII and FGD are considered as a framework with the use of PDSA coupled with the TQM principle brought the hybrid idea of Community In Vitro and In Vivo Development Approach in R&D management. In Vitro and In Vivo are Latin phrases. The first one means “within the glass”, or a process performed in a controlled environment; and the latter means “within the living”, an experimentation using a whole, or affected by

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the external environment. Thus, the whole or totality of combining the strategies, approaches, and principles leads to the new, improved, and more efficient R&D management system. Further translating these concepts to R&D management, these imply the cleansing of the methodology and processes employed in a particular study in order to come up with a sensitized data that will guarantee the integrity of research results.

RECOMMENDATIONS

1. Research managers are encouraged to use a combination or a multi-strategy approach in R&D management studies;

2. Let the Community In Vitro and In Vivo Development Approach be experienced by other research managers in other research areas;

3. R&D managers should try using a combination of different frameworks or methodologies using multi-agency program application; and

4. Research managers and research institutions should come up with a unified policy on fund management from funding agencies to institutions and ultimately to research proponents.

REFERENCES

Asian Development Bank. 2009. Poverty in the Philippines: Causes, Constraints, and Opportunities. ADB Mandaluyong City, Philippines.

Balisacan, Arsenio M. 2001. Growth and Poverty Reduction: Trends, Determinants, and Policies. Asian Development Bank. PO Box789, Manila, Philippines.

Balisacan, Arsenio M., and E. M. Pernia. 2002.What Else Besides Growth Matters to Poverty Reduction? Philippines. ERD Policy Brief N. 5. Asian Development Bank. PO Box789, Manila, Philippines.

Constantino, Winifreda. 1999. A Survey of Poverty Related Researches and Monitoring Systems in the Philippines. MIMAP Research Paper No. 42. MIMAP Project Policy and Development Foundation Inc. Metro Manila, Philippines.

Deming, Walton and Edwards Deming, 1986. The Deming Management Method. http/www.valuebased management/methods- demingcycle.html.

Lam, Le Thi Ai. 2005. Human Resource Development and Poverty in the Philippines. Discussion Paper Series No. 2005-17. Philippines Institute for Development Studies. Makati City, Philippines.

MIMAROPA 2003 development Plan from NEDA.


National Statistical Coordination Board. 2005. Estimation of Local Poverty in the Philippines, November 2005, In Cooperation with the World Bank. http://www.ncsb.gov.ph.

NSCB 2000 Poverty Estimates, www.nscb.gov.ph/poverty/2000/mapping Romblon Medium Term Development Plan. Romblon Provincial Annual Report For C.Y. 2009. Schreiner, Mark. 2009. A Simple Poverty Scorecard for the Philippines.

http//www.microfinance.#Philippines. UNDP. 2008. Strong Institutions, Inclusive Growth: Poverty Reduction and

Achievement of the MDG’s. In UNDP Annual Report 2008: Poverty Reduction. UN, New York.

Embedding a Framework of Research into Project Operations: The Case of the Mindoro State College of Agriculture and Technology Banana Tissue Culture Project 1 Ma. Concepcion L. Mores 2 and Jesse T. Zamora 3

ABSTRACT

The Banana Tissue Culture Project of the Mindoro State College of Agriculture and Technology (MinSCAT) was established as a maiden and major project of the Research, Development, and Extension (RDE) Unit of the College in the year 2000. To date, it is still a project-in-progress with an evolving management strategy intended to ensure the attainment of project objectives and the sustainability of the project. Starting from the conceptualization stage up to the implementation phase, various technological approaches have been employed in putting up the project and maintaining its operations. Of significant bearing are the series of researches that continually dealt with the different phases of the production process. All these built up a research management framework embedded into the various aspects of project operations, which served as means to address various project setbacks and problems met. In addition, strategies for capability-building in terms of human and physical resource development have likewise lent facilitative roles toward increasing production capacity, as with the linkages forged by the project as well.

This paper articulating on the experience of MinSCAT’s

Banana Tissue Culture Project demonstrates that integrating a management strategy grounded on research offers benefits in terms of clarifying obscurities, filling knowledge gaps in, and validating techniques which are all essential in enhancing and


State University, Banga, Aklan 2 Professor III and Vice President for Research, Extension and Development, Mindoro State College of

Agriculture and Technology, Victoria, Oriental Mindoro 3 President, Mindoro State College of Agriculture and Technology, Victoria, Oriental Mindoro


sustaining project operations. The experiences and lessons learned, and the implications and recommendations drawn may serve as learning examples in formulating management decisions and mobilizing strategies for enhancing and sustaining similar project operations.

RATIONALE

The province of Oriental Mindoro raises mainly banana among its commercial fruit crops. Among the different provinces in the two Mindoros, Marinduque, Romblon, and Palawan (MIMAROPA) and the whole Southern Tagalog Region, Oriental Mindoro has the largest total land area planted to banana and registers the highest production. A vast area of Oriental Mindoro’s agricultural land is planted to different cultivars of banana so that production of the crop has become an important source of income for small farmers who constitute majority of the banana growers in the province.

In recent years however, there has been a need for the rehabilitation

of the production areas of banana in Oriental Mindoro. This was brought about by the increasingly ravaging effects of viral diseases such as the Banana Bunchy Top Virus (BBTV) and the Banana Bract Mosaic Virus (BBrMV), which present a significant constraint to the productivity of the crop. This was particularly true with one of the most in-demand local cultivar, “Lakatan” which is highly susceptible to said diseases. These diseases have become problems to smallholding banana growers, who do not have the expertise and economic resources to manage the diseases.

Since banana viruses are transmitted through infected planting materials/suckers, the use of disease-free planting materials becomes an effective part of an effective integrated disease management program. On this context, MinSCAT has initially taken steps to address the aforementioned disease problem by producing clean, disease-free tissue-cultured plantlets in its Tissue Culture Laboratory, the only micropropagation laboratory so far successfully established in the province.

Essentially tapped as source of disease-free planting materials for the

entire province, MinSCAT, through this Banana Tissue Culture Project constantly faced basic challenges of the need to ensure viability of production of plantlets, effectively cater to clients’ needs and answer their problems, effectively disseminate the technology, and sustain project operations. The ability then to surpass these challenges denoted attainment of the project’s objectives which were to produce the needed supply of quality banana planting materials and transfer the recommended Package

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of Technology (POT) on raising the tissue-cultured plants for the banana growers. The attainment of these objectives, in turn, was expected to lead to the realization of the project’s overriding goal of contributing to the enhancement of the banana industry in the province.

Practically, each step in project conceptualization, establishment, and

operation was beset with certain setbacks that had to be settled. Each problem that came along posed a challenge to project management. The project management, therefore, had to treat each problem, applying an approach to resolve it. For instance, means to counteract some threats in the production process had to be instituted. Likewise, means to allay certain problems with cost of inputs, with the disposal of the product, or with any other vital aspect of the project had to be applied correspondingly. The different approaches utilized as means to resolve those setbacks proved to be of relevance in keeping the project on the ground, and thus were regarded to comprise a set of strategies that build a management framework necessarily embedded into those aspects of project operations. This paper articulates on those definite approaches taken during the last ten years by the management and staff of the project who significantly pushed the project into eventual successful operation. A framework of research management approaches was consciously applied in the implementation of the project that continually laid significant value in enhancing and sustaining its operations.

OBJECTIVES

This paper generally aims to raise awareness on the valuable application of appropriate management approaches that build a framework of research for enhancing and sustaining project operations as exemplified in the MinSCAT Banana Tissue Culture Project.

Specifically, it seeks to reveal the setbacks and constraints

experienced in the course of project implementation and unveil the corresponding management strategy employed and the experiential learning gained by the project staff, as well as those observed among the project stakeholders.


METHODOLOGY

Project Background

The MinSCAT Banana Tissue Culture Project was conceived in 1999 as the first major project of the then one-year-old Research and Extension Unit of the College, now the integrated unit for Research, Extension, and Development (RED). As cited in the early part of this paper, the project’s conceptualization and subsequent establishment and operation were prompted by the need to provide clean, disease-free banana planting materials for Oriental Mindoro’ farmers use. This was on account of the need to rehabilitate the disease-stricken production areas of banana in the province, which posed a further threat to the declining productivity of the crop.

It took almost a year of conceptualization and preparation before the project eventually started its operations in 2000. This pre-implementation phase consisted of preparing the proposal for the project, mainly for sourcing out funds for its establishment. Essentially, the proposal articulated on the requirements of putting up the project such as the required technology protocol, the physical facility set-up, manpower and budgetary requirement among others. The setting up of the physical facilities needed for the establishment of the project was made possible through the financial assistance received from the Provincial Government of Oriental Mindoro, which was allocated for the purchase of basic laboratory equipment, apparati, and supplies. The project also made an acquisition from the Department of Science and Technology (DOST) of a laminar flowhood cabinet, which is an indispensable apparatus used in tissue inoculation. The equipment and apparati were installed in one of the old science laboratory classrooms converted into the initial laboratory for tissue culturing of banana. This room, barely an area of forty-eight square meters (six meters by eight meters), was compartmentalized into three small, sanitized rooms for the preparation of growing media, tissue inoculation, and growing of cultures. The project was initially manned by only two persons, a utility worker who was engaged in all the hands-on work in the laboratory, as well as in the nursery; and the Research and Extension Director of the College who directly supervised the project. The Director even sometimes took turns for the hands-on work at the laboratory. For occasional urgent work in the nursery, emergency laborers were hired. A makeshift nursery made of locally available materials was constructed for the acclimatization of plantlets prior to their transplant to the fields.

The College requested for technical assistance from the University of the Philippines Los Baños (UPLB) for the training of the laboratory worker on

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the required procedure for the in vitro propagation of “Lakatan” banana. A three-day hands-on training was held right at the newly set-up Tissue Culture Laboratory of the College. The said training was so successful that it proved sufficient in equipping the trainee/laboratory worker with all the necessary knowledge and skills needed to start the operations in the laboratory that subsequently produced the expected tissue-cultured planting materials.

At the end of the first year of project operations, several hundreds of

banana tissue-cultured plantlets were disposed for planting in the fields. It was at this stage that the project started to be recognized as the sole source of high-quality banana planting materials in the province. The project then gradually grew to become a show-window of the College. Individuals and organizations in the province interested in banana tissue culture technology came to MinSCAT to witness the project in action. The project’s laboratory, nursery, and techno-demo field also served as venues for learning the technology that benefited many farmers, agricultural workers, and students of the College, particularly those who majored in Crop Science under the BS Agriculture program.

Although the project went into commercialization, it remained to be

under the management of the College’s RED Unit. To the initially lone regular worker who did all the work in the laboratory and in the nursery, three contractual workers were added; one of whom assisted in the laboratory tasks while the two were engaged in the nursery and field works. Except for the project leader, all worked full-time in the project.

Management Practice and Strategies

The following were the R&D management strategies employed for the project:

Approaches to Technology Strategy – Two approaches to technology strategy, as applied in strategic management thinking and practice, namely, the so-called Positioning Approach, known as Porter’s framework (Recklies, 2001) and the Resource-Based Approach, referred as Prahalad and Hamel’s Core Competencies Framework (Rangone, 2004) were employed during the conceptualization and pre-implementation phases of the project. These two approaches were utilized in diagnosing the banana tissue culture technology, the technology employed in the Banana Tissue Culture Project. The Positioning Approach focused on how technology strategy connects to the external condition or market structure and the positioning of the project within the banana industry in the province. On the other hand, the Resource-based Approach focused on the internal condition of the project, primarily the core competencies and resources. By employing the Positioning


Approach, the Banana Tissue Culture Project was proposed on the account of the positive features in banana tissue culture technology in terms of attractiveness to the banana industry and competitive advantage. Meanwhile, employment of the Resource-Based Approach in proposing the project was done on the basis of the core competencies and resources of MinSCAT that proved to be strategic for the project.

Also employed in the process was the formulation of technology decisions affecting each activity of the project’s value chain. This included decisions on the primary activities such as the actual mass propagation activities being done in the laboratory and in the nursery. Likewise included were the secondary activities such as those relating to the project’s infrastructure, human resource management, procurement, costing, marketing, and others.

Carrying out of Researches and Utilization of Research Outputs – In the implementation phase of the project, several technical problems posed big challenges to meeting project objectives. These problems were addressed through scientific investigations (i.e., researches) conducted right in the project venue by the project implementers. Such investigations generated new, adaptable and specific technologies, which were effectively applied to the technical operations of the project thereby, significantly contributing to project success.

Capability-Building – This was undertaken through development of human resource and improvement of facilities of the project. Both prior and during the operations of the project, the staff underwent training on the technology. Everyone was also involved in all the research activities pertinent to the project, as well as with the relevant extension activities. Moreover, through the support from institutional funds, as well as funding from external sources, acquisition and augmentation of equipment and materials for the project were made possible.

Linkaging – MinSCAT entered into collaborative banana research and extension programs and projects at the provincial, regional, and national levels to generate more project funds and to forge synergy on efforts toward the attainment of project objectives.

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DISCUSSION/INTERPRETATION

Approaches to Technology Strategy

The project’s conceptualization process entailed a study of both the external (Positioning Approach) and internal conditions (Resource Base Approach) of the technology (i.e., the banana tissue culture technology, otherwise known as in vitro mass propagation technique for banana) ,which were to be adopted in the project.

On the bases of external forces like rivalry among competitors,

potentials of new players, threat of substitutes, and bargaining power of customers as well as of suppliers, the technology of banana tissue culture treaded relatively very well in the province of Oriental Mindoro, and even in the entire MIMAROPA Region. There was no threat of competition since at that time, there was no other tissue culture laboratory yet established in the province and neither in the whole region. If other agencies would have proposed a similar project, it would have taken time and strong efforts to establish one, thus the potential of new entrants was likewise not a threat. Considering the threat of substitutes, there was practically no known material or product that could get rid of banana viruses more effectively than tissue-cultured banana planting materials. It has been demonstrated that at the time of planting, tissue-cultured banana plantlets were clean and disease-free and viral infections in the field would be prevented by raising the said planting material following the recommended POT for raising the tissue-cultured plants.

The cultivation of banana as a source of income by farmers would

entail planting in large volumes. Except for backyard-scale production, production of the crop as an enterprise would require hundreds to thousands of planting materials. The fact that many farmers in the province were devoted to growing banana posed a bright prospect on demand for hih-quality planting materials. The urgency for rejuvenation of old production areas and rehabilitation of disease-infected farms also posed a strong bargaining power of customers. True enough, it was not only the farmers themselves who actually ordered for banana tissue-cultured plantlets from the College, but government agencies like the Department of Agriculture (DA) Regional Field Unit IV-B, Agricultural Training Institute-Regional Training Center and local government units (LGUs) – the Provincial Government of Oriental Mindoro and several municipal government units in the province purchased thousands of said planting material utilized in their banana production and rehabilitation projects as well.


As for the bargaining power of suppliers, there was likewise no threat because banana farmers in Oriental Mindoro (an island province) would find difficulty in procuring the desired banana tissue-cultured planting materials from other tissue culture laboratories and nurseries. The nearest source of supply of banana tissue-cultured plantlets at that time were UPLB and the Institute of Plant Breeding (IPB), both based in far off Los Baños, Laguna.

Project conceptualization on the basis of internal factors, mainly core

competencies and resources of the College, illustrated a long-term competitive advantage, considering the knowledge and skills required in carrying out the project. Significant performance difference was manifested by the project in terms of the possession of skills and experience by one of the project staff member. The said worker was able to effectively and efficiently produce the targeted production volume of plantlets each year. The same worker was also able to train other workers who came from other agencies within and outside the province. In reality, The RED Unit of the College was able to conduct several hands-on training sessions on banana tissue culture techniques for participants from other agencies contemplating on establishing a similar banana tissue culture projects or trying to enhance their existing projects. These participants came from agencies such as DA – Oriental Mindoro Agricultural Experiment Station, Palawan Agricultural Outreach Station, and SUCs such as Occidental Mindoro State College, Southern Luzon Polytechnic University, Romblon State University, and Marinduque State College. It was either those participants from those agencies that came to the MinSCAT Tissue Culture Laboratory for the training, or the laboratory personnel from MinSCAT were invited to their locations for the demonstration of the technology. Aside from the trainings offered to such agencies, there were also a number series of trainings conducted for farmers and agricultural technologists from the different municipalities in the province.

Furthermore, the agriculture-based system of the College was strategic in a sense that learning and coordination was greatly facilitated to integrate multiple streams that characterized the technology and the product. This was eventually justified by the integration of agricultural research and extension activities into the project.

During the implementation phase of the project, several technology decisions have also played significant role in the operations of the project. These decisions consequently formed part of the project strategies, which were actually technological innovations that comprised an overall strategy for the project’s competitive advantage. Among the strategic decisions made concerned those of achieving cost-effectiveness on the part of the

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clients, developing product differentiation, marketing decision, and focusing on objectives of the project.

The decision of not selling plantlets unless already acclimatized in the nursery served as a strategy for achieving cost-effectiveness. There were repeated requests from farmer-clients that tissue-cultured banana plantlets called meriplants that were freshly taken from the culture bottles, be sold to them instead of the acclimatized plantlets ready for field planting. The said clients opted to buy the smaller and younger plantlets for them to raise in their own nurseries themselves. In this case, the farmers would be able to cut costs for the purchase of planting materials because the smaller/younger plants would command a lower price than the larger and more mature ones, which MinSCAT usually sold. This cost-cutting on the part of the client, however, placed a disadvantage on the part of the project. Considering the analysis of cost–and-return in disposing the younger plants, it just became almost a break–even-only venture. This was due to the high cost of chemicals and maintenance expenses entailed in the growing of tissue cultures inside the laboratory. It should to be taken into account that the cultures had to be grown in nutrient-rich media under aseptic conditions with controlled lighting, temperature, and humidity requirements. To compensate for such high production cost in the laboratory, the plants needed to be grown for a two- to three-month acclimatization period in the nursery or until such time that they were ready for planting in the fields. By that time, the plants must have grown bigger and sturdier, thus commanding a higher price. Therefore, in terms of income, selling the product at this full-grown seedling stage would be more advantageous for the project because of the lesser amount of inputs or lower cost of maintaining the plants in the nursery compared to the cost expended while being grown inside the laboratory. It was of vital consideration also, however, to offer farmers that opportunity to spend lesser for planting materials and at the same time to give them an opportunity to raise their own planting materials in nurseries. Hence, this aforementioned decision on cost-effectiveness needed not to persist for a long time. It was actually the aim of the project management to expand on production as the desirable strategy for attaining cost-effectiveness and efficiency, similar to what the big commercial plant tissue culture laboratories were doing.

To achieve quality difference in terms of product line, the decision was made to focus mainly on tissue culturing of the peculiar and preferred “Lakatan Mindoro” variety. Compared to the Cavendish-type varieties of banana produced in the commercial tissue culture laboratories in Mindanao, the “Lakatan Mindoro” variety appeared to be a more desirable product in terms of taste and size and was thus preferred by many Filipino consumers.


On the aspect of marketing, decision necessitated the shifting of priority to the continuing high demand of government agencies for planting materials needed for their technology promotion projects being implemented within the province and the region. It was because the planting materials intended for their projects would be of eventual benefit to a greater number of farmers compared to catering to that of the demand of individual farmers. In addition, collecting payments was much more convenient since it was made in bulk. In 2009 for instance, DA Region IV-B had an order of as many as 14,000 plantlets for dispersal to the different provinces in the region.

Considering the targeted objectives of the project, focus was placed

in addressing the need to rehabilitate the banana industry in the province. This offered MinSCAT a more sustainable approach to firstly address local problems but which, in the long run, would be useful and favorable to the entire country’s banana industry sector. Carrying out of Researches and Utilization of Research Outputs

Aside from a previously disseminated information nation-wide about an up-and-coming threat on the decline in productivity of the banana crop caused by incidences of pests and diseases in many provinces in the country, including Oriental Mindoro, faculty-researchers in the College embarked on a research, which surveyed the status of banana production in the province. Findings of this research somehow confirmed said information on the declining production of banana posed by pests and diseases because the findings really revealed that the major common problems encountered with banana production in the province were the incidence of these pests and diseases and the difficulty of controlling them. Further survey from literature sources confirmed the onset of viral diseases in some production areas of the province. This heightened the growing proclivity to put up a banana tissue culture laboratory in the College. Incidentally, the information gathered from the said survey conducted by the faculty-researchers also served as benchmark for keeping track of the production developments of banana in the province.

With the strong affirmations on the technology strategy gathered during the conceptualization stage, the project eventually started its operations in 2000. In the series of stages in the cycle of the production process, certain obscure phenomena had arisen and presented challenges to the project staff. The project staff regarded these circumstances as unveiled researchable areas that needed attention in order to realize smooth operation of the project.

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For a start, the procedure for banana tissue culture applying in vitro micropropagation protocol for meristem tip culture technique adopted from UPLB was utilized. This technique makes use of the shoot apex from a healthy sucker of banana as source of the tissue explant that is being inoculated into a flask containing rich culture medium, which nourishes buds and shoots growing from the tissue. The culture with growing buds and shoots are then continued to grow through further subculturing through reflasking of the shoots to new culture medium needed to provide further nourishment to continuously proliferating shoots. In short, in vitro propagation is accomplished en masse through reflasking to produce subcultures until rooted small plants called meriplants are ready for potting out in the nursery. Utilizing the knowledge and skills gained from the training on the technology for the in vitro propagation of banana using meristem tip culture technique from tissue culture experts of UPLB, the project staff directly responsible for the tissue culture operations was able to launch the tissue culturing process at the laboratory. Barely a month after the said training, signs of successful growth of tissue were observed from the initial cultures. Continued growth of cultures took place so that after about six to eight months of project operations, the first batch of tissue-cultured plantlets was already potted out for acclimatization in the nursery. Hence, before the first year of project operation ended, several hundreds of banana tissue-cultured plantlets had been disposed for planting in the field.

The project continued as shoot proliferation had been observed from majority of the cultures. However, contamination was, to a considerable extent, observed among cultures. Problems with the blackening of tissues and of the culture media were observed. This compelled the project staff to evaluate the tissue culture procedure being practiced and experimented on some ways in an effort to mitigate the problem associated with the said blackening and contamination in cultures. The experiment had come out with an improved procedure in disinfecting the tissue explants, which proved to be effective in minimizing contamination during micropropagation in vitro of banana. Such technique, which entails subjecting explants to hot water treatment at a certain range of temperature for a certain length of time had immediately been adopted in the laboratory and successfully brought down the percentage contamination of cultures from about 35 percent to not more than five percent. For almost eight years now, the extent of contamination among cultures has never exceeded five percent, except for cases of deterioration of cultures due to unfavorable temperature condition caused by occasional electric power failures. Findings from this study paved the way for standardizing the technique for sterilizing the tissue explants utilized for inoculation.


Aside from experimenting on procedures to lessen culture contamination and blackening, other procedures were tried out with the aim of increasing the rate of shoot growth among cultures, thereby increasing the number of propagules produced in a given time. One study conducted on this was the experiment entitled “Shoot Proliferation of In Vitro Propagated Banana (Musa sp. cv. ‘Lakatan’) As Affected by Apex Wounding” which dealt with a test on the variations in the method of excision of explants prior to inoculation onto medium. Findings of this study showed that proliferation of shoots can be enhanced among cultures through wounding and fragmenting tissue explants during excision and sowing. In the usual method practiced, explants were kept intact when sewn onto the medium. These findings enhanced the protocol followed in banana tissue culturing at MinSCAT, which was observed to have resulted to a significant increase in the volume of cultures produced.

As the production of tissue cultures had been gaining momentum

during the third to the fourth years of operations, demand for the tissue-cultured plantlets rose tremendously. At that time, production capacity in a month at the laboratory was figured out to be just in the hundreds while orders from clients reached to thousands. There was thus, that big challenge faced by the project to expand on production. It proved to be an exigent task because even with the reinforcement of manpower in the project, production rate was still short of the demand.

Further researches were then carried out with the intent of finding new

ways to accelerate production. With the idea drawn from literature on the “Lakatan’s” potential for the utilization of this banana type’s male inflorescence as a source of tissue explant for the its micropropagation, the project staff in an experiment, compared the use of said banana male inflorescence as tissue explant with the conventional use of meristem tip explants. As an outcome, the feasibility of the promising potential of the utilization of “Lakatan” male inflorescence was demonstrated. Tissue from the male inflorescence or bud of “Lakatan” which, is generally regarded to be of no commercial value was thus harnessed for micropropagation. The increased rate of shoot proliferation observed in said explants in latter subcultures paved way for carrying out further subculturings in the laboratory. This made possible the production of a greater number of propagules from a given tissue explant.

Similar to the outcome of the research on apex wounding, the results

of this research (i.e., the use of male inflorescence) created an impact on the protocol for micropropagation being used by the laboratory staff. From then on, male flower buds were used as a source of explants to enable production of faster and greater numbers of subcultures that generated a greater


number of shoots to become plantlets. Although meristem tip explants from suckers were still being used, the use of male flower buds evolved as the new protocol. With this, the project had seemed to make a breakthrough, considering that production capacity dramatically increased from three to four hundred plantlets to more than a thousand a month.

Quite unconsciously, on the fifth year of the project, the project staff

had realized that the protocol being practiced for the mass production of tissue-cultured banana was no longer the one that was originally employed as adopted from the procedures learned from UPLB’s experts. The new protocol entailed common use of male flower buds and the practice of wounding and disinfection of explants by hot water treatment.

After about a year to two years later, the project was again

challenged by the incidence of an unusual appearance of plants growing in the nursery. It was noticed that the stems and leaves of some of the plants exhibited unusual curling shortly after potting out from the laboratory. This observation seemed obscure and the entire project staff started to worry. One suspicion was that the said plants had some negative reactions to the foliar fertilizer and pesticide sprayed. But the workers in the nursery assured that the fertilizer and pesticide spraying followed the usual practice. The curly appearance had persisted until the plants grew to the desired size for field planting and was observed in several batches of plants potted out. This raised obscurity in the condition of the plants. The staff thought that the project was on the verge of danger as the affected plants may have had the contracted viral infection, the kind that was most feared among tissue-cultured plants. This was because the very reason why banana is being tissue-cultured is to get rid of the viral diseases commonly spread through suckers. Indeed, the situation compelled the staff to study on the probable causes of the curling.

It was known among workers in the project that one of the viral

disease symptoms in banana was leaf curling so the possibility of viral infection had to be investigated and preferably ruled out. Apparently, the curled plants could not be marketed. Plants of different culture batches were closely examined both in the laboratory and in the nursery, taking note of possible conditions that could exert effect on the plants.

This situation triggered another research dealing with the incidence of

somaclonal variations among tissue cultures. After that study, the project staff realized that morphological variations exhibited in tissue-cultured plant parts could be regarded as somaclonal variations brought about by extended subculturings. Therefore, findings from this experiment had served as bases for setting the limit on the number of high quality subcultures per tissue explants, which thus became part of the observed protocol in the laboratory.


In effect, the protocol employed for tissue culture in the laboratory was further modified based on the findings from the series of studies conducted. The finally evolving protocol so far found out most effective in the project was the use of meristem tip culture technique, not the male flower bud anymore since the use of this for explant was beneficial only when extended subculturing was to be desired. Clean or true-to-type plants could be obtained from subcultures not exceeding the fifth reflasking or subculturing.

Moreover, the finding from the research stating that variations among

plant cultures offered the advantage of protecting the plants from getting prone to disease or infection or becoming increasingly susceptible to viral diseases; corollary to this, there were also reports from reviewed studies that prevalence of somaclonal variations significantly related to occurrence of viral disease symptoms among plants. Furthermore, this finding led to the regular practice of subjecting samples of sources of tissue explants, leaf tissues of growing cultures, nursery plants, as well as plants in the fields for virus indexing at the National Institute for Molecular Biology and Biotechnology (BIOTECH) based at UPLB, College, Laguna. This step, in a way served as a useful measure for the prompt detection of incidence of banana viruses feared of infecting the in vitro propagated banana plants.

Aside from the studies relating to laboratory techniques, other

experiments were conducted to standardize techniques applied in the acclimatization of the tissue-cultured plantlets in the nursery and to evaluate the growth performance of the plants in the fields.

Findings from the experiments with different potting mixtures and with

nitrogen foliar spray both became part of the recommended component technologies in the care and management of tissue-cultured plantlets while undergoing acclimatization in the nursery. On the other hand, the experiments on planting distance, mycovam inoculation, cultivar diversity and adaptation of different banana cultivars were used as bases for recommendations on the management of the plants in the fields.

All the previously cited researches formed part of MinSCAT’s R&D

Program for Banana which, evolved to be the flagship commodity program of the College. Based on production data, there were several hundreds of plantlets produced during the first three years (2001-2003), with an annual average of 1,690 plantlets, valued at PhP33,800.00. Production dramatically increased after another three years (2004-2006) to an average of 1,696 plantlets, valued at PhP42,400.00 per month. In the last three years (2007-2009), monthly production was on the rise at 2,365 plantlets, valued at PhP59,125.00. The price of plantlets during the first three years of production was PhP20.00 per piece, and rose thereafter to PhP25.00 a piece. It should be


noted however, that considering net return, the increase was not that dramatic because of the steadily rising cost of inputs for production, particularly the cost of chemicals and electricity. A current estimate of about PhP39,000 as the average monthly cost for materials and labor may be said to represent an encouraging figure. If not for some amount of loss incurred due to natural calamities and their repercussions, that acceptable figure could have been more encouraging. It should be noted that in recent years, the project had been affected by a series of typhoons and flash floods that somewhat hampered production through recurring power failures and some lost man-hours in the laboratory.

Needless to say, the project has still got a long way to go. Greater

production capacity can be targeted due to the continuing strong demand for the desired high-quality planting materials as well as the need for the project to generate income for the college. It should be noted that the rise in the production capacity of the project was a significant attribute of the research framework embedded into the project’s operations. The capability of the project staff for production was enhanced considerably through the continuing researches, extension activities, and other work experiences.

The said program for banana R&D of MinSCAT continues. Studies on

adoption and impact of the technology are in progress. One study entitled “Factors Influencing the Adoption of Banana Production Technologies: The Case of Smallholding Banana Farmers in Oriental Mindoro” is being conducted. It is anticipated that this study would yield information that would spur discussion for the further direction of technology development, which could be naturally worthwhile in the light of the current lack of deep understanding of the technology’s application to targeted end-users.

Undoubtedly, the entire series of researches could be considered to

mark the milestones of the project. Without the framework of research that integrated the management and operations of the project, progress in the said project could have hardly been achieved.

As an impact of the project and insofar as banana is concerned,

among the SUCs in the region, MinSCAT is the one primarily tapped to deliver technical assistance in collaborative projects like technology promotion and demonstration, training programs, and the like. Such kinds of collaboration by MinSCAT were with agencies such as the UPLB Crop Science Cluster (UPLB-CSS), the Philippine Council for Agriculture and Natural Resources Research and Development (PCARRD), and the Southern Tagalog Agriculture and Resources Research and Development (STARRDEC). In several collaborative projects entered into with said agencies, MinSCAT served as Partner-Member Agency in the monitoring of the science and technology-based projects in


several banana growing areas in the province. Other collaborative projects were with DA-Region IV-B, Department of DOST, Biodiversity International (formerly, the International Network for the Improvement of Banana and Plantain or INIBAP), Land Bank of the Philippines-Technology Promotion Center, agricultural and multi-purpose cooperatives, and the provincial and municipal LGUs. Moreover, the fact that MinSCAT is being tapped as the primary source of tissue-cultured banana planting materials in the province, as well as in neighboring provinces is evidently not to be ignored. Capability-Building

The project never proceeded without preparing the key project staff in terms of training on the various aspects of the technology and its applications. It was mentioned in the foregoing discussion that the key worker in the laboratory underwent training from the invited UPLB tissue culture experts. Further training opportunities were offered him through attendance to seminars, workshops, and conferences organized by various agencies and other organizations concerned with banana R&D and with banana tissue culture, in particular. These included DA, PCARRD, INIBAP (now Biodiversity International), Crop Science Society of the Philippines (CSSP), STARRDEC, and certain LGUs.

The rest of the project staff members, who worked and who are

currently working on the project have trained through a series of in-house training programs on the technology being spearheaded by the RED Unit of the College. These included a number of Crop Science faculty members who were tapped as resource persons in trainings related to the technology. In addition the RED Unit had prepared and made available various forms of training modules for the project staff and practically even for all interested individuals.

The entire project staff, now numbering to five, was virtually involved in

all the R&E activities related to the project/technology. Even the staff members from the RED Office who render support such as documentation and clerical services for the Banana Tissue Culture Project (considered as special project supervised by the said College Unit), were given opportunity to learn about the technology by way of taking participative roles in R&E activities relating to the technology. In effect, the production process in the Banana Tissue Culture Project gradually and actively evolved from a simply automated production process to one where each of the said participants assumed an integrated role as a plant caretaker, a technology promoter, a training officer, an adviser to farmers, a researcher, and a resource person. All these roles offered considerable opportunities for them to learn while working at the same time. This strategy added to the efficiency and experience on


the part of all the workers involved. This in turn, contributed to building up project efficiency.

Similar add-ons in terms of project facilities were given attention. From

the earlier mentioned improvised classroom-sized laboratory, the project’s operations has progressed to occupy an eighty square meter, six-room building comprised of two culture growing rooms, an inoculation room, a room for media preparation, and storage of chemicals, washing area, and a bathroom. Later, an additional thirty-six square meter growing room housed as a separate adjacent building was constructed. Likewise, equipment, apparati, and supplies were augmented. Presently, there are now two laminar flowhood cabinets for simultaneous use of two workers in the laboratory. Additional culture shelves were built to accommodate the growing number of cultures. Similarly, an additional five, forty-eight square meter (four meters by 12 meters) nethouses were built to accommodate the growing number of plants undergoing acclimatization. Forging Linkages

Forging partnerships with various agencies is among the continuing efforts expended by the project management. Linking up is worked out for innovations, for contracting and sourcing out RDE funds, as well as for expanding production scale. These come in various forms of support such as financial assistance, provision of equipment, technical assistance, and collaborative R&E projects. Likewise, linkages are established and maintained as avenues for a more effective delivery of technology services by the project staff members that come as different modes of extension services such as training sessions, lecture-demo, techno-demo, techno-forum, consultancy, and the like. All these are for the furtherance of the project and the concomitant realization of its role in the agriculture and industry sectors.

It should also be noted that all linkages forged with all agencies were

proposal-driven. To prove the project’s worth for the support being sought, the project’s progress in operations were presented, and the goals and objectives of the project were made sure to jibe with the thrusts and priorities of those agencies where support was being sought.

The experience gained through networking was not confined to the

technical and fund assistance, but also included the drawing of insights from lessons learned through partnership/collaboration that had been useful in expanding and enhancing production operations, technology promotion activities, documentation work, carrying out of researches, improving management practices, and formulating policies.


CONCLUSIONS

The Banana Tissue Culture Project of MinSCAT is a project-in-progress with an evolving management strategy intended to ensure attainment of project objectives and sustainability of the project. Starting from the conceptualization stage up to the implementation phase of the project, various technology approaches have been employed in putting up the project and keeping up on its operations. Of significant bearing has been the series of researches that has continually dealt with the different phases of the production process. All these have built up a research management framework embedded into the operations of the said project. In addition, the capability-building strides in terms of human resource development and improvement of the physical facilities have likewise lent facilitative roles towards increasing production capacity, so as with the linkages forged by the project with various agencies and institutions.

POLICY IMPLICATIONS AND RECOMMENDATIONS

The fact that the establishment of the Banana Tissue Culture Project of MinSCAT was initiated by the College’s RED Unit, this unit has the responsibility for the project’s continuing scheme of supervision and management reinforced through an evolving framework of research. This research framework models a good project concept that can similarly be applied in the case of other technology projects undertaken in the College. The framework of research embedded into the operations of the project can serve as a strong vantage point for assessing the status and progress of the project; as well as a basis for formulating management decisions and strategies, as demonstrated in this paper.

The institutionalization of an R&D program corresponding to a certain

project is a desirable concept exemplified by the Banana R&D Program linked to the Banana Tissue Culture Project of the College. In such case, the project serves as the show-window of the developments in R&D while the program, in turn, serves as a reference point and a guiding post for mobilizing strategies toward enhancing and sustaining project operations.

Monitoring and evaluation of project operations need be further

strengthened so as not to lose sight of the right direction earlier designed for the project. Considering that the nature of the project relies heavily on the success of the employment of the technology on tissue culture, continuous and closer monitoring is a must. Monitoring will necessarily involve not only the technical, but also the financial aspects of the project as well due to the fact that a quite sizable sum of money is being utilized in the production process.


Moreover, production records must be made readily available and highly reliable at any time to reinforce formulation of project management decisions.

REFERENCES

MinSCAT Research Journal Volumes 1, 2, 3 and 4 (2002, 2006, 2007 and 2008). MinSCAT Research and Extension Annual Reports (2003-2009). Porter, Michael E. Competitive Strategy: Techniques for Analyzing Industries

and Competitors (http://www.amazon.com/exec/obidus/ASIN/ 0684841487/managementpor-20.

Rangone, Andrea. A Resource-Based Approach to Strategy Analysis in Small to Medium Sized Enterprises, Journal of Small Business Economics, Vol. 12 No. 3 November 2004 (http://www.springerlink.com/content/ j60g2g15508257642).

Recklie, Dagmar, Porter’s Five Forces – Management Tools and Models (http://www.the manager.org/Model/p5f.htm) June 2001.

Utilization of Simulation Models for Sustainable Agriculture and Natural Resources Management: Towards Increased Research Efficiency for Agriculture Development and Resources Conservation 1 Orlando F. Balderama 2

ABSTRACT

This paper highlights the important role of simulation models as a decision support system to increase research efficiency and enable agricultural managers and researchers to formulate strategies and mitigation techniques to maximize environmental resources.

As a case, an integrated computer program called

Cropping System and Water Management Model (CSWM) with a three-step feature (expert system-simulation-optimization) was developed to address a range of decision support for rain-fed farming i.e., crop selection, scheduling, and optimization. The system was used for agricultural planning with emphasis on sustainable agriculture in rain-fed areas through the use of small farm reservoirs for increased production and resource conservation and management. The application of the model was carried out using crop, soil, and climate and water resource data in the Philippines. Primarily, four sets of data representing the different rainfall classifications of the country were collected, analyzed, and used as input in the model. Simulations were also done on probabilities of wet and dry periods and on various capacities of water reservoirs used for supplemental irrigation systems. Through the methodologies and analyses applied, useful information were obtained to determine suitable crops in the region, cropping schedule, and patterns appropriate to the specific climate conditions.


State University, Banga, Aklan 2 Professor, Isabela State University, Echague, Isabela


This paper also presents a research and development framework for effective introduction of cutting-edge simulation model systems and innovations to improve research planning for sustainable agricultural production and resource conservation.

INTRODUCTION

Recognizing that agriculture remains the backbone of the Philippine economy, the state enacted Republic Act 8435, otherwise known as the Agriculture and Fisheries Modernization Act of 1997 (AFMA). Through AFMA, the State hopes to enable those in the agriculture and fisheries sectors to participate in and share with the fruits of development utilizing the nation’s resources in the most efficient and sustainable way.

During the last decade, information and communications technology

(ICT) has experienced unprecedented growth, which has facilitated the greater flow of resources, including monetary capital, physical goods, human resources, and most importantly, information. ICT has helped people to communicate effectively, overcoming the limitations of time and space; has empowered people by providing information and knowledge; has provided income generating and learning opportunities; has increased government transparency and efficiency; and has enabled people to express their concerns and to actively participate in the decision-making processes. ICT penetration and application has varied significantly across the country that has made the benefits of ICT unequal, especially in urban and rural sectors, leading to the creation of the digital divide between and within sectors.

The biggest share of ICT benefits in the country should have been felt in agriculture and natural resources sectors because of its prominence in these sectors and their importance to the nation’s food security. It should be expected that the application of ICT in agriculture could have provided a platform for increased production, generation of jobs, and sustainable management of natural resources. However, there still remains a need for a long-term set of agenda, established physical infrastructure, and inter-agency collaboration to be able to maximize the benefits of ICT.

Decision support systems (DSS) are ICT interactive, computer-based

system tools that help decision makers utilize data and models to solve unstructured problems. The goals of such systems are to improve the performance of decision makers while reducing the time and human resources required for analyzing complex decisions.


Along this backdrop, a simple and practical computer program called CSWM (Cropping System and Water Management Model) was developed as a means of decision support for sustainable rain-fed agriculture. The development and test application of the model were used as good case examples to highlight the importance and effectiveness of using an ICT-based decision support system to enhance research management particularly in the areas of agriculture and resource management.

REVIEW OF RELATED LITERATURE A modeling study explored projected future climate scenarios, defined

different management intensity levels, and the potential for increasing global crop production through on-farm water management strategies showed the following results: a.) reducing soil evaporation (”vapor shift”) and b.) collecting run-off on cropland and using it during dry spells (“runoff harvesting”). A moderate scenario, implying both a 25 percent reduction in evaporation and a 25 percent collection of runoff, suggested that global crop production could be increased by 19 percent, which was comparable to the effect of current irrigation conditions (17 percent). Climate change alone (three climate models, SRES A2r emissions and population, constant land use) would reduce global crop production by nine percent by 2050, which could be buffered by a vapor shift level of 50 percent or a water harvesting level of 25 percent (Stefanie Rost et al, 2009).

The strengthening of institutions through capacity-building, mainly

through training for enhancing skills, could lead to the improvement of databases and the use of models in managing the natural resources such as climate, land, water, and soil more effectively (Tesfai, 2001).

Reyes in “Abstract for Research for Soil and Water Conservation in the Philippines” (2002) recommended that soil and water management research in the Philippines should address gaps in the areas of data management, monitoring and impact analysis, organizational capability, institutional arrangement, and policies. Specifically, there was a need to evolve a computer-based data management system to facilitate storage, retrieval, processing, and analysis of all information related to soil and water management.


OBJECTIVES

This paper has the following objectives: 1. To translate a set of general agenda for sustainable development

into practical parameters and criteria for agricultural planning; 2. To present methodologies in developing an ICT-based decision

support system; and 3. To recommend a research and development (R&D) framework on

the utilization of simulation models for agriculture and natural resource management.

METHODS, STRATEGIES AND MANAGEMENT APPROACHES Establishing Parameters for Agricultural Planning The following criteria and parameters were developed: Parameters for Agricultural Planning

The Philippines has a humid tropical climate characterized by a temperature regime that is favorable for year-round crop production. In addition, rainfall is abundant but distribution is uneven and periodic. Radiation and other climatic elements do not vary significantly, leaving rainfall as the single most important factor in crop production. The climate map was presented using Corona’s climatic classification based on rainfall patterns, which was considered the major factor for rain-fed agriculture planning in this study. Four sets of representative rainfall data for each type were chosen for analysis and input in the CSWM model. Crop selection, scheduling, and optimization Decision support was provided on various aspects of farming operations and decision-making, ranging from crop selection, scheduling, and water and land area optimization. Provision of water resource An important emphasis of the model was to assist the farmer in the development of a small reservoir irrigation system as a source of supplemental water resource to available rainfall.


Agricultural land use planning On land use planning for sustainable farming, the crop scheduling module was programmed to provide selections for suitable crop rotation patterns recommended by experts from Japan and the Philippines, which were incorporated in the program design as follows: a.) rice-vegetable-legume pattern; and b.) rice-deep-rooted crop-shallow-rooted crop pattern. From these cropping patterns the program arranged its database into crops and groups of crops for easy selection. Another important provision of the scheduling module on land use planning was the option of leaving the land fallow for some part of the cropping year. The program could ask the user the percentage of time during the year when a fallow period was to be desired before making the schedules. Development and Utilization of the Simulation Model Model Design The program was composed of three modules: Crop Selection, Crop Scheduling, and Water Management. The first two modules made up an experts system and the third was used for simulation and optimization of available water and cropping area. The system flowchart of the CSWM Program. It begins with the establishment of a sound database describing the area in terms of soil conditions (i.e., pH, texture, salinity, and drainage) and climate. Data on a selection of crops with their physiological characteristics and responses to physical environment are also included. Using criteria from expert recommendations from Japan and the Philippines, suitable crops are selected base on temperature requirements, soil pH, salinity, texture, drainage, and rainfall parameters that match the requirements of the crops and the climate database. An intermediate model output will show specific crop suitable for the given area for a certain period of time within the cropping calendar. The model has a special support feature for a rice-based cropping system, which provides information on rice growing periods in order to maximize rainfall availability. The program proceeds to a decision box in which the user is asked to match the proposed water resource system with three possible answers: rain-fed production, reservoir irrigation, or full irrigation. In a reservoir irrigation scheme water is supplied from the small farm reservoir where available water is not enough to irrigate the whole area. A full irrigation scheme is an option


when water supply is not a constraint and therefore, potential production is always attained. Rain-fed production selects rice and non-rice cropping periods possible during the year based on rainfall patterns and crop growing periods. Crop evapotranspiration (ET), crop water requirement (CWR), and irrigation water requirement (IWR) are computed following the standard formulae provided by the Food and Agriculture Organization (FAO). In the case of reservoir and full irrigation, rice can be selected as the first crop during periods of heavy rain, and then non-rice crops are scheduled when rainfall amount decreases. For reservoir irrigation, water allocation and determination of cropping area are solved using a linear programming model and simplex method in the water management module. The expert system modules were written in PROLOG while the water management module was written in C-Language. Soil, Crop, and Climate Database

Specifically, the model used actual soil characteristics, temperature, and rainfall as parameters in crop selection. Temperature and rainfall used were actual data averages from the representative location. For crop selection, there were 11 crops selected from the database that matched the environmental and soil conditions of the country: rice, peanuts, mungbean, soybean, tomato, okra, squash, onion, garlic, corn, and sorghum. The model followed a set of criteria where rice was scheduled first if 200 millimeters (mm) of rainfall was available in four successive months. With a monthly rainfall of 100-200 mm, non-rice crops would be scheduled, and with rainfall below the 100 mm threshold, no crop could be grown without supplemental irrigation from on-farm reservoirs. Selected crops were then scheduled according to the cropping pattern desired by the user.

Developing an R&D Framework

The organizational support of state universities and colleges (SUCs) and R&D centers for regional development were critical components in pushing for state-of-the-art R&D in natural resources management, providing relevant funding, capacity-building, technical support, and other services. The over-all goal was to enhance the exchange of information, knowledge, technologies, and experiences on the utilization of databases and simulation models in order to increase the impact of research along these areas.

Relevant Objectives are summarized as follows:

Determine the current status in the development of agricultural

databases and models;


Analyze the extent and adequacy of database for soil and water management research;

Identify system simulation models application; and Enhance capacities of researchers on the use of databases and

modeling techniques.

RESULTS AND DISCUSSION Model Application on the Effects of Different Planting Dates

Planting dates of a particular crop depend on several factors such as cropping system, irrigation, climate and weather, etc. Seasonal climate highly determines the amount of rainfall, level of air temperature, and amount of solar irradiance. Minimal or excessive rainfall, especially during critical periods of crop growth could lead to water stress (water deficit or water logging). A high mean daily temperature could retard or speed-up different plant processes (i.e., respiration, transpiration, photosynthesis, etc.). Water and temperature stress could significantly affect yield; therefore, planting dates should coincide with the critical period within a season, which would provide the most favourable environment for crop growth and development.

The model was used to evaluate the effects of planting dates (Oct 1 and 20) on irrigation water requirements, area coverage, and income. Data used were the following: 1.) 30 years of rainfall data (Type I Climate); 2.) Reservoir volume at 1,800 cubic meters; 3.) Crop pattern as rice – vegetable – legume; and 4.) Service area as 1.6 hectares. The program indicated that in this particular climate type, rice could be grown on the first decade of June. A second crop would be a risky venture and would not be recommended without irrigation due to insufficient amount of rainfall. The non-rice crops could be grown after the rice season, beginning October. To supplement the little rainfall expected in the second crop season, irrigation water could be sourced out from a small farm reservoir located on-farm. Simulation of this scheme was done on two planting dates – October 1 and October 20. Results on irrigation water requirement, percent crop area covered, and income were determined and analyzed. As expected, the Oct. 20 planting required higher amounts of water for irrigation. Garlic, being a long season crop was top on the list, registering 160 mm and 100 mm of irrigation water requirement for October 20 and October 1 planting dates, respectively. To plant a short duration crop like soybean would allow the planting of two more crops after rice if October 1 was chosen as the planting date. Area optimization was of special interest to farmers since normally, reservoir water is not enough to support the whole farming area. The model output indicated


that only the legume crops (peanut, mungbean, and soybean) could be planted in the whole area within October 1-20 planting date period. For garlic and tomato, only 75 percent and 65 percent of the area respectively could be utilized if the planting date fell on October 20. Garlic however, was the most interesting crop in terms of income due to its high and stable market value.

Model Application for Agricultural Planning in the Rain-fed Areas

In the following results and analyses of farming systems, recommendations for different climate types are presented: Type I Climate

This type of climate is unimodal in nature with most of the rain comes in during the months of May to October. Only one rice crop can be grown during the season from June to September. If a farmer operated an on-farm reservoir with the capacity of 1000 cu. meters for every hectare (which is the average capacity), a second non-rice crop could be grown using water from the reservoir for irrigation. Although the ideal patterns (based on the output of the crop selection) could be rice-vegetable-legume or rice-deep-rooted crop-shallow-rooted crop, the available supply would not warrant a third crop. This result conformed to the present practice of SFR owners who are able to plant one non-rice crop. Planting a third crop could be possible if reservoir capacity would be increased. Any non-rice crop, except for onions and corn, could be grown in the whole one-hectare area from October 1, where only 75 percent and 80 percent of the area, respectively could be utilized. Type II Climate

Areas covered by this type of climate environment are located mostly

in the eastern part of the country facing the Pacific Ocean, and are characterized by continuous rainy periods throughout the year. Two rice crops can be grown without irrigation from July to February, but only short duration non-rice crops like soybean and mungbean could be grown as a third crop for a short period. The recommended cropping patterns were only limited to rice-rice-soybean and rice-rice-mungbean. Type III Climate

This type of climate is similar to Type I, but the available rice growing

period is shorter, from July until October. Likewise, this type of pattern needed supplemental irrigation in order for a second, non-rice crop to grow.


Type IV Climate

The southern Philippines is characterized by this type of rainfall, which is evenly distributed throughout the year. The result suggested that rice could be grown in this area without supplemental irrigation but any non-rice crop planting would be possible throughout the year without irrigation. Two general sets of patterns were used in running the program: vegetable-legume-corn, and deep-rooted crop-shallow-rooted crop-corn. Model Application for Drought Planning and Seasonal Climate Change

Evaluation of seasonal climate impacts on crop production as well as on crop growth and development will enable agricultural managers and researchers to formulate strategies and mitigation techniques to counter such impacts. In this study, the dependable rainfall approach (Oldeman and Frere, 1982) was used as index for drought due to its good advantage for irrigation planning application and its relative easiness to use in terms of data requirement and calculation procedures.

Simulation runs were done to establish relationship between reservoir volume and rain probabilities and their effect on income. From a sample result of the simulation, important findings revealed the following: 1. At different levels of drought, the income derived from the top five crop

combinations was affected significantly at 80 percent probability particularly for long duration crops like garlic-soybean and garlic-peanut combinations. The difference in income was up to 33 percent;

2. Simulation also revealed that increasing reservoir volume would have a significant effect on income from non-rice crops during the normal (50 percent probability) and dry (80 percent probability) years.

3. If a wet year (20 percent probability) was expected in this type of climate and planting commenced on October 1, optimum yield and cropping intensity would be realized provided that a minimum of 2000 cu. meters of reservoir water would be available for supplemental irrigation.

CONCLUSIONS Through this paper the following important conclusions were obtained: A clear parameter for agricultural planning was used, which showed that:

Type I and III climates required supplemental irrigation through the use of a reservoir to grow a non-rice crop after the main rice season for better income; Farmers under the Type II pattern could grow two rice crops and


a cash crop like soybean or mungbean without irrigation; Type IV was found to be ideal for non-rice crop diversification since rainfall was available throughout the year and choices for combinations were numerous. Furthermore, both reservoir volume and different levels of rain probability could have significant effects on the income levels of non-rice crops;

Due to its integrated and multi-module approach, the model can be used by agricultural planners and extensionists as a decision support system to increase farm productivity, particularly in rain-fed areas. With the popularization of small reservoir technology, the CSWM model in its present and future versions will be a helpful tool; and

A relevant R&D framework must be prepared to guide research managers in developing specific R&D agenda on the utilization of computer-based decision support tools.

POLICY RECOMMENDATIONS There is a need for a set of long-term agenda, established physical

infrastructure, and inter-agency collaboration to be able to maximize the benefits of ICT.

The SUCs can be tapped as catalysts and lead agents in implementing ICT applications in agriculture and natural resources management due to their strong academic programs and their research, development, and extension (RDE) manpower and facilities. The SUCs, in partnership with line agencies and local government units may spearhead the integration of ICT application to agricultural production and natural resources management system through RDE.

REFERENCES Balderama, O.F. 2010.Development of a Decision Support System for Small

Reservoir Irrigation Systems in Rain-fed and Drought Prone Areas. Water Science and Technology Journal. IWA Publishing. Alliance House, 12 Caxton Street, London, SW1H 0QS, UK.

Bouma, J. et. al. 1993. Soil data for crop-soil model. System Approaches for Agricultural Development. Vol. 2. Kluwer Academic Publisher. The Netherlands.

Doorenbos J. and W.O. Pruitt. Irrigation and Drainage Paper No. 24. 1977. Crop Water Requirements. FAO. Rome, Italy.

FAO. 1990. An International Action Programme on Water and Sustainable Agricultural Development. Via delle terme de caracalla. 00100 Rome, Italy.


Flores, J.F. and Balagot, V.F. 1968. Climate of the Philippines: In Climates of Northern and Eastern Asia. World Survey of Climatology. Vol. 8. Elsevier, Amsterdam, 159-213.

Irrigation Engineering Manual for Diversified Cropping. 1991. Japan International Cooperation Agency (JICA) and National Irrigation Administration (NIA). Quezon City, Philippines.

International Service For National Agricultural Service Building. 2003. A Framework for ICT Use In Agricultural Research And Development. The Hague, The Netherlands.

Oldeman, L.R. and Frere M. 1982. A Study of the Agrometeorology of the Humid Tropics of Southeast Asia. Technical Report. FAO/UNESCO/WMO Interagency Project on Agrobiometeorology. FAO. Rome, Italy.

Reyes, L.C. (Ed). 2002. Abstract of Researches in Soil and Water Conservation in the Philippines. DA-BSWM. Elliptical Road Diliman Quezon City.

Stefanie Rost et al. 2009. Global potential to increase crop production through water management in rain-fed agriculture. Environ. Res. Lett. 4 044002 (9pp).

Tesfai, M. 2001. Soil and water management systems in spate irrigation system in Eritrea. Ph.D. thesis, Wageningen University, Tropical Resource Management Papers No. 36. The Netherlands.

Developing a Science and Technology Based RDE Program for Goat Industry: Experiences of the Cagayan Valley Small Ruminants Center 1 Jonathan N. Nayga 2 and Aubrey Joy M. Balbin 3

ABSTRACT

Goat-raising in Cagayan Valley is a viable enterprise activity due to suitable climate and sparsely distributed fertile land that can be develop as pasture areas for the animals. Although goat-raising has been part of farming activities in the region, there has no impressive growth of goat population since production has been dominated by more failures than successes due to high mortality rates. Among the problems associated with this scenario includes the lack of quality breeder stocks and its high cost; a high rate of mortality at the pre-weaning stage; endoparasitism; the absence of a defined breeding program among raisers and lack of technologies and resources for increased productivity; low adoption on improved technologies and practices; and absence of secondary information on secondary goat products in which, efficient and effective marketing strategies cannot be realized.

These constraints paved way to the development of the

Science and Technology (S&T) Agenda for Goat in Region II, in accordance to the targets of Philippine Agriculture 2020. Through the initiatives of different sectors, including such national agencies as the Philippine Council for Agriculture and Natural Resources Research and Development (PCARRD), the Commission on Higher Education (CHED), the Department of Agriculture-Bureau of Agricultural Research (DA-BAR), local government units (LGUs), state universities and colleges (SUCs), non-government organizations (NGOs) like World Vision and Heifer, and even private individuals, the agenda has been


State University, Banga, Aklan 2 Director, University Extension Department and Program Leader, CVARRD Regional Goat Program,

Isabela State University, Echague, Isabela 3 Biologist II, Isabela State University, Echague, Isabela


transformed into a framework of activities that aimed to provide complementary solutions to problems such as innovating the rural goat production system through enterprise development; provision of good quality stocks through natural and artificial inseminations; product development by improved processing and packaging; and promoting agriculture, forestry, and natural resources (AFNR)-related courses among students, graduates, and entrepreneurs. At present, the Cagayan Valley Small Ruminants Center (CV-SRC) at the Isabela State University (ISU), takes the lead in conducting the research, development, and extension (RDE) in which, each activity leads to providing long-term solutions that will stabilize and strengthen the goat industry in the region.

RATIONALE

Goat production is one of the most important components in farming systems today, as 99 percent of the goat population in country is found in rural areas (BAS, 2006). The popularity of goat in these areas is due to their favorable characteristics such as: a.) high fertility and reproductive rates; b.) inquisitive feeding habits; c.) ability to subsist on a variety of herbage including farm by-products; d.) high feed conversion efficiency; and e.) resistance to most diseases. Moreover, the advent of demand on processed meat products from chevon and mutton is a potential enterprise to be harnessed and developed in Region II. But through the years, goat-raising in Region II has not been too successful due to high mortality rates; hence, the slow production growth. Basically, the problem is rooted to the lack of knowledge in combating problems related to production management.

Thus, in 2006, with the participation of different agencies that

promoted goat as one of the region’s top commodities, a comprehensive RDE framework was developed. The S&T Agenda of 2007-2011 for Goat in Region II was crafted parallel to the set targets of Philippine Agriculture 2020. Through meetings with major players of the goat industry in the region, constraints in the production were identified. Among these problems included the lack of quality breeder stocks and their high cost; a high mortality rate at the pre-weaning stage; endoparasitism; the absence of a defined breeding program among raisers and the lack of technologies and resources for increased productivity; low adoption on improved technologies and practices; and the absence of secondary information on secondary goat products in which, efficient and effective marketing strategies could not be realized.


The CV-SRC at ISU is the lead RDE center in the region for small ruminants. Activities such as the establishment of an on-campus/agency research; demonstrations and pilot projects for small ruminants; carrying out of investment/business/technology fora for target government and non-government organizations to disseminate good practices; the establishment of GIS-enabled Management Information System (MIS) for small ruminants in Cagayan Valley; and hosting of regional events, such as expos, conferences, and workshops were conducted to promote small ruminants. Through the Center’s strong partnerships with different research funding institutions, funds had been generated to conduct various researches. Researches were focused on breeding, feeding, housing management, prevention of parasites and diseases, value-adding on chevon and mutton, and marketing. Furthermore, after realizing the decreasing population of students enrolling to agriculture-related courses, specifically the fields related to animal science and animal husbandry, the Center was developed as a venue in enhancing the employability capabilities of the students. The Center also introduced enterprising activities among its farmer-cooperators. These would be a good means to improve the economic status of rural folks, as value-adding components would enhance the products’ quality and marketability. The whole enterprise would deliver outputs along the supply chain of the goat and sheep industries, which in the end could spell sustainability in the production-to-market cycle.

Hence, to achieve the targets of the Regional S&T Agenda on goat,

technical support for the raisers and financial support for the implementers were needed. With this, different RDE project proposals were developed to have a clear RDE direction. Through collaborative efforts of different government agencies such as PCARRD, DA-BAR, CHED, DA-Regional Field Unit-II, LGUs, SUCs, NGOs, and private individuals, addressing the regional goat RDE needs became possible.

OBJECTIVES

This paper aims to: 1. Share information on research strategies developed in addressing the

regional problems on goat raising in accordance to the national target; 2. Present extension delivery and management innovations used for a more

efficient technology adoption at farmer level; and 3. Disseminate policy actions taken to sustain goat-based enterprise

projects.


METHODOLOGY

The following RDE activities were conducted by CV-SRC to address the identified problems in goat production: Development of rural enterprise for goat production

Establishment of rural-based enterprise on goat production will help

the goat industry quantify its contribution to rural farming activities. Goats nowadays are considered as a rural asset of farmers and play different socio-economic and cultural roles. However, the full potential of goat farming is not properly realized, considering variability in the production performance. Thus, demonstration and application of improved package of technologies in smallholding farms can effectively improve production performance. As a result, better profitability in production among farmers will be realized.

Rural Enterprise Development through Innovative Goat Production Systems or the RED Project was an approach towards technology commercialization and enterprise building. The project had three major components: 1.) production system; 2.) organization and management; and 3.) linkages. The project’s activities, like technology trainings, cross visits/”lakbay-aral”/field days, exhibit to existing goat farms, training on entrepreneurial skills and development, formation of farmers’ association, and participation in goat shows were interventions that would improve the knowledge of the farmers on goat raising. The RED project was being implemented in different places within Regions II. Enterprising activities had been implemented using the participatory methodology developed by the Crop-animal System Research Extension Network (CASREN) Philippines 2001 and later was improved by Lanting in 2007. Formulation of activity that focused on the upgrading of stocks through artificial insemination Artificial insemination (AI) is a breeding method used for cattle and swine industries in developed countries and in the Philippines. Although it has gained popularity among these livestock, it is not commonly used among sheep and goat breeding activities. In Region II, one of the problems in the production aspect of the raisers was the absence of good quality breeders to upgrade their stocks. ISU established AI for small ruminants’ laboratory under DA-BAR’s support. The laboratory was mandated to provide high-quality processed semen to be used in breeding activities. In order to deliver the service at a regional level, PCARRD funded an AI initiative for the goat research project. In collaboration with DA-RFU-II, different SUCs, and LGUs, the project was being implemented in Cagayan Valley.


Development of value-adding activities for chevon and mutton

In the Philippines, most of the livestock are produced in the rural areas. Yet, meat and meat products are not easily available in these areas. If meat processing could be done in the countryside, this would significantly improve the profitability of the products and the productivity of the communities (Villareal, 1999).

Value-adding for any product could improve that product’s marketability. Improving meat packaging such as canning or vacuum-sealing could make the product stable to market. Establishing secondary information of the product such as nutritional facts and shelf-life analysis could significantly improve the quality and therefore, could add value to the processed products. Moreover, the evaluation and fabrication of prime cuts from the different breeds of goat would enhance the industry since there would be standardization of the meats sold in different markets locally and globally. Demand could continually increase that subsequently would improve the production of the raisers and later on would develop an enterprise that would sustain the industry.

ISU initially established a processing center for chevon and mutton. The Center aimed to harness and showcase the innovative products from Cagayan Valley and to provide livelihood to the community through women and out-of-school youth engaged in goat and sheep integrated farming. At present, there are two projects being implemented through CHED and PCARRD fundings. These are “Meatylicious meeeh: Harnessing the innovative chevon and mutton from Cagayan Valley” and “Value-adding of Goat meat through processing and packaging”. Effective enhancement programs to AFNR courses through trainings, technology promotions, and hands-on activities

The decrease in enrollment to AFNR courses among the state universities created an awareness campaign to promote AFNR courses’ importance in the country. Region II as an agricultural region, participated in the project by effectively enhancing knowledge of AFNR students particularly in different goat-raising practices and enterprising of goat main and allied products. With these goals, the students were trained in goat raising by exposing them to science and technology interventions.


RESULTS AND DISCUSSION

Rural enterprise development for goat production Before the implementation of the RED Project, comparative data on

goats’ technical performance were gathered to determine the major problems in the production among 20 farmer-partners of the project. As noted in the evaluation, these were high mortality rates due to parasitism and diseases, slow growth of kids, and marketing. Different technology options were presented to farmer-partners to solve the problems. Technology options were categorized into breeding management (upgrading and control breeding); feeding management (stall feeding, urea-treated rice straw, intensified use of multi-purpose tree species, and urea-molasses mineral block); and animal health management (strategic worm control, rapid rotational grazing, and improved housing).

All farmer-partners (100 percent) adopted the top-three technology

options such as improved housing, stall feeding, and upgrading of stocks. Other options preferred by farmers included strategic de-worming, pasture/forage establishment for feeding of improved forage, upgrading, and concentrate/vitamin supplementation with 90.0 percent, 80.0 percent, 80.0 percent and 70.8 percent adoption rate by farmer-partners in the focal sites.

Improvement in the production was evident after adopting different

technologies. There was a 182.42 percent increase in population inventory of stocks (from 114 to 470 heads) and a 110.53 percent increase in the inventory of doe stocks (from 114 to 284 does) with an average of 14.2 doe-level among 20 farmer-partners. The infusion of superior breeders in the stock in the focal sites produced offspring of good quality, with an average birth weight of 2.35 kilograms. Weaning weight and marketing weight were on average of 12.95 kg and 26.55 kg, respectively. This was far different from the results of the control site without interventions with an average weight of 1.58 kg. as birth weight, 7.28 kg for the weaning weight, and 12.98 kg for an eight-month period.

The study showed that the incremental cost and return of a 25-doe level goat enterprise using partial budgeting analysis of one to two cycles (March 2008-March 2009) was PhP92, 400; PhP 36,960 for a 10-doe level; and PhP 18,480 for a 5-doe level.

In order to accommodate more than 60 spill-over farmers of the

project, up-scaling the RED Project had also been implemented before it ended in November 2009. With this new project, enterprise has been


developed among the cooperators to generate a stable, rural-based goat industry. Among the enterprises that were proposed to be developed were the production of stock for slaughter, the sale of planting materials for different forages, and vermi-composting. At present, there are approximately 500 farmer-cooperators under the project and the number is expected to increase as the project goes on.

The formation of different associations of goat farmers in different LGUs

strengthened the foundation of an innovative system on goat production. As of this report, there are 10 existing goat raisers associations from the municipalities of Echague, Santiago, Alicia, Jones, Angadanan, Cauayan, San Mateo, Bayombong, Lal-lo, and Tabuk. Upgrading of stocks through artificial insemination AI under the small ruminants laboratory was established through DA-BAR’s funding, was the first AI Laboratory for Small Ruminants in Region II. The laboratory was mandated to process and produce good quality semen for breeding activities. Laboratory facilities and equipment were further improved by PCARRD to facilitate all activities in semen processing and to come up with more scientific researches in goat breeding. At present, PCARRD has funded a regional project with an aim to develop improved goat semen extenders in sachet form ready for market; to develop AI delivery system applicable to Region II; and to train potential AI service providers. Initially, training on semen processing was conducted in the laboratory itself by a semen processing expert from the University of Southern Mindanao, Kabakan, South Cotabato. To further enhance the capability of the technical staff involved in the project, visits to different AI Laboratories in the country such as the Philippine Carabao Center-Artificial Insemination for Buffalo Laboratory at the Philippine Carabao Center–Central Luzon State University, Carranglan, Nueva Ecija; Semen Processing Center of the Provincial Veterinarian Office, Dumaguete City, Negros Oriental; and the Breeding and Physiology Laboratory-Dairy and Training Research Institute, University of the Philippines at Los Baños were done.

With the initiatives of different project collaborators, AI for goats

reached Ballesteros, Lal-lo, Baggao, and Enrile in Cagayan; Cabagan, Ilagan, Cauayan, Echague, Jones, Alicia, Santiago, San Mateo, Angadanan, San Isidro, and Cordon in Isabela; Diffun in Quirino; Bayombong, in Nueva Vizcaya; and Tabuk, in Kalinga Province to complement the RED Project as well. A total of 100 farmer-partners were involved in the activity with 350 does inseminated. Does under estrus were either synchronized or naturally in heat, and inseminations were done on-farm or through walk-in. Semen collected from pure-bred Boer, Anglo-Nubian, and Kalahari were infused to the current


stocks of the raisers. Processed semen for insemination was either from National Artificial Breeding Center (NABC) or semen produced by ISU’s AI Laboratory. With the current initial conception rate of does per record at 70 percent based on no-return-of- heat after 21 and on the changes of the physical appearance of the inseminated does. Out of these, 50 does already gave birth; single, twinning and tripling of kid/s was also observed. To cover a wider area and to sustain upgrading activities, ISU conducted capability-building activities to possible AI technicians. The activity was participated by 17 trainees from different DA-RFU-II stations, LGUs, and SUCs. Value-adding activities for chevon and mutton The two on-going projects have been implemented to develop and establish activities that would enhance the marketability of creative products from chevon and mutton. The stability and acceptance of the product in local and global markets were the primary concerns of the activity. Prior to the establishment of meat processing, different packaging equipment were purchased under the assistance of the CHED. These equipments were vacuum sealer machine for vacuum packaging; can sealer/simmer used to seal cans; pouch sealer used to seal liquid-containing recipes; meat slicer to come up with uniform meat slices for the consumers’ choice cuts; and cup sealer used to seal sauce and juice packages. There were three recipes developed for both chevon and mutton. Different sensory/taste tests were conducted to determine the most acceptable recipe to different types of consumers. The three recipes ready for chevon and mutton canning were adobo, kaldereta, and kilawin. For mutton, the three recipes had already undergone nutritional fact, shelf-life, and microbiological analyses assisted by ITDI-DOST. The products are now ready for commercialization. The development of chevon canning was an initiative supported by PCARRD. Standardization of meat cuts and gathering of information on carcass yield and recovery from different breeds of goats were conducted; different chevon recipes were developed and evaluated. The activity was assisted by Animal Products Development Center (APDC), one of the project partners. A total of 15 different breeds of goats were subjected to the evaluation. The evaluation was based on the following parameters: carcass conformation; color of the flank lean meat; texture of the lean meat; and external fat covering. Meat quality was also assessed by collecting data based on rib eye area, marbling score, and consumption sensory qualities.


Enhancing activities on AFNR courses: Techno-entrepreneurial Livelihood Project on Goat

Enhancing the demand on AFNR courses focused on providing

Techno-entrepreneurial livelihood project (TLP) for AFRN students and graduates on different banner commodities such as goat, banana, rice, and peanut. Under the TLP on goat, establishment of a goat farm with pasture, housing, and showcasing proper animal management; trainings composed of lecture and hands-on activities; organization of training manual for students; accreditation of students by the Technical Education and Skills Authority (TESDA); and development of the enterprise for goat were carried out. There were 50 students under this activity. The students were exposed to technology trainings focused on goat production, chevon processing, marketing, and other related enterprise. Participation to the trainings conducted would be the basis for their accreditation under TESDA. Initially, the project targeted four students to be accredited, but the activity had already produced 29 TESDA-accredited students for animal production. Moreover, there were also students who were engaged in goat farming activities as a source of income. The applications of what they had learned from the trainings conducted helped them to either establish a farm or further develop an existing farm. At present, there are 10 students who are engaged in goat-raising enterprise, 10 graduates were employed and out of them, three were promoted as DA station technicians.

CONCLUSIONS

The importance of the creation of the Regional S&T agenda for goat is to have a roadmap towards meeting the problems encountered by the raisers in production and marketing. With the identified problems, research activities will be all towards providing long-term solutions that will eventually give benefit to the raisers and to the goat industry.

As a result of various meetings with major key-players of the goat industry in the region such as CVARRD, DA-RFU-II, different SUCs, LGUs, and private individuals engaged in production, a concrete RDE framework had been organized. The framework was transformed into a defined program and projects funded by national agencies like DA-BAR, DOST-PCARRD, CHED, and NGOs like World Vision and Heifer. Moreover, the said framework was the basis for conducting activities to address the needs and to improve the industry that would be competitive to local and global markets. With the


initial pilot projects conducted, the team has proven that such participatory enterprise has worked well at the local level. The integration of small ruminants farming systems with meat products processing and packaging complements the necessary production-to-product–cum-marketing cycle needed to establish a sustainable industry for goat and sheep.

Hence, the result of the efforts exerted by different agencies in providing solutions to the gaps encountered, goat-raising activity in Cagayan Valley is moving towards stable production coupled by a sustainable market.

POLICY IMPLICATIONS

With the effective linkages, networking, and implementation of certain modalities, such participatory enterprise will work well at the local level . It will result into the following scenarios and eventually implement a policy environment for this purpose:

Address food security; Increase income to smallholding farmers; Create more job opportunities in the rural areas; Improve the economic status of rural folks; Promote local sourcing; Strengthen support services (animal health, standards, environment); Establish cooperation (PCARRD, CHED, DA, NGOs) and linkages (LGU,

Private Sector); and Establish a sustainable industry for goat and sheep.

REFERENCES BAS, 2006. Bureau of Agricultural Statistics. www.bas_da/goatinventory2006. CASREN Philippines. 2003. CASREN capability building modalities proving

effective. CASREN Philippines Newsletter. Volume 2, No.1, March 2003. Ibarra, P.I. 1999. Process Meat at Home. Published under the CA Publication

Program, College of Agriculture, University of the Philippines Los Banos College, Laguna, Philippines.

PCARRD, 2006. The Philippines Recommends for Goat Farming. Philippine Recommends.

Series No. 24-G. PCARRD, Los Banos, Laguna. Santos- Rivera, L.C. 1998. Meat Specialties for Filipinos for Livelihood Projects.

Manila Philippines.

Leading to Improved Management Systems of R&D Programs and Projects for Productivity and Sustainable Development: The MAAP Experience 1 Angelica M. Baylon 2

ABSTRACT

This paper presents the research and development (R&D) management, experiences and best practices that led to improved management systems of R&D programs and projects of Maritime Academy of Asia and the Pacific (MAAP). The paper highlights the control system in managing the project, external linkage and networking and, organizational management and support services. The MAAP research management practices certainly ensured that the cadets were not only educated and trained in accordance with the prescribed standards and competency required by the Safety Training Certificate and Watchkeeping (STCW) as amended;, but more so, provided students with value-added services, trainings, and opportunities to articulate the standards of competence, character, and services for their total development. The methodology of the elements of research management practices that answered the what, who, and how of the practice, was activity-based and research-based with visible relevant and measurable outputs participated in by all concerned. The research management best practices on research, curriculum, and human resources development were shown through photo documentations of activities involving the cadets and the faculty/staff. The performance of the graduates in licensure examinations as well as recognitions received by MAAP and by its students were also presented. These were positive indicators that the R&D programs and practices were well managed with funding support from the European


State University, Banga, Aklan 2 Director for Research and Extension Services, Maritime Academy of Asia and the Pacific, Mariveles,

Balaan


Commission and full support from the school management that somehow directly or indirectly contributed to the total development of cadets for maritime safety of life at sea, which certainly had social , economic, and ecological contributions to R &D.

INTRODUCTION

Geographic destiny has given the Filipinos, the innate talent to be excellent seafarers. The Philippines, known to be the manning capital of the world, has 92 accredited maritime schools (out of 1785 Higher Educational Institutions), 58 accredited maritime training centers, and 349 accredited manning agencies.

The MAAP maritime programs are accredited by the Philippine Commission on Higher Education (CHED) and its training programs are accredited by the Maritime Training Council (MTC). MAAP is an active member of the Philippine Association of Maritime Institutions (PAMI, led by its President-elect Commodore Dante Jimenez for the Academic Year 2009-2010) and the Philippine Association of Maritime Training Center Institutions (PAMTCI, led by its President-elect Merle Jimenez-San Pedro AY 2008-2010) for its maritime and training programs respectively. PAMI, a non-stock and non-profit association duly registered with the Securities and Exchange Commission (SEC), is composed of 72 accredited maritime education and training (MET) providers or maritime schools nationwide with 49 MET schools including MAAP in the Luzon region, 26 MET schools in the Visayas, and 17 MET member schools in the Mindanao.

Everyone is convinced of what researches can do in knowing what has to be known; in conquering frontiers of knowledge; and in creating twist and turns for solutions, improvements and developments; thus empowering MET providers for sustainable development. Hence, the theme of the Philippine Association of Research Managers (PHILARM) Convention @ 20 “Advancing Research Management for S&T Productivity and Sustainable Development” was appropriate and timely as it reflected the serious efforts of research managers to further improve the management approaches, strategies, and/or innovations applied or experienced.

Coupled with the call for R&D management papers and posters, the search for the outstanding research manager awardees (ORMA), Best WC Medrano R&D Management Paper selection, and the WD Dar Research Leadership Award among all its members, served as a venue where agency representatives, units, or organizations, would share their best


management practices that were built on their strengths and weaknesses, which were complemented by the strengths of others. PHILARM with its 1,200 members from various government agencies (the Department of Agriculture [DA], the Department of Science and Technology [DOST], and the Department of Environment and Natural Resources [DENR], and their attached agencies), local government units (LGUs), higher educational institutions, private agencies, non-government agencies, and international schools and institutions from Thailand, Malaysia, Indonesia, India, and Nepal, anticipated the effects of the economic crisis, from which sharing and complementation of services and resources were necessary among all concerned for sustainable improvement.

This paper presents MAAP and its Best MET Research Management practices and methodology with the positive indicators of their effectiveness namely: the impact of MAAP development, the effects of research management practices, the recognitions received, and the students’ performances.

THE MARITIME ACADEMY OF ASIA AND THE PACIFIC, MARIVELES BATAAN

The Associated Marine Officers’ and Seamen’s Union of the Philippines (AMOSUP) established the MAAP on January 14 1998. MAAP is located on a 103-hectare land in Kamaya Point, Barangay Alas-asin and is situated in proximity to the scenic coastal waters of Mariveles Bataan, overlooking Manila Bay and Corregidor.

The geographical location of MAAP is fitting for a maritime school that offers three main programs: the Bachelor of Science in Marine Transportation (BSMT), BS in Marine Engineering (BSMARE), and the BS in Marine Transportation and Marine Engineering (BSMTE). The curricula of these three courses were designed by the United States Merchant Marine Academy at Kings Point, New York. Each degree is a four-year course with a sea phase scheduled in the third year. The BSMT curriculum requires a total of 197 units: 157 at MAAP, 40 practicum/shipboard units on board T/S Kapitan Felix Oca and/or a sponsoring company ship. The BSMARE curriculum involves 198 units: 158 at MAAP and 40 practicum/shipboard units. The BSMTE curriculum involves 247 units: 207 at MAAP and 40 practicum/shipboard units. Shipboard trainings are either conducted at the sponsor’s vessel or at the AMOSUP’s training ship, a 5,020-ton dedicated training ship with 30 air-conditioned cabins with 6 berths per cabin capable of accommodating 180 midshipmen and nine instructors. Hence, MAAP is the only maritime school in the country that guarantees a 365-day actual shipboard training within a four-year degree program.


MAAP offers full scholarship grants for its baccalaureate programs to

qualified applicants selected nationwide through a competitive qualifying entrance examination. Other benefits include free board and lodging; fleet training; discipline and extra-curricular activities that enhance midshipmen’s mental, emotional, social, and physical development; the use of the state of the art equipment and facilities; modern instructional methods utilized by world-class maritime institutions; insurance and leadership trainings; and exposures. MAAP solicits the grants from sponsors represented by reputable shipping companies that later provide midshipmen with readily available job opportunities aboard sponsoring company vessels. To ensure the highest standards of quality, aside from the comprehensive, up-to-date and well-rounded education that fully complies with the requirements of STCW 95 and CHED, MAAP adheres to a quality standards system that has been certified to comply with ISO 9001:2000 by the Det Norske Veritas (DNV) and with PSB 100:2002 for QMET by PSB TUV-SUD. MAAP is also a Technological Educational Skills Development Authority (TESDA) accredited training center.

To date, 100 percent of MAAP midshipmen have been sponsored by 40 shipping companies and could not even supply the demands of the sponsoring companies. The faculty of the Academy consists of licensed merchant marine officers and highly qualified instructors for general education subjects. Starting this year 2009, additional 250 scholars have been sponsored by a Japanese company, IMMAJ, responsible for the new facilities and equipment at the MAAP west-side campus for Class 2012 and for the succeeding wave of scholars.

MAAP’s journey to excellence is steered by a governing board headed by Capt. Gregorio S Oca, the AMOSUP President and with representatives from the private sector, the Danish Shipowners’ Association (DSA), the Norwegian Shipowners Association (NSA), the Japanese Shipowners Association (JSA), the All Japan Seamen’s Union (JSU), the International Transport Workers Federation (ITWF), International Maritime Employees Committee (IMEC), IMMAJ Seafarers Union, and the Filipino Association of Maritime Employment (FAME).

MAAP BEST RESEARCH MANAGEMENT PRACTICES: THE METHODOLOGY

In 2002, MAAP spearheaded the First Research Networking on MET in the First Philippine MET Congress. Through hosting of follow-up meetings with various stakeholders, MAAP identified and validated the two common reasons or constraints in doing research. These were the lack of capability and the lack of funds to do research. Hence, one of the strategies that MAAP


carried out was to network and link with international maritime schools and centers. One of the centers was the Seafarers International Research Center through an Association of Southeast Asian Nations-European Union (ASEAN-EU) University Network Programme Research Networking Project (AUNP).

The European Commission funded the AUNP Project. It involved maritime institutions from EU (UPC Spain and SIRC Cardiff University, United Kingdom) and ASEAN (SMA Singapore and PMMA/MAAP Philippines) led by the SIRC (Director Prof. Helen Sampson) as the project leader. The Program followed four discrete activities but closely-linked elements: 1.) Research Methods with SPSS Training; 2.) Teacher Training Course; 3.) Research–Led Seminar Workshops; and 4.) Execution of a Small Collaborative Action Research Project.

At MAAP, many were called to be part of the AUNP project, but only a few were chosen. Based on a set criteria, the selected nine faculty and staff members known as MAAP EU-ASEAN Project (MEAP) members, were made to commit that in every activity they would participating in, there were corresponding responsibilities required from them. Hence, they cascaded their learnings to the MAAP community, accomplished their action plans, and are currently initiating useful programs to ensure well-developed cadets in MAAP.

The framework of the research management practice conducted by MAAP has always been based on the Input-Process-Output (IPO) model as well as on the variables/indicators of research practices. The input in this instance was the AUNP project participated in by MAAP faculty/staff. This process was one of the best practices at MAAP, wherein the faculty/staff members were required to come up with significant MET action plans that were to be implemented within and outside MAAP for a domino effect. Finally, the outputs were the impact of the activities on Human Resources development (HRD), Curriculum development (CD), and Research development (RD). The valid indicators were the grants and awards or recognitions received by MAAP and by its students on research as well as the students’ performance in the PRC licensure examinations.

In 2004, a Research and SPSS training was conducted at Cardiff University in UK, which provided the needed confidence of the participants to link and come up with a collaborative research for presentation and publication in an international conference. Each member was provided an individual laptop with licensed SPSS/CBT statistical software program to equip the member with the needed know-how and skills for the collaborative action research through computer-based training (CBT).


After the training, an action research meeting was conducted in each of the participating MET schools. The first meeting was hosted by MAAP (Philippines, June 30–July 2, 2004); the second meeting at the University Polytechnic Catalunya (Spain, September 27-29, 2004); the third at the Singapore Maritime Academy (Singapore, July 25-29, 2005); and, lastly at PMMA, (Philippines, August 30-September 5, 2005) for a small collaborative action research output “Attitude of Serving Seafarers to the Introduction of Computer-based Training (CBT) Abroad Merchant Ship”. This research had been accomplished by the participating schools and finally presented at AMETIAP Conference held in October 2006. Each activity done was mirrored at MAAP. A Maritime Research and Extension Services Circle (MRESC) composed of the top 10 percent students at MAAP was organized, whose officers were inducted to office every year. The MRESC volunteers were trained and encouraged to present papers in international research conferences. In 2004, MAAP Midshipmen/women 1Cl Javellana and 1Cl Tolentino (both from Class 2005) were highly commended for their paper presentation in the 16th International Conference on Maritime English Conference (IMEC16) in 2004. In 2005, MAAP Midshipmen 1Cl Inong and 1Cl Odal (both from Class 2006) were awarded the Best Paper Presenters at the Association of Maritime Education and Training in Asia and the Pacific (AMETIAP) Conference. MAAP Midshipmen 1Cl Legaspi and 1Cl Inong were named as regional finalists from a long list of 22 nominees from 12 higher educational institutional participants from Region III. Finally, 1CL Inong, along with four other winners from different institutions advanced to the National Search of the 2006 Ten Outstanding Students of the Philippines (TOSP). The awarding was held on July 14, 2006 at the Malacañang Palace with Her Excellency President Gloria Arroyo as Guest of Honor and Speaker. In November 2007, MAAP Midshipmen 1Cl Eslita and 1Cl Copiaco (both from Class 2008) were appreciated for a very well presented paper during the 8th International Conference on Engine Room Simulators (ICERS8). The MRESC adviser/DRES Director (this paper’s author) also presented and/or contributed papers for various local and international conferences: IMEC16, IMLA, AMETIAP, LSM, 7th TRANSNAV and 7th AMFUF, Asia MET Summit 2009, to name a few.

The research outputs of SIRC namely: Issues on Women Seafarers, Communications and Leadership/Management were shared with the participating MET schools through research-led seminar-workshops. These research areas had the potential to inform curriculum development and over-all maritime strategy. Since all these issues had been incorporated in some subjects in the maritime curriculum, MAAP cadets who would be future seafarers were made aware of the common problems encountered by seafarers on-board on issues on women seafarers, leadership, and


communications for these future seafarers to be ready to cope with these issues in the future.

SIRC facilitated a research–led seminar workshop on women seafarers hosted by MAAP Philippines from June 2-4, 2004, MAAP shared a slot with a co-maritime school, the John B. Lacson Maritime University (JBLMU) to strengthen maritime research networking in the country. After the activity, a local group composed of MAAP women cadets was organized on June 11, 2004 and was named the Women Cadet Club (WCL), with 18 cadettes as members. An echo seminar and workshop on women seafarers issues was held on July 14, 2004 at MAAP, with 29 participants from MAAP midshipwomen students, faculty/staff, and department heads. The Academic Council also approved the enhancement of the curriculum by incorporating issues on women seafarers on three subjects: Industrial Relations, Psychology, and Personnel Management. On October 14, 2004, MAAP hosted the First National Research–Led Workshop on Women Seafarers. The activity was attended by 40 midshipwomen, together with their advisers from different maritime schools. They organized a National Women Cadet’s League (NWCL). On November 10, 2005, a column regarding the issues about women in Kamaya Point, the MAAP student publication, was launched and published the League’s activities in the Seaway Shipping Digest (Issue 52, November–December 2004 and Issue 53, December–January 2005) and Shipping Travel and Journal. MAAP hosted the First National Sports and Literary Competition on Women Seafarers and inducted the NWCL officers and members on October 18, 2004. Women cadets also presented their research paper “Problems Encountered by Women Seafarers on Board Ships as Perceived by MAAP Midshipwomen: Its Implications to Women”. It was expected that a number of inter-maritime schools’ collaborative research outputs would be realized; thus strengthening maritime research networking in the country through women cadets under the tutelage of their respective maritime instructors as advisers.

After the research–led seminar workshop on Leadership and Management hosted by SMA, Singapore from December 6-8, 2004, an echo seminar and workshop was conducted on January 30, 2006 at MAAP that emphasized the following important topics: blind obedience; effects of blind obedience onboard the vessel; and qualities of a leader on board participated by 40 faculty and staff members. Inputs from the members were generated for possible implementation in MAAP. The identified skills/characteristics, which MAAP students should apply on-board after graduation or during shipboard training were not solely incorporated in a specific subject; rather, they were applied in the learning milieu. Qualities of a leader were also incorporated in the instructor’s teaching styles.


After the research-led seminar-workshop on communications hosted by PMMA from October 8-10, 2005, the same was cascaded to MAAP on January 30, 2006 with 27 faculty and staff members in attendance. As agreed among MAAP’s community members, the teaching of Maritime English was conducted at MAAP through tandem teaching of maritime and non-maritime instructors. In addition, more situational English teaching was incorporated in the Maritime English Subject and other English classes. Maritime English instructors were also provided with some shipboard experience.

A Teacher Training Course was conducted for two MAAP instructors at Cardiff University in the UK which provided the former teaching methodologies and techniques for better delivery of lessons to the students. On April 12, 2005, the same techniques were cascaded to MAAP with 22 faculty and staff members in attendance. The group agreed to change the paradigm on the instructional method from teacher–centered to student-centered (an example was PBL or problem-based learning in MET teaching methodology). The group had coordinated with the participants of the research–led workshops (on women seafarers, leadership/management, and communications) and evaluated the latter to check if the participants incorporated the student-centered teaching techniques to the curriculum on the identified subjects. The same was evaluated in terms of its implementation and effectiveness. This activity enhanced the competencies of the teaching staff members in their academic and training instructions, assessment of competence, and classroom management. Shared responses from the faculty members with regard to their methods of introducing and closing lessons/topics in their respective subjects were accomplished. The Academics Department has also been encouraged to conduct teacher-training program at MAAP from 2006 to date. Moreover, upon the request of the Lyceum International Maritime Academy (LIMA), MAAP instructors served as resource speakers and facilitators in the seminar-workshop “Updates in Maritime Teaching and Instructional Materials Writing” held at LIMA, Batangas City Philippines from April 3-4, 2006. A thirteen-page paper “Getting Started in PBL at Lyceum International Maritime Academy (LIMA): Innovations in Philippine MET System” was jointly prepared by MAAP and LIMA. The paper was presented by LIMA Vice-President for Academic Affairs Dr. Esmenia Javier at the 14th International Maritime Lecturer’s Association Conference (IMLA14) held at ENMM, in Marseille, France from October 3-6, 2006. The said paper was part of IMLA14’s proceedings.

From August 23-26, 2005, MAAP represented the other project partners (UPC, SMA, and PMMA) in the AUNP grant holders meeting held at the University of the Philippines (UP) in Diliman, Quezon City. The project leader SIRC recommendations were: “in recognition of MAAP’s stalwart support of


the program, enthusiastic support to all the aspects of the project, efforts to stimulate activities for the participation by the MAAP Faculty in all events and Dr. Baylon’s own participation as well”. The recommendations were fully supported by other project partners (based on an e-mail communication to this paper’s author from SIRC Director Prof. Sampson and project partners, June 28, 2005).

Out of the 102 institutions selected for funding under the AUNP partnership, only six participating institutions were from the Philippines: UP, De La Salle University (DLSU), St. Louis University, Leyte State University, PMMA, and MAAP. The said meeting provided MAAP the opportunities to exchange project experiences and ideas among grant holders as well as information and contacts, which helped build future higher education partnerships and cooperation on various disciplines. SIRC Director Prof. Sampson presented “Case Study 7: Human Resource Development: Improving the Quality of Maritime Education in Europe and the Asia–-Pacific”. MAAP (this paper’s author) contributed in the AUNP Project Fair through a photo-poster exhibit, which displayed the aims, objectives, and results depicting the different AUNP activities participated by students at MAAP. The grant holders’ foreign experts’ various disciplines and contact addresses were also shared to the university researchers in the Philippines. These researchers came up with multi-disciplinary and trans-disciplinary research proposals and obtained funded projects in science, chemistry, and agriculture.

On November 5, 2005, the European Commission through the AUNP site monitoring team led by the AUNP-PMO Project Administrator, Mr. Poul Henrik Lassen with the Programme Officer for the European Delegation in the Philippines, Ms. Rita Bustamante visited MAAP. The purpose was to monitor the Academy’s progress for objective verification. On April 11, 2006, MAAP presented its accomplishments in the discussion meeting with the AUNP evaluator, Mr. Mike Douse of the Cambridge Education Limited at the Office of the Program Officer of the European Commission Delegation for the Philippines in Makati City.

Inspired with the AUNP Project, MAAP in collaboration with Philippine Association of Extension Program Implementers (PAEPI), hosted the “First PAEPI National (Maritime Schools) and Regional Consultative Forum and Training Workshop on Research and Extension Services cum Chapter Organizing with Preparation of a Collaborative Project”, with the theme “Strengthening Research and Extension Services Towards Global Competitiveness“ from April 27-28, 2006, with CHED-RO III Director Dr. Felizardo Francisco as the guest of honor and speaker. The activity was successfully carried out with the collaborative research and introduction of the AUNP Project among participating schools composed of 38 HEIs (10


schools Region III, 17 maritime schools, and 11 schools from other regions). More importantly, the MRESC students assisted in the documentation of the activities through photography and/or preparation of the proceedings as part of their experiential learning.

DISCUSSION/INTERPRETATION/IMPLICATIONS

Through the MAAP research management practices and activities, the following development impacts brought by the AUNP Project were noted: Networking and partnership were strengthened as MAAP EU-ASEAN

Project (MEAP) leaders were developed, who could build intellectual networks with their European and ASEAN counterparts for MET’s improvement;

National and international cooperation and communications were enhanced, as a number of national and international meetings (IMEC16, AMETIAP, UC 2005, ICERS8, etc.) in MAAP were hosted and the same were disseminated to national maritime magazines in the Philippines such as the Seaway and Shipping Travel and Journal, etc;

Mobility of students and staff was enhanced and facilitated. New student clubs were established like MRESC, the Women Cadets Club, and the Women Cadets League. These clubs were composed of motivated students under the advisorship of MEAP members tasked to initiate activities for research and human resource development in MAAP;

Scientific methods and knowledge were gained as scientific methods and knowledge were shared and cascaded, resulting to confidence-building. Information on the subject matter was exchanged as new perspectives from the common and different educational/cultural contexts through the actual immersion and exposure with foreign counterparts were provided. This generated theoretical ideas that could be used to cope with social and economic changes; and

Project research management and implementation were exercised and experienced. The relevant activities in MAAP were initiated and spearheaded that provided actual experience on the management and implementation of a project. The project has already ended, but not the established partnership. The project resulted to human resource, curriculum, and research development and has strengthened inter-personal, inter-disciplinary, and inter-maritime schools’ cooperation in the EU-ASEAN nations to date.

Furthermore, for AY 2007-2009, various reputable non-government

organizations (PAMI, NFCHRE, PAEPI, UNAP, and UNYAP) and government agencies (CHED and the Commission on Human Rights [CHR]) recognized MAAP’s programs and best practices on research and extension services:


On January 7, 2007 at the Philippine International Convention Center

(PICC) in Manila, Philippines, CHED recognized MAAP with a plaque for its significant contribution of its Research Program towards the advancement of knowledge and national development in CHED’s National Search for the Best HEI Research Program along with other 47 institutions out of the 1,785 HEIs in the country;

On October 26, 2008, PAEPI recognized MAAP with a plaque for its contributions and practices on extension services in the PAEPI Biennial Convention and General Assembly held at Capitol University in Cagayan De Oro, Philippines;

On September 23, 2008, PAMI in Luzon recognized MAAP with a trophy as Best in MET Research Practice (out of 49 PAMI members in Luzon) held at the Asian Institute of Maritime Studies (AIMS), Manila, Philippines;

On December 8, 2008, CHR recognized MAAP as the National Center for Human Rights Education on MET and was awarded with a plaque of recognition as 3rd place winner for the best CHREducation practices (out of 25 CHRE institutions in the country) at the Colegio De San Juan de Letran, Manila, Philippines;

On December 9, 2008 at the 34th PAMI Convention and General Assembly, MAAP was awarded with a plaque of recognition as first place winner for the Best MET Research Practice (out of 72 PAMI member MET schools) held at the University of Cebu, Philippines;

On April 17, 2009, CHED awarded MAAP as the regional winner for the Best Student Services Program (out of 165 HEIs) and was elevated to the national level, representing the schools in Region III. CHED also recognized MAAP as the Best in Physical Facilities (out of 14 universities and regional winners) with a plaque and a cash prize. The ceremonies were held at UP, Quezon City, Philippines; and

On August 7, 2009 at the 10th International Youth Day Celebration, MAAP received a special citation for producing exemplary students and youth leaders. Ceremonies were held at the University of Makati, Makati City, Philippines. Together with the more than 300 delegates representing the different regions in the country, the MAAP contingent was composed of the MRESC members led by the DRES Director who was the resource speaker and facilitator to the youth and educators. The Director also presented a paper “Monitoring Evaluation of PAEPI Extension Services Program”.

These national recognitions of MAAP were made possible through

research management practices, such as organization and control systems with the help of support services and external linkages and networking. They were also made possible through various management approaches, strategies, and innovations applied to implement the projects and activities.


Furthermore, MAAP has been continuously monitoring the students’ performances every semester until they will have graduated and taken the licensure examinations. Moreover, for the past five years (AY 2003 to 2008), the general result of percentage passing for the licensure examinations has been 100 percent for BSMARE and 96.26 percent for BSMT programs. The national passing rate at the time, according the Professional Regulatory Commission (PRC) was 51 percent, with MAAP getting a 98 percent general passing rate for all its graduates who have ever taken the examinations. This was another positive indicator that the various research management practices at MAAP directly or indirectly contributed and supported the academic successes and developments of MAAP graduates.

CONCLUDING REMARKS

As shown, MAAP as a member of PHILARM, has been advocating excellence in research management for quality maritime research, education, training, and extension services. Richly anchored on the philosophy that the best MET management is research-based, MAAP has been supporting and will participate actively as PHILARM takes center stage in the empowerment of research management and employment of best practices among its member institutions. The 20th PHILARM National Convention from April 6-9, 2009 will make a difference for it will provide PHILARM member-institutions like MAAP, the opportunities to present their management research experiences and to showcase and share best practices.

The theme of the 20h PHILARM National Convention “Advancing Research Management for S&T Productivity and Sustainable Development” focuses on the strategic directions in sustaining much desired promotion and enhancement of the role of research managers in improving and sustaining productivity in research in the Asia Pacific Region. With research-oriented information and model-based research management practices, institutions can now focus, share, and rationalize the utilization of resources in the midst of economic survival among research providers. With the committed partnership between PHILARM and its member institutions, this certainly leads to a transcendental transformation of research managers for the future. This PHILARM initiative is just the start of the maiden voyage of PHILARM as a pro-active agent of research management changes and developments in partnership with various research agencies and institutions to further steer ahead, linking member institutions like MAAP to a highly-competitive global market through research collaborations.


On the other hand, with the knowledge gained from the best research management practices by MAAP, (with the 2009’s motto, “Align and Shine in 2009”), with joy, vigor, and renewed passion commit its institution to further initiate, align, and improve its respective research programs and practices with the strategic directions in contributing to the total development of its cadets towards excellence. MAAP realizes the importance of developing well-rounded seafarers. Hence, MAAP cadets have been exposed and have trained with some best practices in instruction, research, and extension services. These practices undoubtedly provide some value-added contributions to their development necessary to become not just ordinary seafarers, but as maritime officers and leaders of the highest caliber. These best practices in research are believed to somehow directly or indirectly contribute to the total development of cadets in making them competent, a key to maritime safety of life at sea. Likewise, with 2010’s motto , “ Strengthen Broaden and Brighten”, MAAP, through its research management practices shall continuously strengthen and broaden its horizon through participation to R&D management seminars and trainings to be better, so as to brighten its and be a catalyst of innovation, productivity, and sustainable development.

RECOMMENDATIONS

For research managers to be globally competitive, there is a need to benchmark good from best practices applicable to their respective institutions for its improvement and advancement needed for sustainable development. This differentiation can be one of the keys in creating a forward focus on research management to ensure innovation and productivity through the development of competent cadets or students. It is recommended that PHILARM continuously provide a venue for its members to present their best research and practices and be recognized for the efforts or initiatives based on set criteria.

Indeed, benchmarking is the trend of globalization of which PHILARM has played a major role since its inception on September 9, 1989 for the promotion and enhancement of the role of research managers in improving and sustaining productivity in research. MAAP takes pride to be part of this prestigious association. MAAP shares and continuously learns and benchmarks from others for better research management practices and services for innovation, productivity, and sustainable development.


REFERENCES Baylon, Angelica M (AY 2002-2009). DRES Accomplishment Reports. Santos, Eduardo Ma. R (AY 2002-2009) MAAP Annual Accomplishment

Reports. Minutes of the Execom Meetings, Academic and Training Council, MRB etc.

Innovations and Initiatives on R&D for S&T Productivity and Sustainable Development of Dragon Fruit 1 Leonardo T. Pascua 2, Lolita M. Raposas 3, Editha A. Dacuycuy 4, Imelda G. Adalem 3, May Damaso P. Pascua 3, Angelita R. Sabas 3, Ruby B. Saoit 3, Wally C. de la Cruz 3, Lilibeth C. Paraoan 2, Marivic M. Alimbuyuguen 5, Fausta Mercy R. Gano 5, Maura Luisa S. Gabriel 5, Love Grace dC. Campano 5, Mary Ann R. Rarogal 6, Sherlyn B. Nicolas 6, Stanley C. Malab 5, Miriam E. Pascua 5, Norma B. Lagmay 3, and Amador S. Sadumiano 2

ABSTRACT

Dragon cactus is an introduced crop in Ilocos and poses great opportunities. The potential of dragon fruit production was harnessed, making innovations and initiatives on research and development (R&D), in which, various R&D activities on dragon fruit were implemented. This paper documents the various innovations and initiatives implemented in the dragon fruit R&D. The implemented innovations and initiatives in R&D management, activities/strategies and utilization, and the policy advocacy were discussed. The experiences and lessons learned have drawn insights, implications and recommendations for an effective R&D, not only for dragon fruit but also for other commodities.


State University, Banga, Aklan 2 Department of Agriculture Regional Field Unit 1- Ilocos Norte Provincial Center (DA RFU1- INPC), MMSU,

Batac City 3 Office of the Provincial Agriculturist of Ilocos Norte (OPAg IN), Laoag City 4 Ilocos Norte Techno Pinoy Center, OPAG Ilocos Norte, Laoag City 5 Mariano Marcos State University (MMSU), Batac City 6 Ilocos Agriculture and Resources Research and Development Consortium (ILARRDEC), MMSU, Batac

City


INTRODUCTION

Advancing research and development (R&D) can move ahead by employing innovations that can fit to the present times and bring an efficient research outputs and delivery system to clients. It develops the ability to respond to the present needs by employing the newest ideas or techniques. The key objective of advanced R&D is to deepen the technical knowledge in ways that lead to technology breakthroughs where it looks out for the long-term future. It dynamically evolves, and finally, has a strong impact on the lives of farmers, such as increased income and improved quality life of every adopter.

Dragon fruit (Hylocereus undatus) is relatively new to the Philippines.

The country only realized its economic importance when our country had started to import from Vietnam and Thailand. Despite the premium price, it has become a favorite fruit of many Filipinos because of its known therapeutic properties. The great demand of this fruit in the local market resulted to the initial commercialization in the Philippines.

Dragon cactus is an introduced crop in the Ilocos region and it is

adaptable particularly in Ilocos Norte. Its potential as an emerging champion in the local fruit industry can now be seen, giving lucrative incomes to farmers; hence, very competitive to other crops. Considering the great opportunities for this crop, the potential of dragon fruit production was harnessed by making innovations and initiatives in R&D. It addressed the pressing needs of this commodity due to its growing demand. As such, various R&D activities on dragon fruit have been implemented. The experiences and lessons learned could possibly draw insights, implications, and recommendations for an effective R&D, not only for dragon fruit but also for other commodities. Hence, this study was conducted.

OBJECTIVE

In general, this paper documents the innovations, initiatives, recent ideas, and strategies involved in R&D of dragon fruit.

METHODOLOGY

The qualitative method was used in evaluating the principles involved in R&D of dragon fruit. The series of activities on innovations and initiatives were documented. The experiences and lessons learned were observed,


which drew insights, implications, and recommendations for an effective R&D for dragon fruit.

The R&D management methodology of the project was laid out in the

following key features:

Pre-Implementation Phase

A focus group discussion (FGD) was conducted among experts in various disciplines to come up with a doable plan for this commodity. The FGD was composed of researchers from the Department of Agriculture Regional Field Unit 1-Ilocos Norte Provincial Center (DA RFU1-INPC), Mariano Marcos State University (MMSU), and the R&D Division of the Office of the Provincial Agriculturist (OPAG) of Ilocos Norte. Officers and members of the Saniata Growers’ Association (SGA), an association of dragon fruit growers in the province, were also involved.

Implementation Phase

The work plan, which was crafted at the start of its implementation, was employed. The feedbacks and results of the monitoring and evaluation were the bases in coming up with good ideas and concepts that were translated into innovations. These innovations were implemented, documented, and analyzed in terms of their effects, benefits, opportunities, and implications to the dragon fruit industry in the province.


Strategies of Implementation

The implementation phase consisted of various major activities that aimed to carry out the following activities:

R&D Management

Organization and planning through FGD. A multi-disciplinary approach

was introduced pooling available manpower resources from DA RFU1-INPC, MMSU, Philippine Rice Research Institute (PhilRice), OPAG, and Magsasakang Siyentista (MS). The innovation was to tap the expertise of OPAG and MS. Those from OPAG had direct access on the needs of farmers and knew the real situation in the field. Likewise, MS had vast experiences, knowledge, and skills that were needed in the implementation of the project. Their involvement gave better direction to the R&D of this commodity.


In planning the R&D on dragon fruit, the guiding principle was to make an impact on the lives of farmers, particularly their increased income and improved quality of life. Thus, the then current thrusts and emerging R&D priorities of dragon fruit were well emphasized. The integration of research priorities was made by coming up with an integrated R&D for dragon fruit to address heterogeneous problems in the field. It focused on the research results to be translated into increasing productivity and at the same time, conserving the environment. The impact should be on improving the lives of clients. Thus, creating a tailored R&D program that would meet their needs through improved effectiveness and cost savings.

A consultation dialogue focused on dragon fruit situation, issues, and

concerns was conducted with growers from municipalities of Ilocos Norte and agencies involved. The result of the consultation was the basis in coming up with a set of Integrated R&D Agenda (IR&DA) on dragon fruit, with an emphasis on the development of environment-friendly and easy to adopt technologies.

The FGD became an avenue in identifying the technology needs of

stakeholders in a problem- and need- based context, current farming situation, available resources, capabilities, and the priority needs. Analysis of their problems offered good access to a participatory process. This stimulated the stakeholders to discuss and offer possible solutions to problems based on their experiences. This group discussion created confidence in those stakeholders because they were able to think, express themselves, and actively participate in the discussion.

The implementers discussed and drafted the plans and deliverables

using the “bottom-up” approach. This gave them knowledge in the scenario of this commodity, which was used as the basis for setting priorities.

With the involvement of other staff members in planning, this also

sharpened their knowledge, skills, and attitudes towards research management. Mentoring younger staff members enhanced their capability in preparing for future tasks. This also had a greater relevance, efficiency, effectiveness, and team work in conducting R&D on dragon fruit.

The IR&DA for dragon fruit was crafted and presented during the

workshop of experts from the Ilocos Agriculture and Resources Research and Development Consortium (ILARRDEC) member-agencies. This gave an opportunity for the experts to give comments and suggestions for the improvement of the R&D agenda.


Public-private sectors partnership and the mobilization of stakeholders and their resources. Partnership is the cornerstone of R&D. Strategically, this should be strengthened. If it is harnessed, this would give synergies of an unprecedented scale. The scope should be expanded to include a wide range of organization such as a public-private sectors partnership.

The public-private sectors partnership is one of the ways to increase

the probability of success, since there is not a single organization that can effectively address complex developmental issues. The roles of the public and private sectors and their relationships are dynamic to fit the call of the times. The impact of R&D can only be fully realized if all stakeholders are full-pledged partners in technology development and dissemination.

Forging strong partnerships with the LGUs at the provincial, municipal,

and barangay levels through local executives, Department of Education (DepEd), R&D institutions, farmers’ associations, and market outlets was among the initial efforts that strengthened the relationships with all the various stakeholders.

Local officials were requested to support the project by allowing their

extension workers to help in the technology promotion and commercialization through the Techno Gabay Program (TGP). The human resources greatly helped in the implementation of the project. As an innovation, LGU executives were asked for their support by initially introducing the crop to them and they were later asked to plant the crop in their very own farms.

Members of the Saniata Growers’ Association were mobilized by

letting their land, equipment, indigenous knowledge and experiences, capital, and family labor to be utilized. Other important contributions were their innovativeness and continuous improvement of available technology. The members of the Parents and Teachers Association (PTA), Rural Improvement Club (RIC), and the 4-H Club were also mobilized in putting up a demonstration farm, which would eventually become the source of their planting materials in their own farms.

To ensure commitments, the roles and responsibilities of the

stakeholders were identified and stipulated in a Memorandum of Agreement (MOA). The MOA was instituted as an implementing contract, stipulating the roles and responsibilities of the concerned parties. These included LGUs, ILARRDEC, DA RFU 1, Saniata Dragon Fruit Growers’ Association, Palayamanan 4-H Club, and Catuguing Elementary School in Catuguing, San Nicolas, Ilocos Norte, and Madiladig Rural Improvement Club in Laoag City.


Inadequacy of funds was not a hindrance to the R&D. Financial and human resources were pooled for a common goal. Travels of staff members were shouldered by their respective agencies; supplies came from the funds TGP’s funds; and meals and snacks in trainings were shouldered by the LGUs. R&D Activities/Strategies

Carrying out quick response experiments. A series of quick response

experiments were conducted to answer problems arising from the field and to have continuous innovation and improvement of the package of technology (POT). Such results could be immediately used by farmers who were asking for immediate solutions to their problems. These were established in the MS farms and other pilot farms in the province. Simple experiments were conducted comparing the use of organic and inorganic fertilizers, use of pheromone traps for fruit flies, use of environment-friendly technologies for the control of ants, and nursery management among others.

Carrying out on-farm experiments. Applied and adaptive research

played a vital role in ensuring that the benefits of investments in R&D reach the farmers. Farmers’ participation was very essential in priority-setting and technology development. This made the possibility for the developed technologies to be fully accepted by the farmers.

Initial trials were already conducted in the farmers’ fields such as

intercropping vegetables and mungbean with dragon fruit and topping studies. Fertilizer studies were planned to be established in different soil types.

Carrying out basic experiments. These were conducted on subjects

such as germplasm collection and evaluation. Studies on crop improvement, pest management, nursery management, and post-harvest would be conducted based on the IR&DA for Dragon Fruit.

Product development or value-adding/creating activities. Adding

value to dragon fruit and its by-products is one of the many ways that provides opportunities for farmers to increase their income. Likewise, this is an opportunity for business communities to get involved in the commercialization of these products.

Continuous innovation and improvement should be conducted until

the procedures and the finished products could be attained the desired quality. Improving the products is still underway to suit the preference of consumers. Presently, there are already some by-products that are being developed like cupcakes from dragon fruit flesh and rind; macaroons from its rind; lumpiang shanghai, empanadita and siomai from dried flowers; and ice


cream and jam from its flesh and rind. More innovations are expected for diversification.

ILARRDEC has just turned over to the Saniata Growers’ Association a

chest freezer for preserving fresh fruits for processing. A support was also given to an MS farmer for the storage of fresh fruits to be sold during the off-season. R&D Utilization

Documentation of best practices and failures. The best practices of MS

and growers were documented and these were incorporated in the recommended POT.

In addition, the failures of farmers in growing dragon fruit was also

included, which served as an avenue for researchable areas. This process was called “creative destruction”, wherein a newly developed technology becomes successful as an offshoot of the lessons learned from the failures of those who have tried it.

Availability of recommended POT. Since dragon cactus is a recently

introduced crop in the country, research results from the Philippines are still scarce. Thus, available literature, experiences, ideas, and indigenous knowledge of farmers and researchers, the general knowledge on agriculture, and results of some quick-response experiments were the bases in crafting the POT.

The POT is very vital in technology promotion and commercialization of

every crop. The POT of dragon cactus is very necessary for farmers who have no knowledge of the crop. In convincing them, they must have the access to the POT to make necessary decisions on the technology options they will implement based on their capability, resources, and knowledge.

Different levels of technologies are needed so that farmers can

choose the best ones suited for them considering their available resources. For instance, rooted planting materials raised in the nursery are very costly. To lessen the cost, a technology option was developed using cutting to be directly planted in the field.

A technology guide on dragon fruit production developed by Pascua

et al. (2010) was prepared, reproduced, and distributed to farmers while a primer on dragon fruit processing is still on the preparation stage. The translation of these technology guides into the Iluko language is in progress. Iluko as a mode of communication is very vital in the technology adoption


because farmers have better comprehension when these are written in their mother tongue.

A video on dragon fruit production technology was also produced

and it has been used in technology fora. This has been distributed to Farmers’ Information and Technology Services (FITS) centers so farmers can avail of themselves their personal copies. The video has no copyright and is free for any who wants to have a copy of it.

Support of FITS centers. This are nodal centers where the information

and technology needs of farmers, entrepreneurs, and processors are accessed hand-in-hand with other modalities of TGP such as MS, the Information, Education, and Communication (IEC) services, and the Information Communication Technology (ICT) services. FITS centers are located in municipal and provincial agriculture offices. Previously, information and technologies especially those newly introduced crops such as dragon cactus were only available in research institutions and universities. The training farmers and the provision of planting materials are few of the roles of FITS centers. Such requests are forwarded to ILARRDEC, OPAG, DA RFU1-INPC, or MMSU for proper action.

MS/establishment of demo farm/Science and Technology-based farm

(STBF). Identification of the right people is very critical in technology promotion. Commodity “champions” such as MS and outstanding farmers play a vital role in R&D. This empowers them as extension workers. They serve as role models and become inspirations to farmers and entrepreneurs as well. Their role is to convince other farmers by setting an example. They advocate directly and actively for a cause and get a message effectively heard, resulting in massive dissemination and greater impact.

STBF on dragon fruit was established in the farm of the MS and

demonstration plots of POT were in various farms of outstanding farmers in the province. This strategy empowered farmers to conduct farm trials. These on-farm research trials tended to evaluate the increase of productivity because available technologies could require fine-tuning for acceptability that suit the local condition.

Farmers are also researchers. They always try new ideas, knowledge,

and technologies from their own ingenuity, from other successful farmers, from discussions during informal meetings, and from technologies generated. As they adopt these technologies, they tend to make innovations to improve their farming practices (Pascua et al., 2007). This process served as an output in the improvement of POT through observations and experiences of farmers. Thus, they were empowered to make day-to-day decisions and at the same


time, learned while doing the activities. Farmers gave inputs based on their knowledge, experiences, and insights through their observations.

Demonstration farms also served as a show-window of introduced

technology and served as a learning field for the farmers in the locality during cross-visits and trainings. This approach ensured the sustainability of technology transfer and promotion activities.

The role of MS was also to promote farming as a business enterprise. Through their initiatives and innovations, they transformed their farms into a business enterprise from production, processing, and marketing.

Dragon fruit farm of MS as learning fields for students. The Regional

R&D Coordinating Committee (RRDCC) of ILARRDEC and MMSU’s Board of Regents (BOR) approved a resolution utilizing MS farms as learning fields for students under RRDCC Resolution No. 18 s. 2006 and BOR Resolution No. 871 s. 2007, respectively. The farm of MS for dragon fruit has been a favorite destination of students in agriculture. Likewise, this coming year, some students plan to conduct their theses and the on-the-job training there.

Many people did not become entrepreneurs because they had taken

the course. They became entrepreneurs because they saw real examples of people who were doing it. The exposure of students could encourage them to become entrepreneurs to venture into the dragon fruit agri-business in the future.

Plant-now-pay-later scheme. Establishing a dragon farm needs a

considerable investment capital. Planting materials alone require a fair amount of money. In this case, many farmers wanted to engage in this venture but they had limited start-up capital. Thus, a–plant-now-pay-later scheme was considered to assist them; and many beneficiaries availed themselves of this plan. Even with their meager capital, they pursued this venture. This scheme gave a significant expansion of areas planted with dragon cactus.

Turning marginal lands into opportunities. Many lands in Ilocos are

considered as Goal 1 areas. These are characterized by marginal environments: the soil with a high pH, low fertility, limited water supply, and high temperatures. These factors are constraints to intensive agriculture. Many crops, especially those that require very favorable environments are not suited to these areas with sand dunes and red and rocky soils where few or no crop is grown.

Many of these areas were turned into opportunities. Converting them

into dragon fruit farms made these areas into huge productivity gains.


Planting cacti to this environment meant farmers would get more out of their own natural resource endowment.

Utilizing organizations and elementary schools. Two barangays,

Catuguing in San Nicolas, Ilocos Norte and Madiladig in Laoag City, were identified as the pilot barangays. The Palayamanan 4-H Club in Catuguing and the Rural Improvement Club in Madiladig were mobilized by the establishment of demonstration farms. These demo farms served as show-windows in barangays and would become the initial source of planting materials for those members who wanted to engage in dragon fruit production. Assisting an organization had more impact than helping out individuals because more people in the barangay would benefit with initial planting materials.

Two elementary schools, Catuguing Elementary School in San Nicolas,

Ilocos Norte and Parang Elementary School in Bacarra, Ilocos Norte were the pilot schools. The modality was initiated to mobilize the teachers, pupils, and parents in establishing demonstration farms in the schools. This modality was employed to test the partnership of the three stakeholders to perform for a common goal; that is, the expansion of areas planted to dragon cactus and the increase in production. This was conceptualized from a common observation that whatever the teachers tell their pupils, the latter follow. Likewise, whatever the pupils request from their parents, they give. In such case, with the teacher-to-pupil and pupil-to-parent approaches, the commercialization of dragon cactus could be achieved.

Demo farms were established as show-windows utilizing the pupils with

elementary agriculture classes. The demo farms served as the initial sources of planting materials for the parents who in turn, would engage in dragon fruit production.

One of the objectives of this modality was to have dragon cactus in

every home in the barangays. Advocating young growers/entrepreneurs to be involved in dragon

fruit production. One high school student was also involved in the dragon fruit production. This was worthy of emulation to young growers, a role model to other students.

With the introduction of dragon cactus in the elementary grades, this

would create interest among pupils and inculcate in their minds to become dragon cactus growers. Each pupil in a class had a plant to take care of. At their early age, they would be nurtured and conditioned to become dragon


cactus enthusiasts. Involving them created appreciation, enthusiasm, and passion.

Farmers access to training and an MS as a resource person. Trainings,

info-caravans, and technology fora on dragon fruit production were conducted in different municipalities.

Usually, trainings were conducted at FITS centers to encourage more

farmers to attend. On-site trainings were also carried out to have more access to farmers and for them to have hands-on or actual experience. Retention was higher when farmers had actual experiences in trainings.

The MS was also tapped as a resource person instead of experts from

government agencies. In training, MS shared new ideas, knowledge, and experiences pertaining to dragon fruit production with potential farmers.

Cross-visits. Cross-visits enabled farmers to have a chance to see

established dragon fruit farms. The visits reinforced the trainings conducted and the reading materials given to them. In these visits, the dragon cactus farmers shared their own experiences and experts who came from DA-RFU 1 and OPAG supplemented their discussions. This was considered as the fastest way to disseminate information because the farmers themselves served as sources of information and experiences. This enhanced the learning process while gaining insights by visual observation and participatory discussion. Farmers tended to compare their farms from other farms and were encouraged to adopt the technology when they saw farms with better performance. This was an effective and efficient mechanism for technology transfer because of the gaya-gaya (imitative) attitude among most Ilocano farmers (Pascua, 2003).

The cross-visits in groups were supplemented by individual visits of

farmers. These further enhanced the adoption while acquiring more knowledge and skills and positive attitude towards the technology.

Monitoring and on-field consultation. Field visitations, monitoring, and

dialogues with farmers were vital in the assessment of the progress of the project. This also included the giving of technical assistance, documentation of activities, and recording of issues/concerns that emerged in the process. Problems that arose in the field were solved outright. This was the feedback mechanism and became an input in conducting quick-response experiments if problems could not be solved immediately.

Marketing strategies for dragon fruit and processed products. Fresh

dragon fruits were sold either in farms or in supermarkets. Presently, the


marketing of fresh fruits is not a problem because the demand is very high and the supply is not yet enough for domestic consumption.

The products of the Saniata Growers’ Association spearheaded by

Refmad Farms were displayed during agricultural fairs conducted by the provinces of Ilocos Norte, Ilocos Sur, and La Union, MMSU, ILARRDEC, various municipalities in Ilocos Norte, and the Technology Livelihood Center. Agricultural fairs served as platforms for the promotion of the said products and became avenues in creating awareness to prospective customers and investors to enhance the demand of the products. Initial exhibits served as venues to evaluate the products and solicit comments and suggestions for the products’ improvements.

The market of the products, especially the fresh fruits, was linked with

superstores in the cities of Laoag and Vigan. Market linkage was being promoted to other entrepreneurs and possibly giant food processing companies in response to the growing supply of dragon fruits.

Gender Issues and riding on a fad. Many women are involved in the

production of dragon fruits. However, a husband-wife partnership seems to be the trend. The husband and wife have their own specific roles in the dragon cactus growing. Unlike with other crops, dragon fruit production is not labor intensive and some cultural management can be handled by women. Furthermore, women were so much enthusiastically involved in the “euphorbia craze”. This fad was taken advantage in the expansion of dragon fruit production by involving more women.

School on-the-air (SOA). Because of the increasing number of dragon

fruit growers, there was a need to intensify the promotion, particularly about the fruit’s production and management. Hence, an SOA program was conceptualized. The SOA aimed among others, to educate growers on the cultural management of the crop; its economic returns; benefits that could be derived from it; and the various recipes that could be produced from the different parts of the dragon fruit. Initially, the SOA team started preparing for the staging of this program and was already able to enlist enrollees, all of them had existing dragon fruit plants. This program was implemented by ILARRDEC and MMSU in support to the dragon fruit production and as part of their technology promotion activities.

POLICY ADVOCACY

Organization of growers. Dragon fruit farmers were organized into the Saniata Growers’ Association. This empowered them to lead the industry; had


the identity and bargaining power for their concerns; facilitated marketing and processing; and standardized prices and quality of products. The association was instrumental in technology promotion. As one, they had easier access to assistance from government and private agencies. The association has planned to put up a winery to support the increase in production in the near future. The registration of the association with the Department of Labor and Employment is in progress.

Dragon fruit as a priority commodity in the region. With the increasing

number of farmer-participants and planted area, the dragon fruit cactus was recently considered as one of the priority commodities of ILARRDEC for R&D and was recommended as a strategic crop of Region 1 through ILARRDEC RRDCC’s Resolution No. 1 s. 2010.

The development planners and policy makers have been increasingly

eyeing marginal areas for agricultural transformation. This fruit is a potential alternative crop for Goal 1 areas or the marginal and unproductive lands of the region.

Organic agriculture advocacy. Organic agriculture has become a

major concern of many sectors today. Sufficient food supply is not the only challenge but also the quality of farm products, environmental management, human resource management, health issues, and decreased cost of production.

Dragon cactus can be easily grown organically. The advocacy on the production of organic dragon fruits is being implemented through carrying out trainings on organic production such as composting and coming up with a cost-effective POT with the use of environment-friendly technology options.

The Saniata Growers’ Association has just requested a composting

facility from the Bureau of Soil and Water Management for the production of organic fertilizers. This will facilitate the production of their organic fertilizers.

Ilocos Norte as the dragon fruit capital of the north. With the increase

in production areas in Ilocos Norte, the province can be considered as the dragon fruit capital of the north.

The dragon fruit farms, especially the Refmad Farms, are now favorite

destinations of plant enthusiasts and tourists. This will not only boost the agriculture sector but also the business sector and the tourism industry. In advancing R&D, it should be viewed in the holistic perspective with the involvement of other sectors of society, not only the agriculture and the business sectors, but also the tourism industry.


Created the dragon fruit industry road map. This road map was crafted out to harness the potential of this commodity and provide the route to sustainable production. The plan was anchored on the potential of the crop to local environment coupled with production assets, which when harnessed would lead to a preferred state of commercial production. It was greatly dependent on the complementation of all stakeholders to achieve their goals. In addition, it took into account the improvement of the welfare of the resource-poor farmers, who were strategically located in marginal areas to augment their incomes.

Essentially, this road map outlined the direction of the dragon fruit

production in Ilocos Norte and mapped out the route to reach the desired state of full commercialization. This could become an avenue to boost the industry and to attain the goal in making Ilocos Norte as the “Dragon Fruit Capital of the Philippines.”

DISCUSSION AND IMPLICATIONS S&T Productivity

Science and technology (S&T) is recognized as a producer of tangible

(new technological artifacts) and intangible (knowledge, skills, education); codified (publications, patents, technical blueprints); and tacit (skills, cultural predisposition towards innovation, ways of approaching problems) output. To transfer the concept of productivity to the area of S&T is difficult to understand and carry out (www.insme.info). However, S&T productivity can be translated into social acceptability, technical feasibility, economic viability, environment soundness, and political acceptability.

Social acceptability. The adoption of technologies was manifested by

the number of dragon fruit growers and planted area. Within the 10-month aggressive promotion, 224 farmers and four organizations were now involved in this program with about 21 hectares planted with dragon cactus in Ilocos Norte and a few hectares in Ilocos Sur and La Union. In just a short period of time, this accomplishment was attained. The number of growers was a demonstration of the crop’s acceptability in the society.

Technical feasibility. POT was tried in some farms with different soil

types and has continuously improved over time. Its applicability in field conditions was tested through technology demonstration farms piloted in various municipalities in Ilocos Norte.


Economic Viability. POT was proven to have a lucrative income of growers. For three years, a net income of about PhP4 million had been realized in a hectare and a cost of production of about PhP0.6 million, with a return of investment of 6.99 percent. With the economic returns per hectare in three years, many were encouraged to venture on this commodity. Based on literature, dragon cactus is a perennial crop, which can be grown up to 25 years or more and become advantageous to growers because in the succeeding years, the cost of maintaining the crop would be minimal.

Environment-friendly. Planting dragon cactus could help in greening

the marginal areas, especially those areas left unplanted and could possibly help in carbon sequestration.

With the recommended POT, the use of organic fertilizers and

environment-friendly pest management technologies were advocated to small farm holders. In plantation areas, inorganic fertilizer was significantly reduced by the use of locally produced organic fertilizers.

Political Acceptability. The strong political support was manifested

through the provincial and municipal officials. The governor and mayors of Ilocos Norte had strong support through a memorandum of agreement and through allowing agriculture staff from the LGUs to help in the technology promotion and commercialization of this commodity. The governor administered the oath-taking of the Saniata Growers’ Association and in which occasion he articulated his support for the dragon fruit industry.

SUSTAINABLE DEVELOPMENT

The concern of R&D is not only reaching out to more people, but also the manifestation of sustainable benefits. Sustainability means more than just agricultural activities that are environmentally neutral or positive, but implies the capacity for activities and benefits to spread beyond in both space and time.

With the above innovations implemented for R&D of dragon fruit,

sustainability can be attained. The involvement of other member-agencies such as the Department of Environment and Natural Resources, University of Northern Philippines, and Ilocos Sur State Polytechnic College can boost the dragon fruit production. More institutions wanted to be part of the program. The strong public-private partnership particularly those of ILARRDEC’s member-agencies, LGUs, private institutions, and the Saniata Growers’ Association leading to agribusiness and industry, has been a clear manifestation for sustainable development of the dragon fruit in the province


and in the region in the near future. The resolution passed by ILARRDEC RRDCC that dragon fruit as a strategic commodity in the region can bolster industry development. This is now the transition period to be institutionalized by empowering the growers’ association to lead the industry with the support of ILARRDEC member-agencies and the LGUs. Ultimately, this will become a private-led industry with the active involvement of unified growers with minimal government participation.

REFERENCES

ICRISAT. 2002. Towards a grey to green revolution turning adversity into opportunity. A compendium of speeches and presentations by Dr. William D. Dar. ICRISAT, Hyderabad, India. 112 pp.

Pascua, L.T. 2003. Rang-ay Ti Pagilian: a Techno Gabay Program in the Ilocos. A paper presented during the Major Island Techno Gabay Convention. Hotel Supreme, Baguio City. Sept 30 to Oct 3, 2003.

Pascua, L.T., Cruz, L.T., Calamaan, F.G., Parbo, P.S., Paraoan, I.R., Paraoan, L.C., Acantilado, M.G., Castillo, M.A.L. and Rinen, E.C. 2007. The case of panag-uummong: An approach in participatory technology promotion and extension in cotton production. PHILARM Journal. 4 (1): 1-14.

Pascua, L.T. 2008. Initiatives in managing Techno Gabay Program in the Ilocos. PHILARM Journal. 5 (1).

Pascua, L.T., 2010. The recommended dragon fruit production technology. ILARRDEC, MMSU, OPAG-Ilocos Norte and DA RFU 1-INPC.

Posadas, D. 2005. Rice bowl and chips. How Asian countries are using the Silicon Valley model to develop technology start ups. One World Publishing.

www.insme.info

Developing Taguibo Organic Fertilizer: The IPM Farmers’ Association Experience 1 Mandanita P. Moday 2, Gertrudes B. Sagragao, Romeo S. Lasco 3 and Democrito P. Plaza II 4

ABSTRACT

The study aims to find out how to produce an alternative organic fertilizer using local waste materials and to determine whether the research management strategy employed would make the study push through and succeed.

Result of the study proved that Taguibo organic fertilizer

was capable of producing a good yield even without the addition of any synthetic fertilizer; and most importantly, indicated that a thorough, creative, and resourceful planning, coordination, complementation are of primary importance for the success of any research project. It is necessary that research managers must be proactive to determine the needed changes to their strategies.

Moreover, the study indicated the necessity of synergy

through complementation, coordination, and consultation for the success of a research project, which, can be attained through resourcefulness and the ability to formulate policies on funding can likewise be considered to be urgently integrated into the agencies’ system of governance for research funding as very important.

It is recommended that periodic consultations among

the concerned agencies to determine whether these agencies are still in line with their vision, mission, and objectives. The operations manual of these agencies must emphasize the efficient use of limited resources and that this must be internalized by all concerned agencies.


State University, Banga, Aklan 2 Supervising Agriculturist, Butuan City Agriculture Office, Butuan City 3 Agricultural Technicians, Butuan City Agriculture Office, Butuan City 4 Mayor, Butuan City


INTRODUCTION

Excessive use of inorganic fertilizer causes environmental degradation; recycling and utilization of urban and rural waste to be used as organic fertilizer are precious alternatives. The ultimate aim to find a solution to this concern is through research by the generation of technologies and practices that can result better productivity and profitability. The local government unit (LGU) such as Butuan City is mandated to coordinate with the national government, other agencies, and non-government organizations (NGOs) in the implementation of its plans and program (Republic Act 7160). In Butuan City, there is SP Ordinance 2263-2000, CAICC, a council whose function is to coordinate with and facilitate trainings among the national and local agencies and NGOs concerned with the program and projects that include research, development, and extension (RDE) activities despite very limited funding. The LGU of Butuan has spent PhP100,000.00 in cash and other non-monetary technical assistance to RDE in the past three years. However, the LGU in the city and barangay levels needed researchers and logistical allocations. This was an urgent call to address the situation. Specific research management strategies must be practiced for a successful project implementation. Networking, as applied to research management is a way towards the success of a research endeavor for it involves consultations, facilitating, and coordination among those concerned. Management must have a system where one function will lead from one good performance to the next.

METHODOLOGY

The Project Background This study was conceptualized in line with the escalating cost of synthetic fertilizer and ecological degradation.

The objectives of this research are: to produce Taguibo organic

fertilizer through recycling of urban and rural wastes for ecological balance and to develop and promote appropriate technology in the production of organic fertilizer. Specifically, this study aims to identify which rate of formulation would result to higher Nitrogen, Phosphorous & Potassium (NPK)


contents. Another objective of the study is to determine whether the appropriate strategies applied are contributory to the success of the research implementation.

The research was laid in a five m2 area using the Randomized Complete Block Design (RCBD) and was replicated three times using the following treatments:

T1 - Ordinary Composting Method (farmers’ practice) T2 - one part chicken dung two parts carbonized rice hull (CRH) five parts banana peeling one liter Effective Microorganism Activated Solution (EMAS) mixed with 200 liters of water T3 - 10 parts chicken dung five parts CRH 13 parts banana peelings one liter EMAS mixed with 200 liters of water T4 - 10 parts chicken dung five parts CRH 15 parts banana peelings one liter EMAS mixed with 200 liters of water All treatments received the same care and management except for the rate stated. The organic fertilizer samples were submitted to the Bureau of Soils & Water Management (BSWM) for analyses.

MANAGEMENT The main proponent of the study, together with the Integrated Pest Management (IPM), Taguibo Farmer’s Association conducted an orientation on the production of organic fertilizer after realizing the urgent need to produce alternative organic fertilizers based on the stated situation. There was neither funding, nor researcher available. Careful management planning should be conducted. Since the co-author was a punong barangay and association president, the farmers involved were grouped into committees to do certain tasks, at certain times and to maximize their time as farmers, learn skills. This was done up to the production of the organic fertilizer.

The budget used to buy the effective microorganism 1 (EM 1), sugar, and other materials was sourced from the farmers themselves. Sales from the organic fertilizer produced were managed by the association.


The main author was engaged in the preparation of the write-up while the co-authors were in-charge of the production and management of the organic fertilizer to ensure that the whole management strategies and approaches were employed.


Samples of the Taguibo organic fertilizer were submitted to and analyzed by the Bureau of Soils and Water Management (BSWM). The study showed that the highest percentage of 10.46 NPK was obtained from Treatment 4 (T4). Increasing the amount of banana peelings was the main reason of increased NPK percentage. The lowest at 5.3 percent NPK was obtained from Treatment 1 (T1) and was not recommended for organic fertilizer production.

The success of the Taguibo organic fertilizer production was mainly attributed to coordination and resource generation (Table 1). Although, complementation among members was also contributory to production’s success, it was the least answer obtained from the respondents. Table 1. Management Strategies that ensured success of the research

implementation. Management Strategy Frequency % (Multiple Response) (N=30) 1. Coordination 30 100 2. Resource generation 30 100 3. Complementation 27 90 4. Consultation 29 96

The same trend in the responses was obtained when the respondents were asked for recommendations to further enhance management of research implementation (Table 2).


Table 2. Recommendations to further enhance management of the research implementation.

Management Strategy Frequency % (Multiple Response) (N=30) 1. Coordination 30 100 2. Resource generation 30 100 3. Complementation 27 90 4. Consultation 29 96

CONCLUSIONS

From the results of the study the following were concluded: 1. That the increased amount of banana peelings in T4 yielded the highest

NPK contents of 10.46 percent; and 2. That enhanced management research strategies must be implemented

through a combined action among stakeholders in the spirit of cooperation, coordination, complementation, and consultations.

RECOMMENDATIONS 1. Provisions of budget in research activities must be given priority in local

government units (LGUs). 2. Related studies must be conducted to assess the effects of Taguibo

Organic Fertilizer (or any other organic fertilizers) to various crops and to determine crop performance and profitability.

REFERENCES

RA 7160 LGU Code. SP Resolution 2263 200 LGU Butuan City: CAICC.

Initiatives to Implement Research on Non-Priority Commodity: The Sweet Sorghum Experience 1 Darwin M. Apistar 2

ABSTRACT

The project “Adaptability Trial of Five Sweet Sorghum Varieties in Caraga Region” started without any funds but with only seed materials from the Mariano Marcos State University (MMSU) as input from external source. Although this crop was not a priority commodity of the region, the study was still implemented on-station and was later funded by the Bureau of Agricultural Research. The collaboration with the Northern Mindanao State Institute of Science and Technology (NORMISIST) to conduct the experiment provided additional data set for the on-station trial with different agro-climatic conditions. Internal linkage for inputs and workforce was done. It was further boosted in the implementation, especially on the first trial.

Communication was vital in the approval of the request,

which seemed impossible over the exchanges of papers. Through communication, links with fellow organizations with the same interest on the research were forged, which provided the opportunity for collaboration and counter-parting. It was also through communication that the need to conduct a study on a non-priority commodity was realized, acknowledging its well-deserved valuable attention.

The research manager, above all, holds the success to

the acquisition of support for a non-priority commodity through the value of the project presented to stakeholders and through faith placed on the project, believing it would serve a bigger significance.


State University, Banga, Aklan 2 Agriculturist II, DA-CARIARC, Trento Agusan Del Sur


INTRODUCTION

In any organization, the program direction defines success or failure. In the Department of Agriculture (DA), there are specific banner programs that are supported by the national government and are cascaded to the regional offices for implementation. Outside these programs, there is less or no probability at all of receiving support.

The study on the adaptability of sweet sorghum (Sorghum bicolor) in the region encountered refusal of support and opposition from the top management because it did not belong to the top priority commodities in the region. They cited several incidents wherein a particular commodity was introduced to farmers but ultimately faded out even before the farmers started to harvest their crops proved that sweet sorghum could be another commodity failure. While their worries were logical, there were still subjects that could be exceptions to the rule.

The study on the adaptability of sweet sorghum in the region was a

result of the mandate of the Biofuels Act of 2006, which states that all diesel-fed vehicles should use a minimum of one percent biodiesel blend within three months of the effectivity of the law, and would increase to two percent within the next two years. Gasoline, on the other hand, should have at least five percent ethanol blend within the next two years two years; and blend by volume could be increased to 10 percent four years from the effectivity of this Act (www.lead-journal.org/content/07368.pdf). This blend would rise in the succeeding years after implementing the law. This implementation thus entailed sufficient source of feedstock to produce the required ethanol volumes to meet the blending requirements in the future. With this, the government has been urging its citizens to use other feedstock for the production of biofuel, like bio-ethanol. It was found out that sweet sorghum had the potential to be the source of feedstock in the production of bio-ethanol.

The possibilities of making sweet sorghum as a source of bio-ethanol in the future required a stable source of raw materials to have a sustainable bio-ethanol production in the country. Thus, to meet the requirement, trials on the crop’s adaptability to different parts of the country were conducted. The implementation of the study had been presented to the regional management and was later allowed to be conducted, yet still more challenges would have loomed ahead.


OBJECTIVE

The author aims to share his experience in managing a non-priority program for research to be implemented to obtain necessary baseline data for consideration in support to a national program.

METHODOLOGY

Personal information briefing with heads/supervisors

One-on-one information sharing and presentation of the project was necessary where there were no other venue for the presentation of the project. Because they were the approving body for purchases and labor services, they needed to be informed of the necessities of each activity/procurement. Linkages to internal and external support systems

With attendance and presentation to the research, development, and extension (RDE) networks about the project, easy collaboration was forged with other members who also realized the importance of the program to national development.

Seeing the necessity to conduct the study, before presenting to

network members, an initiative was done in collaboration with a nearby state college, NORMISIST, now the Caraga State University (CSU). The initiative was readily accepted by the University’s Research Director.

On the other hand, there were activities that the researcher alone could not do in the implementation of the experiment. The researcher resorted to the utilization of the workforce of fellow researchers or farm workers to assist in the activity. It was found to be very beneficial, especially that there were no funds available for the labor services of the project. The worst was to spend money from one’s own pocket. Technology identification

Since the production of sweet sorghum was new in the area, a

protocol of its production outlined by the pioneering institution in the study of the crop in the country, MMSU, was followed.


RESULTS & DISCUSSION

Carrying Out Adaptability Trials

In the absence of research funds, the initial trial was conducted on-station at DA-Caraga Integrated Agricultural Research Center (CARIARC) and at CSU, Butuan City utilizing inputs available in the stations. Seeds of five varieties of sorghum given by MMSU’s Sweet Sorghum Project Coordinator were used as planting materials and the only external input in the trial.

When the budget was released by DA-Bureau of Agricultural Research

(DA-BAR) after the proposal was approved, the second trial was done at both stations. Summing up, two trials were done at CSU, while three trials were done at CARIARC. Yet, the juice component analysis of the data gathered was taken only in the third trial at CARIARC.

At first, the higher regional management was pessimistic about the

study. The Regional Technical Director (RTD) for RDE commented on the implementation of the project that sweet sorghum was not a priority commodity of the region. Decades before, they had a trial and showed that sorghum was not adaptable to the location because of heavy rains that caused mold-infected grains. It seemed that venturing on this research study would only be a waste of the limited resources of the region: staff, time, and money. The Regional Executive Director expressed the same sentiments that it would take time to encourage farmers to venture on sweet sorghum production due to market problems. So far, there were no farmers engaged in sorghum production in the region. When the support of the Ginintuang Masaganang Ani (GMA)-Corn Coordinator was solicited, the Coordinator was not able to extend it because apparently, the varieties being used were not National Seed Industry Council (NSIC)-released.

In the first or second trial after the release of the budget, the regional

management did not approve the purchase of a cane presser (a machine that extracts sweet sorghum juice), although it was included in the proposal’s budgetary requirements and work and financial plans. The budget released from DA-BAR even warranted its purchase. The refusal of the Regional Director to purchase the milling equipment was because that it could have served no other purpose than milling, in which the cane presser would have become unusable after the project.

As a result, the juice data, the most important component of the

research was almost not obtained. The purchase of the cane presser almost did not make it to the harvesting of sweet sorghum during the third trial. A series of letter requests, appeals to the rejection of previous requests, and


justifications on the need to purchase the said machine were forwarded but to no avail.

A personal dialogue of the project leader with the Regional Executive

Director citing the importance, fund savings, and advantage and convenience on the part of the researcher over extracting the sweet sorghum stalks in Davao or Bukidnon, finally got the request approved; the purchase of the cane presser was granted. Collaboration with BAR

The proposal to fund the research was submitted to the DA-BAR, the funding agency of agricultural researches and development projects. DA-BAR at that time was already supporting projects/studies directed on biofuels, and there was already a national program on sweet sorghum as potential feedstock for biofuels. Consequently, the project was easily considered.

DA-BAR provided a venue for different researchers doing the same studies to meet and present their results for discussions, even expanding the network of groups and people doing the same endeavor. The activity served as a venue for updating the group on the development of the sweet sorghum industry and provided information on the development and potential of sweet sorghum to the food industry by utilizing its products and by-products.

Linkages with State Universities and Colleges (SUCs)

To hasten farm trial and also due to the limited resources in the first

trial, a collaboration study was forged with CSU. Seeds were provided while labor and fertilizer were shouldered by the University. In one season, two trials were already conducted in two different sites.

The linkage with the University was a reason of hope to help in the information campaign on the proposed scaling-up later on of the production of sweet sorghum. During the multi-location trial, SUCs were tapped as potential partners. The linkage utilized graduating students to make the trial as part of their short-term projects.

Coordination with the RDE Network With the coordination of the RDE network of the region, adaptability trials to different sites around the region were made easier, especially that there were members that came from the provincial government office. Thus, coordination for sites in different provinces was also made easier. Other


members from the SUCs who were interested in the crop also requested to include their campuses for adaptability trials. Linkages with Internal Workforce and Resources In the research station such as the researcher’s, farm workers and even fellow researchers were sources of unaccounted labor cost. In a research study with limited funding, their help was a great input for the successful implementation of the project. In the absence of a research assistant, the researcher worked alone with hired labor – i.e., fellow researchers with the support of farm workers. Requesting them to help in gathering data or in any operation was already a great help for the researcher. In the same way, soliciting agricultural inputs from other researches to be used in the project helped great deal, especially during the first trial. Personal Communication

Personal communication was very important in the realization of the

project, particularly in the implementation and the purchase of the cane presser machine. When written communication failed to obtain a compromise agreement, personal face-to-face communication with the concerned heads of office on the subject or request in question, was of great help in their decision-making process.

CONCLUSIONS

1. An open communication between the researcher and the approving officers/heads of office is indispensable on matters of unfulfilled requisites due to misunderstanding. Information briefing regarding the project is necessary, especially on projects with the least priority. Invitations to heads of office/supervisors for forums or reviews conducted through the national program are important for them to be properly informed about the activities and direction the researcher is taking. The support of the immediate supervisor on the project is also important.

2. Resourcefulness is necessary especially for a project with limited funding. Good rapport with internal workforce is important in carrying out the project.

3. Networking helps in the reduction of work, time, and fund requirements for the completion of the project through collaboration and counter-parting. This also helps in seeking funding support for project proposals by learning about the funding sources; programs and agenda.

4. SUCs and other R&D network members are important partners for on-station trials and for possible information dissemination.

Research Management Strategies in Enhancing Productivity and Profitability of Lanzones Farms in Laguna and Batangas 1 Avelita M. Rosales 2, Thelma M. Lambio, Virgilla D. Arellano, Merly K. Tuazon, Elizabeth R. Gregorio 3, Cristina D. Goma 4 and Digna P, Narvacan 5

ABSTRACT

Different strategies of research management in improving the productivity and profitability of lanzones (Lansium domesticum Corr.) farms in Laguna and Batangas were implemented. Research strategies were participatory in nature, multidisciplinary, interactive, technology-driven; enhanced social mobilization and external linkages, promoted information and communication; and promoted sustainability. Planning, action, monitoring, evaluation, and consideration of feedbacks in a cyclical and interactive pattern were done. Interactive learning loops were also practiced based on the evolving plans in monitoring and evaluation of the project. These processes resulted to the participation of 29 farmers from Batangas and 71 farmers from Laguna. Eighteen women out of 100 farmers participated in the projects by attending workshops, meetings, trainings, and study tours. A Magsasaka Siyentista for lanzones was selected among the farmers. Fertilizer application and post-harvest handling activities were performed by women. One hundred forty-two farmers in Lipa City adopted the package of technologies (POT) after two years. The net income, marginal benefit cost ratio, and the number of jobs generated varied among sites. Profitability analysis indicated that a net income of PhP1,221.00 per tree and marginal benefit cost ratio of 17.67 was obtained in rehabilitating old trees, while 99.67 percent return on investment (ROI) was obtained from the


State University, Banga, Aklan 2 Project Leader, DA-STIARC, Lipa City, Batangas 3 Study Leaders, DA-STIARC, Lipa City, Batangas 4 Supervising Agriculturist, Office of the Provincial Agriculture, Sta. Cruz, Laguna 5 Chief Agriculturist, DA-STIARC, Lipa City, Batangas


propagation of good quality lanzones planting materials. Trainings and information dissemination activities resulted to the establishment of lanzones nurseries; organization of six lanzones growers’ associations; mobilization of local government units (LGUs); and prioritization of lanzones commodity in Laguna and other municipalities and a city in Batangas.

RATIONALE

Lanzones (Lansium domesticum Corr.) is one of the highly prioritized

fruit commodities in Laguna and in Batangas. The fruits have good eating quality with a delightful sweet and sour taste. It is usually planted under coconut trees or in backyards. It is one of the most neglected fruit crops in these provinces.

Information from participatory rural appraisals (PRA) and surveys of

lanzones growers showed that lanzones production in Laguna and Batangas was beset by several constraints such as: the occurrence of pests and diseases, specifically bark borers and scab; erratic climatic conditions and natural calamities; soil compaction due to grazing animals; unavailability of affordable planting materials; high costs of inputs; inaccessibility of technical information; and highly perishable fruits (America, 2002 cited by Hernandez and Rosales, 2008). These factors contributed to the low production and undersupply of lanzones fruits. Hence, research management strategies utilizing the participatory approach were focused on improving the productivity and profitability of lanzones farms. This innovative approach to research, development, and extension (RDE) utilizes the active participation of community by empowering and organizing their production management system (BAR, CPAR Operational Manual). The key idea behind action research is that groups of people with shared issues or concerns collaboratively, systematically, and deliberately plan, implement, and evaluate actions; thus, a process of learning is developed in order to act more effectively in a particular situation.

This paper focuses on the description of research management

strategies in conducting two projects on lanzones namely: “Community-based Participatory Action Research (CPAR) on the Rehabilitation of Lanzones in Brgy. San Roque, Alaminos, Laguna” and “Agribusiness Development Project (ADP) on Lanzones in CALABARZON”. The objectives of this paper are: 1.) To disseminate information on research and development (R&D) management strategies for lanzones to various research stakeholders; 2.) To demonstrate the holistic approach in the R&D program for lanzones; and 3.) To promote inter-agency and collaborative R&D projects.


METHODOLOGY

This paper described the management strategies actually experienced by the researchers of the Department of Agriculture-Regional Field Unit IV-A - Southern Tagalog Integrated Agricultural Research Center (DA-RFU-IV-A-STIARC) while conducting the two research projects namely: 1.) “Community-based Participatory Action Research on the Rehabilitation of Lanzones in Brgy. San Roque, Alaminos, Laguna (Calendar Year 2003-CY2004)”; and 2.) “Agribusiness Development Project on Lanzones in CALABARZON (CY 2004-CY 2009)”. These projects were funded by the Department of Agriculture-Bureau of Agricultural Research (DA-BAR).

Management practices and control systems

The process flow of management practices for researches on lanzones was: 1.) Formulation of the Regional Integrated Research, Development, and Extension Agenda and Program (RIRDEAP); 2.) Problem identification and prioritization; 3.) Participatory action planning; 4.) Proposal conceptualization and preparation; 5.) Submission of proposal for approval and funding; 6.) Preparation and signing of the Memorandum of Agreement (MOA) and the Memorandum of Understanding (MOU) among participating agencies and farmers; 7.) Pre-implementation meeting; 8.) Participatory monitoring and evaluation; and 9.) Documentation. A holistic approach to R&D activities for lanzones was followed. The research team was composed of five technical staff members of STIARC, the Office of the Provincial Agriculturist (OPA) in Laguna. and the Office of the Municipal Agriculturist (OMA) of participating municipalities and a city.

The strategies used to achieve the desired output were: carry out PRAs; analyses of strengths, weaknesses, opportunities, and threats (SWOT); workshops; writeshops; diagramming; brainstorming; participatory and consultative meetings; trainings; seminars; study tours; and social mobilization activities.

Counter-parting was solicited from LGUs in conducting seminars, trainings, cross-visits, and monitoring activities. Inputs were provided to farmers on a repayment scheme while grafted seedlings were sold to clients at a reasonable price. Proceeds from sales of seedlings at the station and LGU were then deposited to a government depository bank as a trust fund. External linkages and networking

A networking system approach, which required coordinated efforts

among agencies was adopted in the implementation of these projects.


Collaborations with OPA and OMA Laguna and farmers were facilitated through forging either an MOA or an MOU. Strengthening linkages and gaining support from LGUs were done to sustain the project.

People’s empowerment was enhanced through carrying out

meetings, seminars, workshops, cross-visits, trainings, fora, consultations, and the use of telecommunication facilities. Farmers’ associations were organized and by-laws were formulated. Farmers were encouraged to establish lanzones nurseries as an income generating activity. Researchers acted as facilitators in every activity while farmers learned by practice. Support services

POT and production of a manual on lanzones production, information

dissemination, and documentation were part of the activities of the support services.

DISCUSSION

Description of management practices and strategies for research on lanzones Formulation of RIRDEAP

RIRDEAP embodies the R&D gaps, extension activities, responsible persons/agencies, expected output, and issues and concerns on lanzones production for the region. The formulation required initiatives from various stakeholders. Programs and activities were prioritized based on the demands of clients. In the prioritization process, all possible options were exhausted, criteria were set, and participatory process was utilized. Through this process, a consolidated RIRDEAP for lanzones in Region IV-A was formulated. Interlocking the provincial program with the municipal development plan was done. This was very critical because of the location specificity of key concerns and issues on lanzones. For example, rehabilitation of unproductive trees and the availability of quality planting materials were the priorities at the regional level. Similar activities could also be the priorities at the provincial level depending on the political agenda of the incumbent official. Problem identification and prioritization

In carrying out PRA, problems were identified and prioritized. A problem tree diagram was very useful in the identification of researchable areas and possible interventions. The problem tree was a diagrammatic tool generated with the farmers and research staff in conducting PRA. Core and underlying problems and their root causes and effects were identified. This


was the first step toward identifying specific interventions or actions to mitigate problems. This step helped develop the community’s skills in assessing complex cause-and-effect relationships and provided a comprehensive overview for planning purposes (IIRR, 1998). In this paper, non–sustainability of lanzones production as a result of low yields was the core problem of lanzones growers in Batangas and Laguna. Low fruit set, decreased hectarage, ambivalent attitudes of farmers, shorter shelf life, presence of pests and diseases were the major causes. Building frameworks for problem-visioning and action is important at the village level (Jum, 2003). The farmers were able to reflect about their current situation and the kinds of problems they faced in lanzones production.

An objective tree/solution tree developed by the farmers and research team identified strategies toward overcoming the problems in lanzones production. Increased income could be achieved through increasing yield per lanzones tree. Through brainstorming, the farmers understood the best actions to take to accomplish the objectives. Participatory action planning

Research management involves channeling and directing creative energy to produce output that will create social and economic impact. Several tools were used to attain the desired output of the program for lanzones. One of these tools was PRA. It promotes shared analysis of the community’s situation, its needs, priorities, and constraints. PRA builds the community’s capability in preparing action plans relevant to its needs and existing resources (Calub, 2004). Information derived from this activity was further utilized in the participatory planning process and in the preparation of action plans specific to the community and to lanzones as the fruit commodity. Through participatory planning, positive results were obtained as indicated by the increased number of approved research proposals. An integrated planning process was essential to bring together the different efforts of various lanzones stakeholders, particularly the farmers. Proposal conceptualization and preparation

Research proposals were prepared based on the concept of community-based participatory action research (CPAR), which was initiated by DA-BAR. The need for greater community participation in the rehabilitation of lanzones was emphasized in the proposals. Detailed proposals included the rationale, objectives, methodology, strategies, workplan, logical framework, and budgetary requirements. The proposal ADP on lanzones emphasized income-generating and capability-building activities through the


application of improved POT on lanzones production. Institutionalization was also included in the activities for ADP.

Submission of proposal for approval and funding

Detailed proposals were reviewed by the STIARC Manager and the Regional Technical Director for Research to be endorsed by the Regional Executive Director. Upon completion of the signatories, proposals were submitted to DA-BAR for approval and funding. Preparation and signing of MOA/MOU

An MOA stipulating the conditions, roles, and responsibilities of participating agencies and farmers was prepared and signed. The Governor of Laguna and STIARC Manager signed the MOA in the launching event of the project. Pre-implementation meeting

A pre-implementation meeting was held to evaluate the acceptability of the proposal for implementation. Suggestions and comments were solicited from external evaluators. Criteria for acceptance of the proposals for implementation were: bio-physical feasibility, economic viability, technical feasibility, socio-cultural acceptability, and institutionalization. The most important criterion was the farmers’ acceptance. Information derived from PRA was very useful in the ex ante analysis of the project. Data from site characterization determined the bio-physical feasibility of the projects. Economic analysis of on-going farmers’ practices and the proposed interventions were compared. Implementation

Participatory community based approach was utilized in the implementation of the two projects on lanzones. Farmer-partners were involved in deciding specific activities undertaken over a period of time. Initially, there were seven farmer cooperators with the commodity mixes of lanzones + coconuts + native chicken. This CPAR activity is designed to implement an integrated production management system at the community level (Hernandez and Rosales, 2008). The POT reported by Coronel (1998) was used in comparison to the farmers practice. Included in the POT were: pruning by removal of water sprouts, infested and dead twigs, and unproductive branches in the interior of the tree; applying the amount and kind of fertilizer based on the result of soil analysis and the use of mycorrhizal fungi (Mykovam); control of pests and diseases by brushing off and scrapping


the loose dried bark and the use of Trichogramma evanescens; and irrigation by the farmers with good water sources.

A similar participatory approach was utilized in ADP on lanzones. One hundred farmers composed of 82 males and 18 females were the participants of this project. A workplan was followed according to a time schedule and budgetary requirement.

It was experienced that the participatory approach facilitated a reflective learning process that increased farmer confidence in and commitment to the lanzones project. Ultimately, the farmers’ ownership of the projects was clearly seen. Participatory action research encouraged stakeholders to reflect and seek to improve services through tightly inter-linking their reflection and action in a publicly documented way. The context for collaborative management was complex and action research provided a way to learn and improve implementation. This occurred through a conscious process of reflecting on and monitoring the effects of actions in order to plan improved actions. It was about “learning to do it, by doing it.” In situations where outcomes of activities were somewhat unpredictable, it enabled to improve action. This was specifically demonstrated when the fruiting of lanzones was affected by frequent rains in CY 2008 and CY 2009. Farmers were empowered through conducting seminars and establishing a nursery, so that they could avail themselves of a good water supply favorable for the growth of lanzones seedlings. Thus, they got additional income from sales of grafted lanzones.

A multi-disciplinary team composed of a crop protection specialist, a soil specialist, an agricultural engineer, and a farming system specialist was involved in the implementation of the projects. According to Jose and Quererijero (2003), multi-disciplines necessitate quality workers who are competent in their specialization. Competent individuals are usually self-reliant, respectful, dedicated, and good performers.

Capacity-building for lanzones farmers and technicians was enhanced through various workshops, meetings, study tours, and trainings. Issues such as updates on activities, methods, technologies, and record keeping were addressed in these activities. In addition, women engaged in lanzones production participated in the process of development. In one of the project sites, a joint effort of a husband and wife team in increasing the productivity of lanzones farms was shown. The husband did the harvesting while the wife performed post-harvest handling activities.


Monitoring and evaluation

Participatory monitoring was done by the team with the farmers through frequent farm visits and the use of mobile phones, telefax, and letters. Effective monitoring depended on the appropriate verifiable indicators in the logical framework of the project proposals, which were measured over time. Examples of objectively verifiable indicators used in monitoring various projects for lanzones were: area planted in hectares; yield; number of farmer adopters; and number of grafted seedlings produced and sold.

The comments and suggestions of the farmers were prioritized in the subsequent planning process. Hence, an interactive learning loop was created. An example of this learning loop was illustrated in the use of T. evanescens for bark borer control. In the initial phase of the project, pesticides were sprayed into the bark infested with borers. The negative feedback of pesticides due to harmful effects to human health and to the environment was considered by the researchers in finding an alternative solution. Thus, T. evanescens was initially tested in the farmers’ field. Initial results showed a 30 percent reduction in bark borer damages.

Advanced information technologies were used in the communication among project staff members, extension workers, and farmer-partners. The use of mobile phones’ text messaging and calls features were the most frequent way; followed by phone calls through landlines; and emails and letters through telefax machines. During the implementation of the project, an average of 120 text messages per month were sent by the research staff members to extension workers and farmers; whereas, 117 text messages per month were received as feedback.

Reviewing and re-analyzing the plan and results of technology interventions enhanced analyses and the decision-making process. Through dialogues, problems and possible solutions were identified and analyzed. Documentation

Documentation throughout the process of research was very important to describe what happened during the course of the studies. The researchers adhered to the philosophy of “It will be impossible to document later; if you are not conscious of the importance of observing of what is happening now.” Documentation was not only concerned with describing what happened along the way. This process filled in the gaps with data from sources such as client data sheets or records, stakeholders’ meetings, internal minutes of meetings, interviews, report proforma, or focus groups. The


documentation produced was the key in the critique of the analyses and conclusions drawn from the research output. Collecting stories from the farmers’ experiences added character, color, and heart to the project and formal documentation. It continued to legitimize ownership by the farmers, since documentation indicated that they were there, in each process or stage. As a result of documentation of activities of these projects, a manual on lanzones production was prepared, published, and distributed to clients. More farmers became interested as copies of this manual reached clients. One hundred forty farmers adopted the POT on lanzones production.

OUTCOME OF UTILIZING THE MANAGEMENT STRATEGIES The objectives of the projects were achieved Technological innovations were important components of research management for lanzones. Results indicated that productivity of old trees during favorable weather conditions and pomological characteristics of the fruits were enhanced by using improved POT as indicated by the increase in yield of trees and the increase in fruit size and weight. A twenty to thirty percent reduction in bark borer damage was observed in trees where T. evanescens was applied. The net income per tree varied from one location to another. Aside from the fruits, additional income was obtained from lanzones seedlings. An income derived from propagation of 6,000 seedlings at STIARC was PhP132,750.00, with an ROI of 99.37 percent. Maximization of a lanzones farm by propagating planting materials resulted to an additional income for the farmer. An increase in area from 3,676 hectares to 4,321 hectares was recorded by the Bureau of Agricultural Statistics.

Through participatory action research, the developmental goal of the lanzones industry was met. Raising the productivity of lanzones farms by enhancing the fruiting of old trees during favorable climatic conditions and the production of good quality, affordable planting materials were achieved. DA-BAR has initiated the community-based participatory action research as one of its banner programs (CPAR Manual, 2003), and there have been success stories of using this approach in enhancing the productivity of banner crops. The main advantage of this approach is that research is designed and implemented by a multi-disciplinary team and stakeholders’ group. Thus, complex problems were solved and objectives were met with a full range of technological, policy, and institutional options.

Social preparation and mobilization activities resulted to the organization of lanzones farmers’ associations in six locations: Paete; Pakil;


Brgy. Halang; Duhatan; Bulaklakan; and Pinagtung-ulan, Lipa City. One hundred forty two farmers adopted the POT on lanzones production. Involvement of women in lanzones production

Eighteen women were partners in these projects. Fertilization and post-harvest handling practices were usually done by women-partners. Participatory research motivated the farmers to excel in farming practices

A Magsasaka Siyentista on lanzones was selected from one hundred farmer partners.

LESSONS LEARNED

1. Involvement of the farmers in participatory planning, implementation, monitoring, and evaluation inculcates the concept of project ownership while researchers are as facilitators only.

2. Social preparation and mobilization activities enhance people empowerment to rehabilitate and revive the lanzones industry in Laguna and Batangas, resulting to a socially-sensitized community and the sustainability of the lanzones projects.

CONCLUSIONS Research management to enhance the productivity and profitability

of lanzones farms entails a holistic approach encompassing multi-disciplinary, participatory, and collaborative activities among stakeholders. The package of technologies and social mobilization activities are important ingredients to achieve the target goal in improving the lanzones industry.

It is recommended that continuous research should be done to

address the issues on climate change as this affects the productivity of lanzones. Policies on the conservation of the existing Paete variety should be formulated and good agricultural practices for lanzones should be established. Inter-agency collaborative activities should be enhanced.

ACKNOWLEDGMENT

The authors would like to thank the Bureau of Agricultural Research for funding the CPAR and ADP Projects on lanzones; STARRDEC and DOST for


funding the CAPE on lanzones; PCARRD for funding the S&T lanzones-based project; the management of the Department of Agriculture Region IV-A; the management, technical, and support staff of STIARC; Dr. Aida P. Cariño, Regional Technical Director, DA-RFU-IV-A, the Local Government Units of Laguna and Batangas; the research staff of the Office of the Provincial Agriculturist of Laguna; the extension workers of the Office of the Municipal/City Agriculturist of Alaminos, Paete, and Pakil, Laguna; Lipa City, San Jose and Padre Garcia, Batangas; Dr. Roberto Coronel of UPLB; the lanzones growers and farmer partners.

REFERENCES

Bureau of Agricultural Research. 2003 .CPAR Manual. Diliman, Quezon City.

Calub, B.M. 2004. Participatory Rural Appraisal Guidebook. University of the Philippines Los Banos Farming Systems and Soil Resources Institute-Agricultural Systems Cluster and Bureau of Agricultural Research, Department of Agiculture.83p.

FAO, 1998. Sustainable Dimensions. Managing Agricultural Research. htm. website.

Hernandez, Ma. E. and A.M. Rosales. 2008. lanzones; A sweet and sour fruit but alone is a sweet business venture. BAR Digest 10: (2): 26-27.

IRG, 2005. Agriculture and natural resources management research priorities, desktop review. EPIG II, IQC. Washington D.C.International Resources Group.

Jum, C 2003. New Thinking Local Actors in Bufferzone Management Enterprise, ACM News Vol. 4 No. 1 January 2003.

Rosales, A.M., V.D.Arellano, M.K.Tuazon, E.R.Gregorio and T.M.Lambio. 2008. Pagpapa-unlad ng industriya ng lanzones sa Timog Katagalugan. Diliman, Quezon City; STIARC and BAR, 12 p.

NON-COMPETING PAPERS

Advancing Research Management for S&T Productivity: Some Strategic Options 1

Richard M. Juanillo 2 and William C. Medrano3

INTRODUCTION

Many research studies have indicated that quantum leaps in

productivity in developed economies are directly attributable to advances in S & T and its application to the economy in the Philippines. The crafting of S & T development must factor in some strategic concerns in the economy as a whole such as: Macro-economic status of the Philippines 1. Low investment in R & D 2. Lagging infrastructure development 3. Very narrow range of export products 4. Inadequate job opportunities 5. Fast growing services sector 6. Depletion/degradation of natural resources 7. Governance issues/concerns

Likewise, these are also issues and concerns which directly affect S & T

development in the country, namely: 1. High population growth 2. Brain Drain: exodus of scientists, researchers and scientists to other

countries 3. Weak linkage between government research and development

institutions and the private sector 4. Low enthusiasm of private sector to use local technologies 5. S and T policies and industrial policies are not strongly linked 6. Heavy reliance on imported technologies; lack or poor mechanism to

develop domestic capacity to absorb or modify technology for domestic application


State University, Banga, Aklan 2 Deputy Director for IDRM, Philippine Council for Agriculture, Forestry and Natural Resources Research

and Development, Los Baños, Laguna 3 Commissioner, Commission on Higher Education, Diliman, Quezon City


7. Weak/poor science and mathematics curricula in primary and secondary education

8. Weak/poor science culture 9. Few media coverage of S & T events/information

To enable the Philippines to catch up with developed economics or attain an emerging developed economics category, we have to invest in S & T. Our investment likewise should be guided by some indicators or performance parameters that must be met such as: 1. UNESCO norm for developing countries – at least 1% of GNP for R and D

expenditures 2. Ranking in S and T competitiveness 3. Ranking in technology achievement index 4. % of private sector R and D expenditures to total R and D expenditures 5. Number of R and D personnel per million population 6. Number of patents issued to residents 7. Number of world class S and T universities 8. Value added in landing high technology exports 9. Ranking in the global technology index 10. Ranking in knowledge jobs

Some references are provided to present our competitive position vis-à-vis other countries in S & T performance (Tables 1,2,3,5 and 6) likewise, some references on the status of R&D/S&T personnel in the Philippines are also provided (Tables 4 and 7).

Compared to other countries in Asia (or Southeast Asia), the Philippines have generally logged behind in competitiveness (Total 1 and 3), gross domestic expenditures in R & D (Table 2), R & D personnel head count (Table 5) and innovation indicators (Table 6).


Table 1. The WEF’s Global Competitive Rankings of Selected Countries 2006 to 2009.

Table 2. Gross Domestic Expenditure on R&D of Selected ASEAN Countries.

GDP* GERD** GERD, as % of GDP

Singapore (2002) 158.1 3.4 2.15

Malaysia (2002) 360.7 2.5 0.69

Thailand (2002) 5,451.9 13.3 0.24

Indonesia (2001) 1,467,655.0 783.0 0.05

Vietnam (2002) 536,099.0 1,032.6 0.19

Philippines (2003) 4,316.4 5.9 0.14

Source : DOST (2007). 2003 Philippine data used for comparative purposes * GDP and GERD expressed in the countries' respective currencies; figures reported in billions ** GERD - gross domestic expenditure on R&D

2 0 0 6 -2 0 0 7 2 0 0 7 -2 0 0 8 2 0 0 8 -2 0 0 9( o u t o f 1 2 2 ) (o u t o f 1 3 1 ) ( o u t o f 1 3 4 )

S in g a p o r e 8 7 5

J a p a n 5 8 9

K o re a , R e p o f 2 3 1 1 1 3

T a iw a n , C h in a 1 3 1 4 1 7

M a la y s ia 1 9 2 1 2 1

C h in a 3 4 3 4 3 0

T h a ila n d 2 8 2 8 3 4

In d ia 4 2 4 8 5 0

In d o n e s ia 5 4 5 4 5 5

V ie tn a m 6 4 6 8 7 0

P h ilip p in e s 7 5 7 1 7 1

S o u r c e : W o r ld E c o n o m ic F o ru m (2 0 0 8 )


Table 3. Ranking from the WEF’s 2008-2009 Global Competitive Index based on selected institutional indicators.

Table 4. Philippine R&D Personnel Headcount and Density.

Intellectual Wastefulness ofINSTITUTIONS Property rights property Diversion of Publiuc trust of government

protection public funds politicians spending

Singapore 1 4 2 5 1 1Japan 26 15 14 36 45 108Korea, Rep of 28 39 26 27 25 33Taiwan, China 40 34 28 38 54 30Malaysia 30 38 33 39 20 10Thailand 57 61 55 56 64 34China 56 54 53 66 36 36India 53 52 57 55 84 62Indonesia 68 117 102 68 59 23Vietnam 71 75 94 84 48 83Philippines 105 92 89 117 123 120

Source : World Economic Forum (2008). Ranking out of 134 countries

Indicator 2002 2003 2005

Population Size (in Millions) 80.16 82.05 85.26

Total No. of R&D Personnel (Headcount) 9,325 13,488 14,087

of which : No. of Scientists and Engineers (Headcount) 7,203 8,866 10,690

No. of R&D Personnel per million population 116 164 165

No. of Scientists and Engineers per million population 90 108 125

Source : DOST (2007)


Table 5. R&D Personnel Headcount and Density of Selected ASEAN Countries.

Table 6. Rankings from the WEF’s 2008-2009 Global Competitive Index, based

on selected innovation indicators.

T o ta l T o ta l re s e a rc h e rs p e r P o p u la t io n re s e a rc h e rs * m il l io n p o p u la t io n

( In m il l io n s ) ( h e a d c o u n t)

S in g a p o re 4 .2 1 9 ,3 7 7 4 ,6 1 3

M a la y s ia 2 4 .5 1 7 ,7 9 0 7 2 6

T h a i la n d 6 2 .8 3 0 ,9 4 1 4 9 3

In d o n e s ia 2 0 8 .7 9 2 ,8 1 7 4 4 5

V ie tn a m 7 9 .7 4 1 ,1 1 7 5 1 6

P h ilip p in e s 8 2 .1 8 ,8 6 6 1 0 8

S o u rc e : D O S T ( 2 0 0 7 ) * S c ie n t is t a n d E n g in e e rs e n g a g e d in R & D o n ly

Quality of INNOVATION Capacity for Quality of University Gov't

innovation scientific industry- procurement Availabilityresearch research of advanced of scientists

institutions collaboration technologies and engineers

Singapore 11 19 13 5 1 22Japan 4 2 15 21 42 2Korea, Rep. of 9 9 14 12 2 19Taiwan, China 7 16 21 10 12 8Malaysia 22 21 10 20 6 24Thailand 54 64 57 38 48 56China 28 25 37 23 20 52India 32 35 27 45 88 3Indonesia 47 53 39 54 87 31Vietnam 57 41 85 70 21 51Philippines 76 63 86 63 110 92

Source : World Economic Forum (2008) Ranking of 134 countries


Table 7. R&D Personnel by Region, 2003.

PHILARM AND S &T PRODUCTIVITY: DO WE HAVE A LINK

A cursory review of PHILARM’s vision, mission, strategic goals and

current focus indicates the role of PHILARM in S &T productivity enhancement.

PHILARM Vision A leading professional organization for research management in the

Asia-Pacific Region

R e g io n N u m b e r o f % to to ta l

re s e a rc h e rs

P h ilip p in e s 8 ,8 6 6 1 0 0 .0

N C R 3 ,7 7 1 4 2 .5

C A R 2 0 9 2 .4

I 3 4 6 3 .9

I I 1 7 6 2 .0

I I I 6 4 9 7 .3

IV 1 ,1 0 1 1 2 .4

V 5 3 0 6 .0

V I 2 6 6 3 .0

V II 6 2 1 7 .0

V III 3 5 7 4 .0

IX 1 1 5 1 .3

X 1 8 5 2 .1

X I 2 5 4 2 .9

X II 1 7 3 2 .0

C a ra g a 8 7 1 .0

A R M M 2 8 0 .3

S ou rce : D O S T (2 0 07 )

* S c ien t is ts a n d e ng in e e rs in R & D o n ly


Mission of PHILARM

PHILARM advances and advocates research management as a profession, career and a mechanism for scientific and technological innovation, productivity and sustainable development Strategic Goals of PHILARM These are DESIRED Conditions which the PHILARM and its clients (research managers, etc) aspire or hope to see become real over a specified time frame. Institutionalization of research management as a profession, a career and

a tool for management and development Development of RM organization in the Philippines and Asia-Pacific

Regional catalyzed Current PHILARM Strategies for Advancing Research Management for S&T Productivity Encourage and promote interaction among research managers in the

country through seminars, workshops, conferences, and other activities Promote the exchange and dissemination of experience, knowledge,

lessons and principles in research management Promote mutual cooperation among research systems, leaders and

institutions in the country through publications, meetings, conferences, training programs, and other related activities

Current Focus of R & D Management

Management Technologies deal with the planning, organization,

mobilization, coordination and control of social activities.

Against the backdrop of poor economic performance of the country and our lagging believed in S &T development compared to some Asian and Southeast Asia, strategic positioning of PHILARM in the context of the above and considering the limits of our organizational capability definitely deserves attention from the general membership.

The basic of strategic positioning is strategic alignment with the sectors PHILARM wish to relate or serve, if PHILARM wise to make a difference.


S and T is one of those sectors with strong links in macro sectors like agriculture, forestry, natural resources, industry and energy and health.

Positioning PHILARM with S and T, however would require a balanced approach. It has to tool not only at the needs of the sector but also in its integral capability to address more needs and needs of the general membership. Thus the options presented focus as goal clarification, what PHILARM can share and what capabilities of PHILARM need to be developed.

1. Re-formulate/Formulate our strategic goals:

Understand the basic foundations of strategic planning process (Figure

1.) Appreciate national innovation system (Figure 2 and 3) Revisit vision/mission statement Revisit strategic goals earlier set Revisit current strategies for advancing RM Clarify further our stakeholders (Figure 4)

Figure 1. Basic Foundations for the Strategic Planning Process.

Organization’s Mission

Organization’s Strengths and Weaknesses

Values of Top Managers

Opportunities and threats in the Organization’s Environment

STRATEGIC GOALS

Source : UNCTAD (2007); Arnold and Bell (2001)


Framework Conditions Financial environment Trust Taxation and incentives Mobility Propensity for innovation Education, literary entrepreneurship

DEMAND Consumers (final demand)

Producers (intermediate demand)

INFRASTRUCTURE

Banking venture capital, capital markets IPR and information systems

Innovation and business support system Standards and norms

BUSINESS SYSTEM

• Companies • Farms • Health care,

etc

EDUCATION & RESEARCH SYSTEM

• Professional education and training

• Higher education and research

• Public sector research

INTERMEDIATE ORGANIZATIONS

• Research institutes

• Brokers, etc

Figure 2. A National Innovation System.


Research Outputs By Region By Type

o Externally funded o Research outputs published o Research outputs dissemination o Research with track record o Inventions patented o Copyrights registered

SUC Performance Measures

By nature of publication

o In instructional journals o In refereed journals (international/local) o In other journals (international/local)

By nature of presentation o International fora o Regional fora o National fora

Stakeholder is one who has a particular INTEREST in policy issue; is either

a BENEFICIARY (Research Managers) or an ADVOCATE (PHILARM) Two (2) Key Elements

Interests (values/motives) Resources (quantity and type) to affect the outcome of policy or

program 2. Product Branding : Best Practice in RM (BPRM) or PHILARM’s BEST

Best Practice is a technique that through experience and research has proven to reliably lead to a desired result

Goal: Resuscitate PHILARM Journal as a refereed journal

3. Diversify the Focus of RM Papers

Projects’ Process Management or Modality or Scheme to deliver outputs/services (current)


o new topics (climate change, energy security, waste management, clean production technology)

Promotion of professionalism in managing research or fostering high standard in RM and administration

Behavioral research o effective leadership/managerial styles o handling customer complaints/ensuring customer satisfaction o conflict management

Competitiveness Research o benchmarking

Knowledge Management

4. Conduct of Seminars/Trainings on Critical Skills

Strategic Assessment/Planning Policy Advocacy Packaging of winning proposals/investment portfolios Project negotiation/Leveraging

5. Conducts of Awareness Seminar

Intellectual Property Management Quality Management System : ISO, 5s, Quality Circles Anti-Red Tape Act (ARTA) RA 9184 (Procurement Act) Code of Ethical Standards Integrity Development Action Program (IDAP)/Moral Renewal Program

(MRP)

CONCLUSIONS

As part of the Philippine Society, PHILARM has a share of burden in the development of our country. With its general membership as its main resource, knowledge and skills possess by the farmer can be harnessed to the fullest. To that, we have to have clear goals. As the saying goes “All Good Performance Starts with Clear Goals”

As former officers and active member of PHILARM, we strongly believe

that “TEAM PHILARM CAN MAKE A DIFFERENCE.”

The Dawning and Institutionalization of Research Management in the Philippines: Historical and Pedagogical Perspectives 1

Jaine C. Reyes 2

ABSTRACT

As a sequel to the earlier discourse on the history of

research management in the Philippines emerging from the earnest necessity to organize for optimization of resources invested in agriculture-related researches, this paper focuses on the transformation of research management branching its application from agriculture-related R&D to: a) rooted upstream transdisciplinary endeavor; b) market/demand-pulled, industry-oriented technologies; and c) nexus of knowledge exchange and networking. Stemming from the dynamic praxis, the epistemology of research management also evolves in tandem considering that theoretical construct emanates from the reification of reality.

The R&D “scope” (subject, object, methodology and

application) may have advanced and become more sophisticated with information and communication technology but the administrative “scape”, after five decades, remained to be challenges in S&T productivity. Pejorative dichotomy between exigent S&T/R&D and circuitous administrative bureaucratic procedures still exists. The implementation of the law which is supposed to reform government procurement, calls for the active vigilance and participation from the S&T sector/ national R&D system in the policy formulation process. Reminiscent of a more efficient administrative process is the resurrection of the multi-sectoral consultative process in the drafting and revision of the “Accounting and Auditing Manual for Research Operations”.


State University, Banga, Aklan 2 University Extension Specialist IV, CPAf, University of the Philippines Los Baños, College, Laguna


For greater contribution of R&D to sustainable development, reform sprouting from the individual researcher and research manager to the organization up to the S&T policy infrastructure has to be open, responsive and dynamic. Opportunities for re-learning are existent through distance modes which are provided by higher education institutions like UP Open University as well the training courses which can be offered by professional organizations like the Philippine Association of Research Managers.

INTRODUCTION

In narrating the history of research management (RM) in the Philippines, the Philippine Association of Research Managers, Inc. (PHILARM) will always be a part of it, as a channel, an instrument, and an advocate in professionalizing research managers in our country. Behind the creation of PHILARM were the alumni of the training courses conducted by the then Research Management Center (RMC) of the College of Economics and Management at University of the Philippines Los Baños. When PHILARM was formed, research management as a field of study was at its “dawning” or emergence stage. After two decades of PHILARM’s existence and five decades since the Research Management (Asia) Project spearheaded by the Southeast Asian Regional Center for Graduate Study and Research in Agriculture and funded by the International Development Research Centre of Canada , RM has achieved its “institutionalization” stage, first with the graduate course on research management at UP Los Baños in late 70s, and a post graduate degree program on R&D management being offered by the UP Open University since 1996.

In this light, this paper aims to discuss the historical and pedagogical

perspectives in the emergence and institutionalization of RM in the Philippines. It recounts the history of RM which stemmed from the history of science and technology (S&T) and the need for systematized management of research, as well as the status of RM based on the context of the paper presentations in PHILARM conventions, publications on RM, personal interviews, and participant-observation.


THE STORY RETOLD Whether providential or circumstantial, this paper serves as a sequel to

the earlier discourse on the “A Glimpse of the History of R&D Management in the Philippines” presented during the 8th PHILARM National Convention in 1998, also in this venue, the former Aklan State College of Agriculture, now Aklan State University.

The earlier discourse helped in internalizing RM by understanding the

research and development (R&D) as a component of S&T from pre-Spanish to the Ramos Administration in terms of institutional framework, human resources, and organization and management of research capabilities in the national S&T system. The Philippines when juxtaposed with developed western countries, like in many other comparisons, had a late start in RM but it was the pioneer in Asia. With the presence of international research organizations focused on agriculture in the Philippines, and considering that more than 50 per cent of research funds went to agriculture-related R&D, at that time and even at present, the application of RM was, of course, in agriculture-related R&D.

The glimpse from the past included the transition from the individual to

organized research, where from solitary pursuits of scientist and engineers would not be able to respond to the complicated multi-disciplinary aspects of a research problem and the need for team effort and mobilization of resources within an organizational set up.

The country had no Filipino research manager before the

reconstruction period since most Filipinos in the research organizations or colleges worked as technicians, classifiers, data gathers. Education in local and international higher education institutions brought forth technically qualified scientists and engineers. Between the 70s and early 90s, the typical research manager was a technical competent scientist or engineer who were “promoted” as chair person of an academic department, director of a center or bureau, or an administrator of a ministry/line agency (some after they got their post graduate degree, others after receiving their outstanding performance award for technical work). They were technically trained but not prepared in administrative nor managerial work. They learned management through the school of hard knocks, by emulation of their supervisors who also rose from ranks from technical to managerial position, and by observing how other managers like them did their job.

While technical expertise is desirable for a research manager, s/he

needed managerial competence and personal interpersonal relationship. With a strike of luck, the organization could gain good managers from


excellent researchers (in the likes of Dr. Dioscoro L. Umali, Dr. Emil Q. Javier, Dr. Amado C. Campos, Dr. Fernando A. Bernardo, Dr. Arturo A. Gomez, Dr. Feliciano B. Calora, among others) who had no management training except from the school of hard knocks. What if it would be the reverse? The R&D organization would not only lose a good researcher but unfortunately gained an incompetent manager.

As previously mentioned, the Philippines pioneered RM in Asia through

the six-year, two-phased Research Management (Asia) Project conceptualized in 1972 and launched in 1974. The RM Asia Project aimed to improve research management capability to support agricultural (referring to agriculture, fisheries and forestry) development in the region. The Project specifically intended to: 1) gain insights into administrative and operational problems and to develop approaches in solving them; 2) evolve arrangements for effective upgrading of existing managers particularly in regard to detailing research programmes to the development needs; 3) develop approaches for the training of a pool of competent manpower from which to draw qualified personnel for setting up research facilities, executing research projects and training local researchers; and 4) provide a communication system that ensure continuing interaction among researchers and research administrators in the region (SEARCA, undated primer ).

Noticeably, up to this date, the above project objectives are subject

of study in the field of research management. The only missing factor in the set of objectives was the inclusion of the reason for the conduct of research in relation to management, which is related to the theme of this year’s PHILARM convention. To complete the set of objectives, the following can be added: “to address the need to generation and disseminate knowledge (and technology) that will improve the productivity (both for organizational productivity and agricultural productivity) and contribute to sustainable development”.

Out of the eight Asian countries in the RM Asia Project, only the

Philippines which was the host country of SEARCA, adopted the recommendations. The creation of the Research Management Center in the College of Economics and Management of the University of the Philippines Los Baños in 1980 became the pivot for professionalizing the research managers through degree and non-degree courses as well as the full support to the creation and operation of PHILARM. The Center conducted researches on research management, developed teaching-learning methodologies and approaches, and designed coursewares which would be appropriate for adult learners and knowledge professionals. The RMC’s initial operation was funded by Philippine Council for Agriculture, Forestry and Natural Resources


Research and Development (PCARRD) with technical assistance from SEARCA.

Narrating the creation of RMC, Dr. Rogelio V. Cuyno, the Center’s

founding director, lauded the vision of two prestigious persons, Dr. Emil Q. Javier and Dr, Jose D. Drilon who conceptualized a center solely dedicated to human resource development, research and knowledge generation, and dissemination of RM. At that time, Dr. Javier was the UPLB Chancellor (he also served as, among others, director-general of National Science and Development Board which is now Department of Science and Technology, director of Asian Vegetable R&D Center based in Taiwan, president of the UP System, and now president of the National Academy of Science and Technology), and the late Dr. Drilon was the SEARCA director.

“The careers of these two men converged on management of

research systems but started from the opposite ends. Dr. Javier came from research and ended up in management of a research system. Dr. Drilon, on the other hand, was a well-known management consultant before becoming the director-general of PCARR. They brain-stormed on a Center that could institutionalize career development in research management so that scientists do not become research managers by accident or by chance. They envisioned a deliberate system of preparing future research managers and improving performance of incumbent research leaders through continuing education activities…..” (Cuyno, 1991a),

Evolving Institutional Arrangement

In the early 70s, optimization of resources for efficiency was the battle

cry in the institutional arrangements. Organizations with common research focus begun to pool themselves together. In the international front, the Consultative Group for International Agricultural Research System (CGIARS) in May 1971 (where the International Rice Research Institute or IRRI which presence in the country begun in the 60s, is one of the 17 international agricultural research centers under CGIARS). The organizational design was more of commodity-based spread out in geographical regions (i.e., rice in the Philippines, potato in Peru, corn in Mexico). Similarly, SEARCA has been organized in similar modality (e.g., agriculture in the Philippines, biodiversity in Indonesia, and literacy and adult education in Singapore.

In the local scene, the common institutional arrangement was more of

central-regional office structuring as operationalized in many line agencies such as the Bureau of Plant Industry, later the one-stop-shop of the Ministry of Agriculture and Natural Resources.


A revolutionary approach in achieving resource efficiency in managing research through organizational design evolved through the consortium system. The Philippine Council for Agricultural Research (PCAR, now the PCARRD), which was established in 1972, initiated the consortium concept in coordinating agricultural researches for resource use efficiency by minimizing duplication of researches, sharing of resources, and focusing on key R&D areas, among other reasons. The PCARRD is the sectoral council of the Department of Science and Technology (DOST) which is tasked to: a) formulate plans, strategies, policies, and programs for S&T development; b) program and allocate government and external funds for R&D; c) monitor and evaluate R&D programs and projects; and d) generates external funds for R&D.

The consortium as a modality in institutional arrangement has been

replicated by other councils of the Department of Science and Technology as well as by the Commission on Higher Education (created in 1994) in its establishment of the Zonal Research Centers. In the conduct of agriculture-related researches, besides the DOST-PCARRD, the Bureau of Agricultural Research of the Department of Agriculture (DA-BAR) in 1987 also forges partnership with the higher education institutions (HEIs), particularly the state universities and colleges (SUCs).

After the People Power (EDSA I) in 1986, the change in the national

leadership and the shift from the parliamentary to the presidential type of government led to major government reorganization including DOST and DA. In 1987, the birth of BAR was at a time when DA needed to regain its role as the lead agency in food production which can be enforced with a strong and well-coordinated research system (DAR, 1991). The Bureau coordinates and funds agricultural and fishery research and development activities, develops partnerships and linkages with local and international research organizations, sources funds from local and foreign donor institutions, strengthens institutional capabilities of the agriculture and fisheries sectors, manages knowledge, and advocates policies toward improved governance and progressive agricultural and fishery sector value chain.

In 1979, the International Service for National Agricultural Research

(ISNAR) was established by the CGIARS and started its operation on September 1980 in The Hague, the Netherlands, just a month before RMC was created at UPLB. The ISNAR’s mandate was to assist developing countries in improving the performance of their national agricultural systems (NARS) and organizations by promoting appropriate agricultural research policies, sustainable research institutions and improved research management. ISNAR’s services to national research were ultimately intended to benefit


producers and consumers in developing countries and to safeguard the natural environment for future generations.

One of the assistance ISNAR provided in the Philippines was the 1988

Workshop on Research Management in Agriculture and Natural Resources held in the Development Academy of the Philippines, Tagaytay City. The workshop was participated in by the DA regional directors and assistant directors for research, the DENR regional directors and regional technical directors, presidents of the state colleges and universities (SUCs) to discuss issues on organizational design, priority setting and resource allocation, monitoring and evaluation, human resource management, and the leader factor in organizational excellence. The workshop also tackled the R&D planning for agriculture and natural resources as well as building and managing the NARS.

Painting the Philippine national agricultural system as a catalyst for

economic growth and sustainable development when he was the PCARRD executive director (1994-1997), Dr. William D. Dar envisioned research and technology management as imperatives to the Agriculture and Fisheries Modernization Act (AFMA) when he was the Acting Secretary of the Department of Agriculture in 1998. In his paper for the 8th PHILARM convention, Dr. Dar explained the partnership of DA with DILG, CHED and LGUs in planning, implementing, monitoring and evaluating agriculture and modernization programs. The HEIs or the SUCs and private agricultural colleges were considered as the research and technology arms of their respective LGUs as their provinces or regions pursue agricultural and fishery modernization.

As a side note, Dr. Dar was the first director of DA-BAR and he is the director-general of the International Crops Research Institute for the Semi-Arid Tropics (ICRISAT) based in India, since January 2000. The ICRISAT belongs to the Alliance of Centers of CGIARS like IRRI.

The Other Side of the Story

How do we define research management? How do we learn or teach

RM? Is there one best way to manage a research organization, program or project? How do we factor in the laws and policies governing research formulation and implementation? These are some of the major concerns which cut across the decades of research management.


RM’s 1st Decade: The Start-Up Phase Noticeable in the 70’s was the creation of institutional arrangements to

create an arm for RM to be in place at the local scene following the patterns in organizational design at the global level.

Efforts were on putting awareness among incumbent research

managers on the functions of management and the existing rules and regulations within their own agencies. One of the outputs of the RM Asia Project was the multi-volume case studies on the experiences in RM from the eight countries. The case books and training materials developed by the RM Asia Project were the foundations for the learning resources developed in the latter decades.

When RMC was established, there was still no definition of what

research management in the agriculture and natural resources application, only on the perspective of industry based on Western experience. As the start up phase, this decade was instrumental in building the present cadre of research managers we have in the millennium. RM’s 2nd Decade: The Dawning Stage

During the dawning decade of RM (1980s), the discourse was on the

dichotomy between science and management, the transition of a scientist/researcher to a manager, and the differentiation between management vis a vis administration of research. The R-D continuum was defined from R&D conceptualization in knowledge generation and product development (including research formulation, prioritization and proposal preparation), systematizing R&D monitoring and evaluation, to utilization including research results dissemination, science communication/ popularization with impact assessment.

The ABM 240 Research Management was offered as a service course

to technical students at UPLB through the Department of Management under the College of Development Economics and Management or CDEM (which later on renamed as College of Economics and Management). With the re-organization of the college, the course was renamed from ABM 240 to MGT 265, and later on as DM 210 with the creation of the Department of Development Management.

The teaching-learning dialectic in the course was more experimental

than traditional, with the intention of laymanizing management jargons to highly technical graduate students who had difficulty in grasping social


science concepts. Supplementing the journal articles were case studies at that time being progressively developed by the RMC core and affiliate staff.

Besides the service graduate course on RM offered every semester at

UPLB, through the leadership of Dr. Cuyno, and the financial support from IDRC, the RMC experimented on different approaches to teach RM in non-degree training programs. Two multi-media productions (one in sound-slide set and the other in video tape recording) with corresponding supplementary reading materials were piloted in 1985-1986.

The productions were on budgeting in research considered as a

manager’s birthright, and the interdependence between the technical and administrative personnel in the research system. When PCARRD launched the manual on accounting and auditing procedures in research operations, RMC assisted in disseminating and deriving feedbacks on the manual through seminar-workshops with the two productions serving as the case studies in 3D. At that time, case studies were mainly in print form. The DOST, mainly PCARRD was the local sponsor of training programs for research, technical and administrative support personnel in the R&D councils and institutes; and faculty and researchers of agricultural SUCs. Towards the end of the 80’s, the DA BAR started sending the DA’s regional agricultural research centers directors and technical staff to RM training programs conducted by RMC.

The IDRC was impressed with the applied research/extension project

on the above two learning packages of RMC that a year after, a supplementary budget was released for RMC to design a course ware entitled “Managing Success in Scientific Research” (MSSR) with expected outputs consisting of five RM learning packages on bureaucracy, conflict management, management of change, motivating knowledge workers, managing disciplines piloted in a sponsored training program. The piloting of the training program conducted in 1987 was process documented by an IDRC-commissioned organization, Kabalikat, Inc. This first MSSR was attended not by incumbent but by researchers who were handpicked by their heads of agencies as potential research managers from private, government and international agencies (UPLB, PhilRICE, IRRI, Cyanamid, California Manufacturing, DOST RDIs such as FNRI, PhilVocs, PNRI, MIRDC, and DA bureaus like BSWM, BPI, BAI, among others). Many of the participants became the founding members of PHILARM including Dr. Bonifacio Lapade, the first PHILARM president, Dr. Leocadio Sebastian, Dr. Randy A. Hautea).

The MSSR training package was offered several times to single R&D

agency request or for sponsorship by funding agency, and as a summer program for doctoral fellows of IRRI, and walk-in participants. Most of the research managers trained in the 1980s using various RM capability


development programs are now the incumbent heads of units in the local, national and international R&D organizations.

RM’s 3rd Decade: The Blooming Age

In the 90s, in its blooming stage, RM ontological concerns included

establishing the S&T culture among Filipino scientists and engineers, behavior of research organizations, research results/ technology dissemination and utilization, and managing interdisciplinary research team, others. The RMC came up with a DOST-funded book in 1994 entitled “Behavior of Research Organizations: Philippine Cases in Agriculture and Natural Resources edited by Dr. Melinda F. Lumanta and Dr. Cuyno. Dr. Lumanta, succeeded Dr. Cuyno as the RMC Director in 1991. The book discussed the frameworks for the study of research organizations, the critical organizational design issues in agricultural research, and insights on research management. It also featured case histories of selected Philippine National Research Institutes including PCARRD, Philippine Rice Research Institute, Philippine Root Crop Research and Training Center, Philippine Tobacco Research and Training Center, Ecosystem Research and Development Bureau, Cotton Research and Development Institute. Institute of Plant Breeding, and National Institutes of Biotechnology and Applied Microbiology.

During this period, Dr. Cuyno spearheaded another IDRC-funded RM

project in collaboration with SEARCA which developed 29 RM learning packages (which produced source monographs, teaching transparencies, videotape recordings, management cases, simulation games, interactive exercises) , and conducted series of courses on research management enhancement participated in by international participants in the Philippines and in other countries. The modules dealt with research program formulation, creativity in research, conflict management, motivation, coordination, managing interdisciplinary team, bureaucracy, extension-communication campaign, research utilization, technology assessment, goal oriented project planning, financial management, organization development, organizational behavior, managing change, and the change agent, among others.

Naming a few of the present leadership in the NARS and SUCs, and

even in international research organizations, a number of them were participants of RMC-conducted training courses, including Dir. Nicomedes Eleazar of DA-BAR, and Dr. William Medrano of CHED, and Dr. Randy A. Hautea of the ISAAA (also under CGIARS).

In research project implementation management, strategies in

research results dissemination and utilization were also emphasized with the systems approach as a framework. With the participation of a RMC staff, Mr.


Gener L. Talatala, in an international training on Goal Oriented Project Planning in Germany, academic and training courses on project management at RMC incorporated logical framework analysis as a tool in planning to monitoring and evaluation of proposals and projects.

This decade also explored new modes to learning RM through open

and distance learning. A postgraduate degree course on R&DM was conceptualized in

ladderized (diploma and MPS) in two modes of delivery (residential and distance) in 1994 with the CEM-UPLB, and School of Distance Education based at UPLB (the predecessor of UP Open University) in 1996. The program was intended as a preparatory course and as a secondary degree course for potential and research managers. Unfortunately, the Diploma in R&D Management (DR&DM) program at UPLB had no taker but at UPOU in 1996 when it was first offered, the program was one among those who had high enrollment. The DR&DM was one of the pioneering courses offered by UPOU which based on statistics had steady trend of enrollment of students who pay their own matriculation without scholarships.

RM’s 4th Decade: The Institutionalization Challenge

At the turn of the millennium, the RM trend was toward research governance, impact assessment of research projects, transdisciplinary research, research prioritization and decision support system using ICT, and the incorporation of quality (ISO 900) in training service delivery as well as in HEIs and R&D organizations like PCARRD and DA BAR.

Research on research management (R on RM) was on the assessment of R&D requirements, capability and performance of R&D organizations to rationalize their existence as well as their existing programs. Benchmarking of R&D productivity was encouraged to take stock of present performance to strategically plan the future actions as well as aid in the research governance, particularly, in policy-making. Transdisciplinary research-training project through multi-country collaboration was embarked on a more advanced S&T, particularly on biotechnology with the application of economics and statistical tools. R on R, elevates prioritization process with the combination of face-to-face focus group discussion and Delphi method with computer-based decision-making aid using the analytic hierarchy process (AHP).

Quoting the R on RM study of Saludadez, et al. (2003) which looked

into the practical implications of theoretical insights of the research themes of RMC researches in the past 20 years : “.... With the privileging of the science


voice, this study is claiming a space for a lost voice in research management discourse within the RMC milieu: the creative and artful nature of research management. Such space would accommodate: mixed rationalities in future researches on research management [or migrating between discourses]; the social constructionist perspective in revising the diploma program in research and development management; plurivocality in the theoretical discussion of management; and the participatory approach in research and development governance.....”

In the capability building activities, through the initiatives of RMC in

curriculum development, the postgraduate program, Diploma in R&D Management was offered by two UP constituent units in 1996 with the residential mode under the College of Economics and Management at UP Los Baños, and the distance mode by the UP Open University. The residential mode was phased out due to enrollment concerns while the distance mode has a range of 60 to 90 local and off-shore applicants per school year with more than 250 graduates. Some have attended or completed a post graduate degree (DVM, MS, PhD or MD) prior their application to UPOU.

The UPOU has been maximizing the ICT in RM education wherein application for admission and course delivery are fully online.

Most of the DR&DM students are single, between the 25-30 years old, working in the private manufacturing and industrial sectors (e.g., food, semi-conductor, telecommunication, pharmaceutical), and graduates of biological, physical and engineering sciences. Some students even came from the medical, military service, and development (i.e., NGO) organizations. Few of them are working in the academe or in the agriculture-related sectors. There are also a number of students who have their own companies, consultancy office, or clinic/hospital. Since 1996, DR&DM students have no scholarships, that is, they invest on their professional development using their own funds.

The profile of DR&DM students/graduates is very much different from the previous decades where participants of RMC-conducted training courses were mostly from the government research –oriented organizations (e.g., SUCs, DA, DOST) involved mostly in the AFNR sector, and their attendance to the training course were fully-sponsored.

If to compare the profile of the PHILARM members, they are similar to

the participants trained by RMC. This is no surprise considering that charter members of PHILARM were alumni of RMC training courses. The profile of DR&DM students is indicative of the market and trend in RM professional development. The PHILARM needs to broaden its membership to beyond


the AFNR sector and attract more members from the private and industry sector.

As to research governance, the DA BAR and DOST PCARRD have embarked on an internal audit of their quality management system to annually conform to the ISO standards. Emphasis for the next decade is on the client satisfaction feedback (CSF) mechanism to generate information from the clients of the services they rendered.

Both in the local and international setting, a restructuring occurred between 2002 and 2003 occurred. During the administration of Chancellor Wilfredo P. David, the Research Management Center of UPLB was abolished on August 29, 2002 by the UP Board of Regents (but the staffs were informed of the Center’s abolition on September 19, 2002). All personnel (except for one staff deployed at CEM) and resources were transferred to the various units of the Office of the Vice Chancellor for Research and Extension (OVCRE). With the demise of RMC, the research, training courses on RM as well as the service graduate course (DM 210) also suffered from seizure. With the change of UPLB administration in 2005, through the OVCRE, RM training courses has resumed and DM 210 has been offered again.

The Board of Trustees of ISNAR, which had similar mandate as that of

RMC, adopted a resolution on November 26, 2003 (following the request by the Consultative Group on International Agricultural Research (CGIAR) at its annual general meeting in Nairobi in October 2003) to close operations in the Hague on March 31, 2004.

The Knowledge, Capacity, and Innovation Division or KCID

(formerly ISNAR) was established under governance of the International Food Policy Research Institute (IFPRI). The KCID works to improve the functioning of food and agriculture systems by facilitating knowledge management in the creation, accumulation, sharing, and utilization of knowledge, and in developing the capacity for innovation by all actors with interest on the food and agriculture value chain.

The RM’s fourth decade exhibited sophistication in the research and

capability building aspects as well as major change in the focus and organization restructuring (e.g., streamlining and downsizing) with the incorporation of knowledge management and ICT.


THE NEXT EPISODE: RM QUO VADIS --WHERE IS RM GOING? During the PHILARM convention in 1998, Dr. Eufemio T. Rasco

presented a paper which characterized the future research managers. From the above discussion on the RM trends in 2000 and thereafter, Dr. Rasco forecasted well. The tools that research managers need to cope with the coming decades, as enumerated in Dr. Rasco’s paper, still applies; these are:

1) information technology; 2) flexible financial management systems; 3) flexible human resources management systems; and 4) a virtual research organizations. In the coming decade, the second and third tools should be emphasized.

The R&D “scope” (subject, object, methodology and application) may

have advanced and become more sophisticated with ICT but the administrative “scape”, after four decades, remained to be challenges in S&T productivity. Pejorative dichotomy between exigent S&T/R&D exigency and circuitous administrative bureaucratic procedures still exists. The implementation of Republic Act 9184, known as “The Government Procurement Reform Act” lead to the speculation of either the non-participation or the complacency of the S&T sector/ national R&D system in the policy formulation process. Implication on the resurrection of the reminiscent consultative process in the drafting and revision of the “Accounting and Auditing Manual for Research Operations” initiated by the Department of Science and Technology-Philippine Council for Agriculture, Forestry and Natural Resources Research and Development (DOST-PCARRD) with the involvement of the Commission on Audit (COA), Department of Budget and Management (DBM), and all government agencies involved in R&D including the Department of Agriculture (DA) and the state colleges and universities (SCUs).

As a recapitulation, this paper discussed three-pronged perspectives:

professional, practical and pedagogical. PHILARM is a professional organization created with the realization of the need to improve their performance as research managers, scientists and researchers who became managers, unify to professionalize their work. Not all research managers have appropriate management knowledge before they assumed the position, hence, the incumbent and aspiring research managers should be able to gain practical learning from the good management practices in the “school of hard knocks”, through conferences, training courses and other modes of learning.

For the continuity in knowledge generation, the pedagogical

perspective points to RM as a field of study, not only a course incorporated as


an academic degree program but in itself a degree program. Stemming from the dynamic praxis, the epistemology of research management also evolves in tandem considering that theoretical construct emanates from the reification of reality.

In sum, emerging from the earnest necessity to organize for

optimization of resources invested in agriculture-related researches, the transformation of research management in the last four decades, branches its application from agriculture-related R&D to: a) rooted upstream transdisciplinary endeavor; b) market/demand-pulled, industry-oriented technologies; and c) nexus of knowledge exchange and networking.

REFERENCES

Braunschweig, T. and J.C. Reyes. Applying the AHP to Research Priority Setting in Agricultural Biotechnology: The Philippine Case. In K. Dellmann (ed.) Proceedings of the Sixth International Symposium on the Analytic Hierarchy Process (ISAHP), August 2-4, 2001, Berne, Switzerland. (In CD-ROM of ISAHP released in November 2001 and also CD-ROM of ETH and ISNAR Enhancing the Analytical Hierarchy Process as a Decision Support Tool for Biotechnology Programs released in July 2002).

Cuyno, RV. 1991a. What Brought Us Here (The First Decade of RMC). Research Management Components. 5: 1& 2: 43-47. Laguna: Research Management Center, College of Economics and Management-University of the Philippines Los Baños.

_________. 1991b. Trends and Prospects of Research Management. First National Convention of the Philippine Association of Research, May 17-19, 1990, Benquet State University, La Trinidad, Benquet. Published in Research Management Components. 5: 3-4 (Special Issue) : 3-6. Laguna: Research Management Center, College of Economics and Management-University of the Philippines Los Baños; Philippine Association of Research Managers, Inc., and Bureau of Agricultural Research-Department of Agriculture.

Dar, W D. 1999. Research and Technology Management Imperatives of the Agriculture and Fisheries Modernization Act. Ninth Annual National Convention of the Philippine Association of Research Managers. October 21-24, 1998, Aklan State College of Agriculture, Banga, Aklan. Published in Research Management Components. 14 (Special Issue): 5-11. Research Management Center, College of Economics and Management-University of the Philippines Los Baños; Philippine Association of Research Managers, Inc,, and Bureau of Agricultural Research-Department of Agriculture.


________1997. The Philippine National Agricultural Research System. A Catalyst

for Economic Growth and Sustainable Development. Los Baños, Laguna: PCARRD. 155 pp.

______. 1991. Agricultural Research Management: The BAR Experience. Paper presented during the First Annual National Convention of the Philippine Association of Research Managers. May 17-19,1990, Benquet State University, Benquet, La Trinidad. Published in Research Management Components. 5 (Special Issue): 7-33. Research Management Center, College of Economics and Management-University of the Philippines Los Baños; Philippine Association of Research Managers, Inc,, and Bureau of Agricultural Research-Department of Agriculture.

Lumanta, M F. and R V. Cuyno (eds.). 1994 Behavior of Research Organizations: Philippine Cases in Agriculture and Natural Resources. Research Management Center, CEM UP Los Baños, and Department of Science and Technology. 444 pp.

Obien, S R. 1991. Confessions of a Research Manager: Joys, Trials and Tribulations. Research Management Components. 5: 1-2 (Special Issue): 3-29. Research Management Center, College of Economics and Management, University of the Philippines Los Baños.

Office of University Registrar, UP Open University. Data on the profile of DR&DM enrollees, 1998-2008. (unpublished).

Pages, P D. 1976. Initial Survey Report on 88 Research Institutions involving 1,022 research managers and researchers in eight Asian countries. SEARCA, College, Laguna.

Philippine Council for Agriculture, Forestry and Natural Resources Research and Development. 1989. Research Management in Agriculture and Natural Resources in the Philippines. Proceedings of the Workshop on Research Management in Agriculture and Natural Resources in the Philippines. Development Academy of the Philippines, Tagaytay City, 13-17 June 1988. Los Baños, Laguna: PCARRD. 370 pp.

Rasco, ET. 1999/ The Filipino Research Manager of the Future. Ninth Annual National Convention of the Philippine Association of Research Managers. October 21-24, 1998, Aklan State College of Agriculture, Banga, Aklan. Research Management Components. 14 (Special Issue) : 13-36. Research Management Center, College of Economics and Management-University of the Philippines Los Baños; Philippine Association of Research Managers, Inc., and Bureau of Agricultural Research-Department of Agriculture.

Reyes, F G. 1972. Science and Technology in the Philippine Society. Manila: UST Publications.

Reyes, J.C . 2004. Benchmark Assessment of Research Productivity of UPLB. UPLB Basic Research. (Unpublished).


Reyes, J.C. and T. Braunschweig. 2001. Collaboration in Setting the Research Priorities for Crop Biotechnology Program”. The 6th Asean Science and Technology Week Conference. 17-19 September 2001. BS Begawan, Brunei Darussalam. (Proceedings) also found in http://www.astw.org.bn/org/astw/conf/index.htm (also CD-ROM of ETH and ISNAR Enhancing the Analytical Hierarchy Process as a Decision Support Tool for Biotechnology Programs).

Reyes, J C. 2001. Is There Anything New in the R&D Institutional Arrangements? A Cursory Review. Tenth Annual National Convention of the Philippine Association of Research Managers. 28 June-1 July 2000, Castle Hotel, Cebu City. Research Management Components. 14:(Special Issue): 25-68.

__________. 2000. Requirements, Capability and Performance of NARRDN Research Institutions: Toward the Rationalization of NARRDN. Final Report of the Project of UPLB-PCARRD-BAR-UPLB. Los Banos, Laguna:UPLB. 126 pp. ISBN No. 971-547-182-x.

__________. 1999. A Glimpse of the History of R&D Management in the Philippines. Ninth Annual National Convention of the Philippine Association of Research Managers. October 21-24, 1998, Aklan State College of Agriculture, Banga, Aklan. Research Management Components. 14 (Special Issue) : 13-36. Research Management Center, College of Economics and Management-University of the Philippines Los Baños; Philippine Association of Research Managers, Inc, and Bureau of Agricultural Research-Department of Agriculture.

Saludadez,JA , JC Reyes, NB Querijro and PG Garcia. 2003. Research on Research Management. UPLB Basic Research. July 2003.

Saludadez, JA. Data on DR&DM graduates, 1999-2004. Faculty of Management and Development Studies, UP Open University. (unpublished).

Sarinas, M. DR&DM data on completion and admission policy for 1997-2001. Faculty of Management and Development Studies, UP Open University. (unpublished).

SEARCA.undated. Research Management Asia (Primer/Brochure).

APPENDICES

Message 1

Rogelio V. Cuyno 2

Fellow workers in the vineyard of research management! It is a common lament that the S and T harvest in our country is few

and that is one of the reasons for the low and small growth in our national economy. We know that one of the causes for the low and small S and T harvest is our lack of knowledge workers, at PHILARM we would like to think that if only we have many knowledge workers, the S and T harvests will be correspondingly more. But we at PHILARM are not the ordinary knowledge workers. We are a different breed of knowledge workers. We are the multipliers, the “X” factor of results in our organization. As leader - manager we can induce our colleagues, subordinates, other people around us even our boss to be more productive and perform better.

But as “X” factor, the reverse can also happen. We could also cause

negative results like less output, more wastage and inefficiency, more conflict in the organization, less support from higher up and the larger community and more passive rather than dynamic and self – initiating workers.

As co-founder of PHILARM, I am overjoyed to be present here today to

celebrate with you its 20th anniversary. The other co-founders who are here in this convention are Mendie, Jane and Erlin. I vividly remember, there were only a handful of us at the Research Management Center of UPLB who started this idea of forming PHILARM. We thought that a professional reference group or society is needed to propagate and promote the ideals of research management, which at that time was relatively obscure and a toddler in the field of management/administration. At that time, around July-August of 1989 when we thought of going ahead with the formation of PHILARM, we had a good number of training alumni, around 500-600 in all after about 6 years conducting training in research management throughout the country and the region of Southeast Asia. These alumni became the sources of PHILARM’s members. The handful of us had to multi-task and do extra time. Doing PHILARM m work was only add-on to our many task and activities at RMC. Jane Reyes and Gener Talatala were doing the groundwork for membership mobilization. Jean Saludadez was running our 1 Message delivered during the 20th PHILARM National Convention held on 06-09 April 2011 at the Aklan

State University, Banga, Aklan 2 Founder of PHILARM


newsletter and RM update which we mailed to our alumni. Mendie Lumanta was writing and doing the quality control of our print materials while I was all over the place championing and promoting the formation of the society.

Twenty years ago we had the vision that PHILARM will be a society or

association of research leaders and managers/administrators, scholars, teachers and development workers who will promote the idea that S and T will catalyze and trigger the development of the country. We also believed then that producing S and T output is not self-evident. We said then that we cannot assume that results will happen even if we don’t do anything simply because result is natural. On the contrary, we believe then as that output is a result of purposive human effort in response to right stimuli from the immediate environment of which the leader-manager is closest contact with the knowledge and technology generator.

Reflecting at the moment, what do most people do at 20 years of

age? In my time we were just graduating from the university and we had fears and anxieties about what might happen in the years ahead. But we also had realization and hopes such as making a living, having a family someday and having a meaningful life.

What about PHILARM at 20 and beyond? We heard from speakers

today and will hear yet again more from others tomorrow, about challenges that PHILARM can engage in and come up with the right response. Whatever might be its programs and activities, it must make sure that they are not too ambitious as to make people think it is wishful thinking. Nor should they be too little that they will not amount to anything significant. A good guideline is that our response must be both interesting and useful to us members and those we are hoping to serve.

After 20 years it is high time for PHILARM to revisit its vision of what it can

be as a professional society. Can it become an effective lobby group for the science and technology sector to make the policy environment more conducive to us members? On increasing professionalism of members, how can PHILARM help update its members with knowledge, concepts and perspective on research management without face-to-face contacts and attending trainings and meetings which are getting to be more expensive and inconvenient? How can we work closely with academe so that we become a partner in producing future leaders with formal advance degrees where can we expect rigorous and through skills development, deeper study of the field of wider exposure to practical concerns and realities in research management? Related to this, how can we promote serious studies and writings by scholars and teachers in our field?

Appendices 217

We should be able to come up with support activities to incumbent research directors, research managers/administrators and executives so that they are provided intellectual, knowledge and practical input that will help them in their present task. We want to make them effective in leading and managing their respective organization.

For the membership committee of PHILARM, perhaps you can invite all

the incumbent research directors, research managers/administrators and executives to be members. After all they are the frontline soldiers in the field of battle.

I enjoin the next officers to face these challenges and come up with

action plans and their realization.

Message 1

Patricios S. Faylon 2

Esteemed guests, ladies and gentlemen, good morning!

I feel honored speaking before all of you today as the Philippine Association for Research Managers Inc. (PHILARM) mark its 20th year. Hours of travel were nothing compared to the great pleasure of gracing this event and talking in front of the men and women behind the progressing research and development industry. Time flies fast. Another year is over. And PHILARM is now on their second decade. Yes, two decades of upholding R&D for a better life. Truly, PHILARM remain faithful in its vow of promoting the role of research managers in improving and sustaining productivity in research. Warm felicitations to PHILARM! This year’s theme: “PHILARM @ 20: Advancing Research Management for S&T Productivity and Sustainable Development” focuses on two important and challenging ideas—productivity and sustainable development. At present, we are fighting a global battle on food shortage and climate change. Different nations have provided aid to hunger-stricken countries. Dignitaries from various countries attended the recently concluded COP 15 in Copenhagen to tackle about climate change. Measures are conducted to combat these problems. However, the current mechanisms are inadequate. There plays the role of R&D—to dig deeper in the quest for the answers to provide better life to the populace. As research administrators, we are up to a bigger challenge. We have to find the permanent solutions to these problems. How do we address food insecurity? How about climate change? PHILARM suggests through productivity and sustainable development, specifically, agricultural productivity and environment-friendly development. 1 Message delivered by Mr. Richard M. Juanillo (on behalf of Dr. Patricio S. Faylon) during the 20th

PHILARM National Convention held on 06-09 April 2011 at the Aklan State University, Banga, Aklan 2 Executive Director, PCARRD

Appendices 219

Since we have problems stemming out from our predicament with climate change, it is fitting that we put climate change on focus. Delving deeper and more extensive in studying its causes, prevention and adaptation, I believe we can do something about it. At present, we are experiencing how El Niño is wrecking havoc to our agricultural resources and drying up our water reserves. Countries on the other side of the world are being devastated by flood. We cannot deny how global warming threatens human existence. Responding to the call, new priorities had been identified by the Presidential Coordinating Council for Research and Development (PCCRD). New priorities are ascertained in the following sectors: agriculture and food, environment and natural resources, disaster mitigation and management, energy, manufacturing, information and communication technology, biotechnology, and nanotechnology. As we all know, productivity necessitates intervention of science and technology. The AFNR sectors need to work closely with other sectors to attain S&T productivity. AFNR sectors must carefully examine where to invest to generate the greatest productivity. At PCARRD, we adhere to the priorities set by PCCRD and encourage our partners to do the same. In the field of agriculture and food, and environment and natural resources, PCCRD listed the development of high-yielding, pest-resistant food and non-food crops, improvement of livestock breed and animal nutrition, and devising technologies that will aid in processing agricultural products. Meanwhile, PCCRD also direct its priorities in waste management and disposal, treating liquid wastes and improving water quality, forest and land management. S&T Intervention guided with PCCRD’s priorities assure AFNR sectors of higher productivity and proper management of resources. Thus, there will be ample supply for the consumers without compromising the future generations. That is sustainable development. Sustainability happens when resources are properly managed and replenished, if possible. I am sure PHILARM is also responding to the pressing issues. At PCARRD, we are pushing the implementation of S&T agenda to address climate change issues. In fact, climate change is one of PCARRD’s


S&T priorities. Problem areas and knowledge gaps were determined. Impacts of climate change to various forest types and environments shall be done. Furthermore, monitoring impacts on cropping system, insect infestation and phenology will be undertaken. Currently, Philippines is experiencing El Niño phenomenon. We have multimillion losses in the agriculture sector. That is why PCARRD will be gathering information to create databases in possible coping mechanisms of the people to the changing environment. We cannot stop climate change. What we can do is to not further aggravate it and search for ways to assuage its harsh impacts. As pillars of R&D in our country, we are up for this challenge. I know PHILARM on its 20th year will continue working for the betterment of the people through their outstanding R&D undertakings. Before I end, I enjoin everyone give PHILARM applauses of congratulations. May the Good Lord continue blessing PHILARM in the next years! Thank you very much and a pleasant day to everyone.

Message 1

Nicomedes P. Eleazar 2

Greetings! PHILARM conventions are, to me, a homecoming of sorts. You get to

see colleagues and friends, and familiar faces who matter in this business called research management.

The members of the association constitute a good cross section of the

research management structure that we have in this country today. Among the association’s 1,200 members one may find researchers and staff of various government agencies. One of the association’s officers and two members of the PHILARM board come from BAR.

It is now more than 2 decades ago, September 9, 1989, to be exact,

that the PHILARM was born. At that time, the Bureau of Agricultural Research, my office, was itself barely 2 years old.

The passing of the years saw our institutions treading on common

ground which is the furtherance of research management as a tool for development. Where BAR has seen to it that agricultural researches are coordinated and undertaken for maximum utility to agriculture, PHILARM has taken unto itself the nurturing of research management in this country as a viable area for the development of professions and careers, and as a mechanism for scientific and technological innovation, productivity and sustainable development. Where BAR sought to produce technologies and knowledge products for the development of agriculture, PHILARM provided inputs to the development of the scientific intellect that went into the production of new technologies.

BAR has been supportive of PHILARM in terms of funding for its

publications, conferences and training activities. We have made sure that the managers of our regional R&D centers for agriculture and fisheries attend PHILARM conventions for we know that they will pick up something new from the interactions. BAR shall continue with its support in the years to come.

1 Message delivered by Dr. Teodoro S. Solsoloy (on behalf of Dr. Nicomedes P. Eleazar) during the 20th

PHILARM National Convention held on 06-09 April 2011 at the Aklan State University, Banga, Aklan 2 Director, DA-BAR


The theme “PHILARM @ 20: Advancing Research Management for S&T Productivity and Sustainable Development” is really about affirming a commitment made more than 20 years ago, a rededication, if you will, to a vow. I just hope that our research managers are themselves not advancing in their years. Like good wine, they are getting better with age. In a way, PHILARM is rejuvenating itself by revisiting its mission.

PHILARM at 20 finds an association well-placed in the task of taking

research management to new territory amidst the constancy of food insecurity and poverty. It has a continuing role to play in the development of the agricultural research system. BAR sees PHILARM evolving further as a provider of innovative training programs on R&D management and we hope to tap the organization for future training of researchers of member institutions in our National R&D System for Agriculture and Fisheries (or NaRDSAF).

Innovation is the name of the game today. We now have to think up

more novel ways of dealing with developing requirements and scenarios such as climate change adaptation & mitigation, biodiversity conservation, biofuel development, environmental degradation, etc., not to mention the persistent issues of food security, poverty alleviation and global competitiveness.

We also have to look more closely at information as a resource and

how this can best be harnessed for the development of research and research management. We also have to strengthen the place of R&D in the MTPDP goal for agriculture as agribusiness. All these call for fresh ideas and insights. I know that PHILARM and its membership will be up to the task on these and other emerging challenges.

Knowing PHILARM, I am certain that the discussions in this convention

will be highly interactive, productive and meaningful ones. Rest assured that BAR is one with you in your endeavors.

Thank you.

Turn-Over Speech 1

Erlinda B. Aromin 2

PHILARM Ladies and Gentlemen, Good Evening. First, allow me to express my heartfelt gratitude to the active PHILARM

members and the past presidents and board members of PHILARM, who have both inspired, and challenged me to take on the critical role of leading our association. It is because of your confidence in me and, more importantly, your full support, that I accepted two years ago, the honor and the distinction of being the first lady president of PHILARM.

I consider it rather a rare privilege to be at the helm of PHILARM on its

20th year of existence (last September 2009), and likewise on its 20th Convention (April 2010). It was with fervent hope and prayer that I took the challenge of ensuring that PHILARM completes its second decade with a remarkable and undeniable mark in its history. I now thank God who gave me, and all the members of the outgoing PHILARM Board, the wisdom and guidance on how to do the “polishing” or providing the necessary “finishing touches” to the accomplishments of the past Officers and Board Members.

During the term of Dir. Richard M. Juanillo (1998-2000), the board

completed the first decade of PHILARM using five strategies – Role enhancement, Re-engineering, Reaffirmation, renewal and strengthening of membership, Resource generation, and Recognition and motivation. On its second decade, the past four sets of PHILARM Board members (The terms of Dr. Conrado Oliveros, Dr. Teotimo M. Aganon, Dr. William C. Medrano, and Dr. Heraldo L. Layaoen were guided by PHILARM CARES for SURE which stands for:

Capability building in RDE management (CEC) Advocacy for S&T/R&D management (Constitution and Policy Comm.) Resource generation and consultancy (Finance & Res. Gen. Comm.)

1 Message delivered during the 20th PHILARM National Convention held on 06-09 April 2011 at the Aklan

State University, Banga, Aklan 2 Outgoing President, PHILARM (2008-2010)


External linkages and partnerships (Program Committee) Strengthening membership and corporate image (Membership, Publication and Awards and Recognition Committees) for Sustained Unity, Relevance and Empowerment Now, to cap the second decade of PHILARM, this outgoing Board

adopted the same strategy of PHILARM CARES for SURE, but has the distinction of “tying the loose ends, sewing the rough edges, and weaving a golden thread through all the past accomplishments in order to form a remarkable masterpiece and a stable foundation for the next decades/generations of PHILARM’s existence.

In behalf of all the PHILARM ladies, I have this to say to the PHILARM

gentlemen (though I know some may later on contest me with this statement) - “Women make the difference”. Reading your facial expressions, I can see many of the gentlemen with mocking smiles, silently asking “why?”, while the ladies, with smug smiles, seem to say “Yes, and why not?”

I believe that it is fate, and not a mere coincidence, that a lady

president capped the second decade of PHILARM because it was time for PHILARM to multiply itself. The outgoing PHILARM Board focused on the realization of what we have agreed upon and what we have been preparing for during the term of my predecessor, President Layaoen - that is to give birth to our Regional Chapters. I believe, I have served my primary purpose as the first Lady President of PHILARM because at the end of my term, PHILARM has given birth to seven PHILARM CHAPTERS properly in placed in seven regions and ready to pursue the advancement of research management as a profession, a career and a tool for regional development.

The Association also multiplied in terms of active members. This is

evident in the new records we have set during last year and this year’s convention. The two highest attendances in our annual convention, were attained last year (2009) with 143 registered participants, and this year (2010) with 156 participants. Moreover, it was also during these two years that we had highest number of R&D Management paper presentations – 14 out of the accepted 17 papers were presented in 2009 (three presenters were not able to attend), and 15 out of the 16 papers accepted were presented this year (one presenter wasn’t able to attend the convention).

Appendices 225

On behalf of the outgoing Officers and Board members, I fervently pray and call on all PHILARM ladies and gentlemen, especially the new Officers and Board Members, to not only share with us the Vision but also actively get involve in fully establishing the roots and the relevant presence of PHILARM in every region. Together, with PHILARM in every region, we will be able to show PHILARM CARES for SURE.

It is with all humility that I now relinquish the responsibility of leading

this prestigious organization, to the new set of Officers and Board Members headed by the President, Dr. Reynaldo Castro. Thank you and MABUHAY ang PHILARM!

Acceptance Message and Closing Remarks 1

Reynaldo C. Castro 2

Fellow members of PHILARM – my friends, good evening. As listed in the program, I am tasked to do two things, to deliver my

acceptance speech and give the closing remarks. I hope you will not mind if I skip the first and go straight to the closing remarks.

Kidding aside, tonight is one of the proudest moments in my life. Not

so many are given the chance to lead an organization – more so of a prestigious organization such as ours. Not so many are given the trust by his peers to lead them, not so many have the opportunity to have the prestige of being the President of PHILARM. I am, therefore, greatly honored to accept the Presidency.

I am fully aware, however, that along with the prestige and honor are

the concomitant responsibilities and expectations that I and the board are expected to deliver. After listening to all the papers presented yesterday and today, and relating my own experiences, we all realize that we are in a midst of so many constraints in order to be effective and efficient. While we do our part in making our respective agencies as efficient as possible, current laws and policies hamper our operation. Subsequently, our researches and development efforts continue to suffer. Bottom line, we deliver short of what we planned.

It is, therefore, my dream that PHILARM become a potent force in the

crafting of policies and laws that affect RD & E. It is my dream that PHILARM can strongly lobby to protect the welfare and advance the interest of its members.

But to be one, we need to have three things. Number, credibility and

logistics. As they say, number is might. We will, therefore, continue our

aggressive recruitment through our regional chapters. We will extend our recruitment to sectors other than agriculture and the academe. I believe 1 Message delivered during the 20th PHILARM National Convention held on 06-09 April 2011 at the Aklan

State University, Banga, Aklan 2 Incoming President, PHILARM (2010-2012)

Appendices 227

that in diversity, there is richness of ideas. We will also forge alliances with the other scientific and professional societies and organizations to form a big solid number of members and supporters whom we can use as leverage when we approach members of the Congress to champion our cause. We will actively seek the support of influential members of both the Lower House and the Senate who are sympathetic to the cause of RD & E to champion us.

Credibility is essential if we want to be heard. PHILARM will continue its

activities of providing trainings both for our members to further hone their capability in research management, and the administrative and financial officers for them to fully understand what we are doing and be more supportive to RD & E. We will find a way to fill the void left by the abolition of the Research Management Center. I already have preliminary talks with Commissioner Medrano and other past presidents and board members regarding this and I am very grateful for the numerous offers of support from them. We will also elevate the status of our Journal into a peer-reviewed one recognized by the international community. Lastly, through the suggestion of Commissioner Medrano, we will commission a study on the detrimental effects of the pre-audit and other constraining policies on the implementation of RD & E. We need the results to strengthen our position against these and formulate more favorable policies in their stead to feed to influential members of the Congress who are sympathetic to the cause of RD & E.

To operationalize these, we need to have the necessary logistics.

Hence, we see the urgency of establishing the PHILARM Foundation which will serve as the income-generating arm of PHILARM.

I know that this is a tall task, but I also know that we all share this

dream. I am, therefore, confident that with every members’ cooperation and the guidance and support of our past presidents, we can achieve this dream within my two year term.

In closing, allow me to thank, in behalf of PHILARM, all those who

made this year’s convention a very successful one. We gratefully acknowledge the big three supporters namely the DOST-PCARRD, DA-BAR and CHED who extend generous help annually and in sending many of their staff to attend, other institutions such as the IARCs and SUCs, our host Aklan State University headed by their generous president Dr. Benny Palma, all the committees who did a splendid job, and most of all to all of you for your presence and active participation. May God bless you all on your trip back home and we look forward to see you all again in Batangas next year.

The Philippine Association of Research Managers, Inc. founded on 09 September 1989 is a private, non-stock, non-profit professional organization dedicated to the promotion and enhancement of the role of managers in improving and sustaining productivity in research.

The Association aims to promote the institutionalization of research management as a profession, a career, and a tool for the management and development in the science and technology sector and to catalyze the development of research management organization in the Philippines and the Asia Pacific Region. The activities of the Association include the conduct of national R&D management conventions, R&D management training courses, and regional R&D management seminars. The Association is composed of members from various government agencies (DA, DOST, DENR, and attached agencies), local government units, state colleges and universities, private agencies, non-government organizations and international institutions (from Thailand, Malaysia, Indonesia, India, and Nepal).

PHILARM

Mailing Address:

Philippine Association of Research Managers, Inc.

c/o Philippine Council for Agriculture, Forestry and Natural Resources, Research and Development (PCARRD)

Los Baños, 4030 Laguna, Philippines

Phone: +63 (49) 536-0014 to 20

Fax:

+63 (49) 536-0016

Developing a Science and Technology Based RDE Program for Goat Industry: Experiences of the Cagayan Valley Small Ruminants Center

J.N. Nayga and AJ.M. Balbin

Leading to Improved Management Systems for R&D Programs and Projects for Productivity and Sustainability Development: The MAAP Experience

A.M. Baylon

Innovations and Initiatives on R&D for S&T Productivity and Sustainable Development of Dragon Fruit

L.T. Pascua, et.al.

Developing Taguibo Organic Fertilizer: The IPM Farmers’ Association Experience

M.P. Moday, et.al.

Initiatives to Implement Research on Non-Priority Commodity: The Sweet Sorghum Experience

D.M. Apistar

Research Management Strategies in Enhancing Productivity and Profitability of Lanzones Farms in Laguna and Batangas

A.M. Rosales, et.al.

Non-Competing Papers

Advancing Research Management for S&T Productivity: Some Strategic Options

R.M. Juanillo and W.C. Medrano

The Dawning and Institutionalization of Research Management in the Philippines: Historical and Pedagogical Perspectives

J.C. Reyes

Appendices

1989

Documents

Complete Vol. 8 Journal Volume 8 (Complete).pdf · infestation, poor and degraded soils, lack of physical infrastructure, and weak social services. For instance, in 2007, the entire