Re-Envisioning Local Agricultural Development - A Guide For Development Managers

AGRICULTURE Writer Gerry de Asis Editor Chay Florentino-Hofilea Project Management Amihan Perez Ateneo Center for Social
Policy and Public Affairs (ACSPPA) Technical and Editorial Team Rene BongGarrucho, LGSP Mags Maglana, LGSP Myn Garcia, LGSP Patrick Belisario Carmela Marie Santos Asian NGO Coalition for Agrarian Reform and Rural Development (ANGOC) Art Direction, Cover Design & Layout Jet Hermida Photography Ryan Anson
Re-envisioning Local Agricultural Development:

A GUIDE FOR DEVELOPMENT MANAGERS
Re-envisioning Local Agricultural Development: A Guide for Development Managers Service Delivery with Impact: Resource Books for Local Government Copyright @2003 Philippines-Canada Local Government Support Program (LGSP) All rights reserved The Philippines-Canada Local Government Support Program encourages the use, translation, adaptation and copying of this material for noncommercial use, with appropriate credit given to LGSP. Although reasonable care has been taken in the preparation of this book, the publisher and/or contributor and/or editor can not accept any liability for any consequence arising from the use thereof or from any information contained herein. ISBN 971-8597-12-3 Printed and bound in Manila, Philippines Published by: Philippines-Canada Local Government Support Program (LGSP) Unit 1507 Jollibee Plaza Emerald Ave., 1600 Pasig City, Philippines Tel. Nos. (632) 637-3511 to 13 www.lgsp.org.ph Ateneo Center for Social Policy and Public Affairs (ACSPPA) ACSPPA, Fr. Arrupe Road, Social Development Complex Ateneo de Manila University, Loyola Heights, 1108 Quezon City This project was undertaken with the financial support of the Government of Canada provided through the Canadian International Development Agency (CIDA).
A JOINT PROJECT OF
Department of the Interior and Local Government (DILG)
National Economic and Development Authority (NEDA)
Canadian International Development Agency
IMPLEMENTED BY
Agriteam Canada www.agriteam.ca
Federation of Canadian Municipalities (FCM) www.fcm.ca
CONTENTS
FOREWORD ACKNOWLEDGEMENTS PREFACE ACRONYMS EXECUTIVE SUMMARY INTRODUCTION CHAPTER 1: OVERVIEW OF THE AGRICULTURE SECTOR Philippine Agriculture in Crisis: A Troubling Scenario Hope for the Farmers: Gaining a New Perspective Localizing Agricultural Development CHAPTER 2: LOCAL GOVERNMENT MANDATES ON AGRICULTURAL DEVELOPMENT The 1991 Local Government Code: Opportunities from Devolution and Localization Preparing for the 21st Century: The Agriculture and Fisheries Modernization Act (AFMA) Monitoring Food Security Programs: Executive Order 86 CHAPTER 3: ISSUES, CHALLENGES AND RECOMMENDATIONS On Agricultural Leadership and Governance Management and Structural Problems Other Devolution/Localization Concerns Recommendations CHAPTER 4: SMALL STEPS TO LARGE GAINS: GOOD PRACTICES IN LOCAL AGRICULTURAL DEVELOPMENT LGU Efforts in Agriculture Service Delivery Civil Society and Private Sector Promotion of Sustainable Agriculture Strategies 49 57 i iii v vii xi 1 3 5 13 17 21 23 26 30 31 33 34 34 36 45
S E RV I C E D E L I V E RY W I T H I M P A C T: R E S O U R C E B O O K S F O R L O C A L G O V E R N M E N T
CONTENTS
CHAPTER 5: REFERENCES AND TOOLS Recommended Sites for Study Tours Contact Details for Organic, Herbal and Natural Products Development Reference Materials and Practical Tools ENDNOTES ANNEXES References to LGUs in the Agriculture and Fisheries Modernization Act of 1997 (RA 8435) 65 67 69 71 77 79 79
FOREWORD
he Department of the Interior and Local Government is pleased to acknowledge the latest publication of the Philippines Canada Local Government Support Program (LGSP), Service Delivery with Impact: Resource Books for Local Government; a series of books on eight (8) service delivery areas, which include Shelter, Water and Sanitation, Health, Agriculture, Local Economic Development, Solid Waste Management, Watershed and Coastal Resource Management. One of the biggest challenges in promoting responsive and efficient local governance is to be able to meaningfully deliver quality public services to communities as mandated in the Local Government Code. Faced with continued high incidence of poverty, it is imperative to strengthen the role of LGUs in service delivery as they explore new approaches for improving their performance. Strategies and mechanisms for effective service delivery must take into consideration issues of poverty reduction, peoples participation, the promotion of gender equality, environmental sustainability and economic and social equity for more long- term results. There is also a need to acquire knowledge, create new structures, and undertake innovative programs that are more responsive to the needs of the communities and develop linkages and partnerships within and between communities as part of an integrated approach to providing relevant and sustainable services to their constituencies. Service Delivery with Impact: Resource Books for Local Government offer local government units and their partners easy-to-use, comprehensive resource material with which to take up this challenge. By providing LGUs with practical technologies, tested models and replicable exemplary practices, Service Delivery with Impact encourages LGUs to be innovative, proactive and creative in addressing the real problems and issues in providing and enhancing services, taking into account increased community participation and strategic private sector/civil society organizational partnerships. We hope that in using these resource books, LGUs will be better equipped with new ideas, tools and inspiration to make a
FOREWORD
difference by expanding their knowledge and selection of replicable choices in delivering basic services with increased impact. The DILG, therefore, congratulates the Philippines-Canada Local Government Support Program (LGSP) for this milestone in its continuing efforts to promote efficient, responsive, transparent and accountable governance.
HON. JOSE D. LINA, JR. Secretary Department of the Interior and Local Government
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ACKNOWLEDGEMENTS
This publication is the result of the collaboration of the following individuals and institutions that support the promotion of agricultural development by local governments in their localities. The Local Government Support Program led by Alix Yule, Marion Maceda Villanueva and Rene "Bong" Garrucho for providing the necessary direction and support Patrick Belisario and Carmela Marie Santos; the Asian NGO Coalition for Agrarian Reform and Rural Development (ANGOC), particularly Nathaniel Don Marquez and Lyn Galang; and the Philippine Development Assistance Programme, Inc. (PDAP), in particular Jerry Pacturan for undertaking the research, co-organizing the roundtable discussion and workshop, and preparing the technical reports which were the main references for this resource book; and for assisting in the review of the manuscript Participants to the Roundtable Discussion on Agricultural Services held on August 8, 2002 in Davao City and the Workshop on Localizing Agricultural Development held on July 14, 2003 in Quezon City. Their expertise and the animated exchange of opinions helped shape the technical report on which this publication is based: Mayor Isoceles Otero of Sta. Josefa; Melanie Tolentino of Kalibo; Roberto Lazarito Sr. of Damulog; Rosita Macas of Compostela; and Anna Bella Amud of Nabunturan Helmie Halim of DA-ARMM; Efraim Nicolas and Virginia Rivera of DA-ATI; Richard Rubis of ATI-RTC; and Marivic Natividad of NEDA XI
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ACKNOWLEDGEMENTS
Bernadette Dailisan of DAP sa Mindanao; Elvira Hingpit of IPHC-DMSF; Mel Villacin of Quedan Kaisahan; Agustin Zerrudo of PDAP; Neil Abejuela and Alfonso Batucan Jr. of MKAVI; and Shen Maglinte of SIBAT LGSP Managers Ma. Paz Christi Moneva and Abe de la Calzada; Program Officers Rizal Barandino and Cecille Isubal Jun Ayensa and Amie Agbayani for providing feedback that helped ensure that the resource book offers information that is practical and applicable to LGU needs and requirements Amihan Perez and the Ateneo Center for Social Policy and Public Affairs for their efficient coordination and management of the project Chay Florentino-Hofilea for excellent editorial work Gerry de Asis for effectively rendering the technical report into user-friendly material Mags Z. Maglana for providing overall content supervision and coordination with the technical writers Myn Garcia for providing technical and creative direction and overall supervision of the design, layout and production Sef Carandang, Russell Farias, Gigi Barazon and the rest of the LGSP administrative staff for providing support.
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PREFACE
ervice Delivery with Impact: Resource Books for Local Government are the product of a series of roundtable discussions, critical review of tested models and technologies, and case analyses of replicable exemplary practices in the Philippines conducted by the Philippines-Canada Local Government Support Program (LGSP) in eight (8) service sectors that local government units (LGUs) are mandated to deliver. These include Shelter, Water and Sanitation, Health, Agriculture, Local Economic Development, Solid Waste Management, Watershed and Coastal Resource Management. The devolution of powers as mandated in the Local Government Code has been a core pillar of decentralization in the Philippines. Yet despite opportunities for LGUs to make a meaningful difference in the lives of the people by maximizing these devolved powers, issues related to poverty persist and improvements in effective and efficient service delivery remain a challenge. With LGSPs work in support of over 200 LGUs for the past several years came the recognition of the need to enhance capacities in service delivery, specifically to clarify the understanding and optimize the role of local government units in providing improved services. This gap presented the motivation for LGSP to develop these resource books for LGUs. Not a how to manual, Service Delivery with Impact features strategies and a myriad of proven approaches designed to offer innovative ways for local governments to increase their capacities to better deliver quality services to their constituencies. Each resource book focuses on highlighting the important areas of skills and knowledge that contribute to improved services. Service Delivery with Impact provides practical insights on how LGUs can apply guiding principles, tested and appropriate technology, and lessons learned from exemplary cases to their organization and in partnership with their communities.
PREFACE
This series of resource books hopes to serve as a helpful and comprehensive reference to inspire and enable LGUs to significantly contribute to improving the quality of life of their constituency through responsive and efficient governance. Philippines-Canada Local Government Support Program (LGSP)
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ACRONYMS
AFCOM AFMA AIDF ANGOC ARC BBP CALF CARP CLOA DA EO FX GDP GMA GVA IDC IRA IRR LGC LGU MAO MARC MKAVI MTADP NFA Agriculture and Fishery Committee Agriculture and Fisheries Modernization Act Alternative Indigenous Development Foundation, Inc. Asian NGO Coalition for Agrarian Reform and Rural Development Agrarian Reform Community Better Banana Project Comprehensive Agricultural Loan Fund Comprehensive Agrarian Reform Program Certificate of Land Ownership Awards Department of Agriculture Executive Order Farmer-Trainer/Extensionist Gross Domestic Product Ginintuang Masaganang Ani Gross Value Added Irrigation Development Council Internal Revenue Allotment Implementing Rules and Regulations Local Government Code Local Government Unit Municipal Agriculture Office/Officer Municipal Agrarian Reform Council Mt. Kitanglad Agri-Ventures, Inc. Medium Term Agricultural Development Plan National Food Authority
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ACRONYMS
NGO NIA NIN OFS PAKISAMA PAO PO RA SAFDZ SEARCA SIBAT WTO Non-Government Organization National Irrigation Authority National Information Network On-Farm School Systems Pambansang Kilusan ng mga Samahang Magsasaka Provincial Agriculture Office People's Organization Republic Act Strategic Agriculture and Fisheries Development Zone Southeast Asian Regional Center for Graduate Study and Research in Agriculture Sibol ng Agham at Teknolohiya World Trade Organization
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EXECUTIVE SUMMARY
PHILIPPINE AGRICULTURE IN CRISIS
Agriculture plays a significant role in the Philippine economy. With the direct involvement of about forty percent (40%) of Filipino workers, it contributes an average of twenty percent (20%) to the Gross Domestic Product. This output comes mainly from agribusiness (70% of the total agricultural output). The general trends in the last two decades present a dim picture of the agriculture sector. Significant decrease in productivity, neglect of irrigated lands, high production costs, and low government support to the sector, among other things, have led to the crisis situation of Philippine agriculture.
A ROUGH ROAD TO TRUDGE

The poor performance of agriculture brings to the fore some major problems in the sector that straddle the issues of national control and relationships with local governments. National leadership and management vis--vis agriculture have been too politicized (i.e., the practice of rehashing and re-branding national programs), they have led to poor planning and sporadic, sometimes, unsystematic implementation of projects at the local level. Agricultural programs are not sustained and decision-making (e.g., allocation of funds to sites) is sometimes too discretionary. The devolution of responsibility over agricultural services to the local government has not been supported in terms of resources and technical assistance. Formal coordinating mechanisms from regional to provincial levels are not in place, while local plans are not synchronized with budget allocations.
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EXECUTIVE SUMMARY
Enabling policies such as the Agriculture and Fisheries Modernization Act (AFMA) remain underutilized as budget constraints limit its full implementation. It is in this context that innovations serve as one of the keys to the development of agriculture at the local level.
RAYS OF HOPE
Two major policies define the roles of local governments in agricultural development: the 1991 Local Government Code (RA 7160) and the 1997 Agriculture and Fisheries Modernization Act (RA 8435). The former identifies key entities as well as opportunities instrumental in spearheading local initiatives (e.g., local special bodies, the local development plan) that have bearing and impact on agriculture, while the latter challenges LGUs to take the lead in agricultural development programs such as pilot-testing, management of irrigations, and capacity-building. Some local government units have shown that political will and a serious commitment to agricultural development in their communities can help overcome obstacles. Local leadership infused with multisectoral and participatory strategies, along with creativity, have helped address food security concerns (in Negros Occidental province), facilitated land distribution (in the municipality of Irosin, Sorsogon), and increased agricultural productivity (in Davao del Norte province). Civil society and private organizations offer alternative models in agricultural development and sustainability. Some work on building farmerscapabilities through interventions that upgrade and boost their knowledge, attitude and skills (e.g., sustainable agricultural programs by SIBAT, MKAVI, and PAKISAMA). Others focus on agricultural infrastructure development (e.g., irrigation pump by AIDF).
EXECUTIVE SUMMARY
OVERCOMING HURDLES
From the analysis of the agricultural sector and the cases in this Resource Book, some recommendations point LGUs to effective measures in agricultural development. a) Political will, focus, and effective management of local agricultural development. The Strategic Agriculture and Fisheries Development Zone (SAFDZ) can be a point of convergence among various stakeholders to optimize resources, facilities, and infrastructure-sharing. b) Creative local accessing of resources and support programs. Windows of resources that provide assistance to local initiatives in the development and management of agriculture are numerous. LGUs are encouraged to continuously seek out and initiate avenues (e.g., summits and roadshows) to access agricultural resources and support. c) Development of LGU agricultural programs and services. Local agricultural extension services can be beefed up by partnering with civil society groups and educational institutions. In this manner, innovations in service delivery, technological development, and infrastructure building can be facilitated. d) Effective coordination and institutional arrangements between central agencies and local offices. Coordinative and integrative strategies and activities (e.g., regular meetings, manual of procedure) among the different government entities (national and local) involved in the sector are important in order to unify programs and projects and ensure their smooth implementation.
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EXECUTIVE SUMMARY
e) Being attuned to the market. National agencies must assist agricultural communities in their efforts to participate in the mainstream markets, international trade and export included. These measures, however, are premised on a fundamental shift in the mindset of those who manage agriculture and provide oversight support to it. For agriculture to truly develop at the local level, the impetus for it must primarily spring from local vision, capabilities and resources, and the benefits from it must profit local communities. Central institutions play only a supporting and enabling role. The responsibility to manage local agriculture has already been devolved to local governments by the law. It is high time that resources go with the mandate. More importantly, this shift is premised on a broader and, perhaps, more relevant understanding of the nature of local agricultural development. Agricultural development cannot but relate to poverty reduction, other social development ends, and environmental protection; and hence needs to encompass the enhancement of social relationships and structures, socio-economic progress, and environmental development. Local agricultural development, therefore, refers to the total progress of agricultural systems, relationships, and structures that prioritize the development of local communities and stakeholders. This Resource Book can be a useful guide for local leaders in spearheading agricultural development.
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INTRODUCTION
SETTING THE TEMPO
Local leaders manage many thingsfrom local political dynamics to the local bureaucracy, from formulating the local development plan and preparing the local budget to addressing the demands of local constituents. Innovative management is needed. Many local executives have handled local agricultural problem situations with political will and have applied inventive management and leadership. They have inspired the mobilization of resources and other stakeholders. All these show that win-win situations can be created in different ways. In this Resource Book, some local chief executives showcase ways of innovatively managing agricultural development. In addressing their own agricultural concerns such as food scarcity and land distribution, they mapped out various strategies. And deliver, they did.
EXPANDING THE SCOPE

Agricultural development is not just about farming and taking care of the land. Chapter 1 provides an overview of the realities in agriculture its performance and the factors that account for it, and the challenges that the sector faces. While many of the factors and challenges are national and global in nature, this Resource Book tackles the factors that lead to the poor and unsystematic involvement of local governments in attempts to modernize agriculture. A proposed framework for developing agriculture at the local level is then outlined laying down an understanding of LAD and suggesting five (5) key steps that address the disconnect between national
INTRODUCTION
and local initiatives, and between local government and other stakeholder efforts. The Resource Book also outlines the continuum of different agricultural systems that were examined based on sustainability. Chapter 2 discusses the essentials of the policy environment that support LGU leadership and innovation in local agricultural development and management. Chapter 3 explores the issues around leadership and governance, management, AFMA implementation, and devolution as they concern agricultural development locally. The recommendations are focused on adjustments that can be made at the local level with the support of other stakeholders such as civil society organizations, the private sector and government agencies. It suggests necessary shifts in the involvement of local stakeholders, in the ways plans are prepared, in the perspectives around productivity, farm management and agri-entrepreneurship, and in the delivery of agricultural services. The chapter also explores the burgeoning domestic and international market for organic and herbal produce. Chapter 4 presents examples of good practices that showcase LGU efforts in agricultural service delivery, along with civil society and private sector efforts to promote sustainable agriculture strategies. These practices demonstrate diverse and effective strategies in agricultural development planning, resource mobilization, institutional arrangements, and the promotion of entrepreneurship. Chapter 5 identifies references and tools that local governments and support institutions could use to strengthen LGU abilities in agricultural development. Contact details for sites that could be visited for study tours are also provided, as are the contact information for agencies and institutions that could assist local communities in organic, herbal, and natural products development. Specific references to LGUs as contained in the AFMA are outlined in the Annex.
CHAPTER
OVERVIEW OF THE AGRICULTURE SECTOR
OVERVIEW OF THE AGRICULTURE SECTOR
CHAPTER
Philippine Agriculture in Crisis: A Troubling Scenario

SIGNIFICANT ROLE OF AGRICULTURE IN NATIONAL DEVELOPMENT
In the Philippine economy, agriculture contributes seventeen percent (17%) to about twenty percent (20%) to the Gross Domestic Product1. Around seventy percent (70%) of this output comes from the agribusiness industry and at least twenty-one percent (21%) from primary agriculture and fisheries. At least forty percent (40%) of working Filipinos are in the agriculture/agribusiness sector. In the 1970s, the Philippines had one of the highest growth rates in the region in terms of agricultural productivity (4.9 percent average annual growth in Gross Value Added or GVA). Many Filipinos in the countryside benefited from this as more than 50 percent of the population depended on agriculture for their subsistence.2
PROFILE OF AGRICULTURAL CROPS

Palay remains the leading crop coming mainly from the rice granaries of the country Central Luzon, Cagayan Valley, and the Western Visayas. These areas contribute at least 40 percent of the rice production. Mindanao and the Ilocos regions are potential major rice producers once full irrigation is established.
1 LOCAL AGRICULTURAL DEVELOPMENT
Corn is the second major agricultural produce of the country. However, contribution of palay and corn to the agricultural GDP is declining, while livestock and poultry are on the rise.
Table 1: Percentage contribution of Agriculture, Fishery, and Forestry to GDP, 1995-1997 Industry 1. Agricultural Crops Agricultural Crops Palay Corn Coconut Sugarcane Banana Other Crops Livestock Poultry Agri. Act. And services 2. Forestry Agri., Fishery & Forestry 1995 21.31 17.02 3.51 1.23 0.92 0.49 0.35 5.12 2.47 2.00 0.93 0.22 21.53 1996 20.93 16.89 3.56 1.17 0.81 0.57 0.35 4.91 2.49 2.11 0.92 0.22 21.15 1997 20.56 16.72 3.37 1.16 0.82 0.54 0.36 4.95 2.49 2.14 0.89 0.22 20.78
Source of Data: National Statistical Coordination Board (NCSB) in Adriano (1999).
OVERVIEW OF THE AGRICULTURE SECTOR 1
DECLINING TRENDS IN AGRICULTURE

But the agriculture sector is in a state of crisis. Agricultural growth plummeted from a high growth rate of 4.6 percent for the period 1965-1980 to a depressing 1.4 percent growth rate for the period 1980-1997. Agricultural GVA, which is a measure of productivity, dipped to 0.4 percent in the last decade (1990-1999).
Table 2: Growth in Agricultural GVA and Agricultural Exports, Some Asian Countries) 1970-1980 Agri GVA Philippines Indonesia Malaysia Thailand China India Pakistan Nepal Bangladesh 4.9 2.0 6.5 4.2 2.7 1.8 3.0 0.8 1.4 Agri Exports 14.6 20.0 19.3 21.2 13.1 14.6 13.8 -2.9 2.6 1980-1990 Agri GVA 1.0 4.9 3.8 3.9 5.6 3.0 4.3 2.7 1.9 Agri Exports -4.6 4.7 3.1 4.9 2.7 0.8 3.2 0.7 -1.5 1990-1999 Agri GVA 0.4 1.6 0.5 -2.4 2.2 3.7 3.4 2.0 3.2 Agri Exports* 3.4 8.4 7.5 4.2 1.6 8.5 1.4 2.1 -0.5
*Source: ADB Outlook, various years (unless otherwise indicated) *Using regression, source of basic data: FAO
Source: Tolentino, B., The Unpopular Imperatives. 2002 Annual Meeting, Philippine Economics Society, 14 March 2002
For the past ten years, paddy yields of neighboring countries outshone Philippine production outputs which has averaged only 2.9 tons per hectare. Other neighboring countries fare better (Vietnam = 3.6 tons/ha.; Korea = 6.1 tons/ha.; Japan = 6.1 tons/ha.). Export earnings are constantly declining with an annual average negative growth rate of 3.01 percent over the last five years. In 2001, export earnings from agricultural crops were placed at US$1.30 billion, 34.6 percent below the previous years receipts. 3 The Philippines continues to import basic food staples. Rice imports in the last five years ranged from 722.40 thousand metric tons in 1997 to 808.23 thousand metric tons in 2001. 4 Local supply of rice is dwindling due to production shortfall and artificial shortage. Low and stagnant productivity can be attributed partly to the limited production area presently available. Less than a million hectares of irrigated rice lands are available. During the growth years of Philippine agriculture in 1976-1981, the Philippines was among the best agriculture performers in Asia. Rice production and agricultural performance were at their peak. - GVA was growing at a rate of 4.9 percent, while China had 2.7 percent, and Bangladesh, 1.4 percent. - Agricultural exports were also at a high 24.6 percent, compared to the 13.1 percent of China and the 2.6 percent of Bangladesh. In 1981, things began to change for the worse. Agricultural productivity slipped from a high of 4.9 percent to a measly 0.4 percent. Chinas agricultural productivity stood at 2.2 percent, while Bangladesh stood at 3.2 percent. Agricultural exports also began to decline from a growth rate of 14.6 percent in 1980 to a depressing 4.6 percent in 1990, while it went up to 3.4 percent in 1999, it has not gone up to its previous level. The situation is aggravated by the barrage of agricultural imports. Rice imports now account for 8.09 percent of the total supply of the country. In the past decades, rice imports averaged only 1.09 percent of the supply.
EFFECTS OF DOWNTREND IN AGRICULTURE

The declining trend in agriculture significantly hit the rural, agricultural sector which comprises at least two-thirds of the population. Ironically, the sector that contributes extensively to the Philippine economy is besieged by problems of food security and poverty. One-fourth of agricultural workers are underemployed. Employment in agriculture, forecasted by government economists to increase by at least 500,000 jobs annually from the supposed opening up of new export markets, barely increased from 10.18 million in 2000 to 10.8 million in 2001. 5 A rural household spends some fifty to sixty percent of its income on food. Sometimes within a year, rice farmers need to purchase rice for their consumption. This deplorable situation is compounded by the expensive cost of rice in the country. Compared with Thailand and Vietnam, the price of rice in the Philippines is at least double.
SOME REASONS BEHIND THE DOWNTREND

Shift in government priority investments. In the 1970s, irrigation and rural facilities were high in public agricultural investments. This changed in the 1980s to the 1990s as public investment focus in agriculture tipped toward the National Food Authoritys price support program and payments for land acquisition under the Comprehensive Agrarian Reform Program (CARP). The neglect of the basics in terms of agricultural research and development, irrigation, information, and education led to a failure to secure sources of growth in productivity and income diversification in rural areas. The shift in government measures also needs to be understood within the larger context of poor governance in agriculture (i.e., the lack of accountability, coordination, and program focus in public spending for agriculture and natural resource.)6
Failing Agricultural Resource Base. There is a limited rice production area irrigated rice lands cover only 600,000 to 800,000 hectares (Thailand has 3 million hectares; Vietnam has 6 million). Existing irrigated lands were neglectedno major investments in irrigation were made in the past 15 years. Past government administrations failed to provide irrigation facilities for potentially irrigable areas, such as those in Mindanao. Land conversion of agricultural lands to non-agricultural use (e.g., residential), particularly in Regions II and IV, has increased over the years. High Production Costs and Prices of Agricultural Commodities. High production costs directly affect prices of agricultural commodities, to the detriment of the farmers and agricultural workers. Chances are any increase in the production cost (e.g., high maintenance of irrigation, expensive fertilizers, etc.) will lead to a decrease in wages and earnings of farmers. Consequently, this will also lead to an increase in the prices of agricultural products such as rice, the main commodity consumed by farmers. In 2001, it was more expensive for a typical Filipino farmer to produce rice vis--vis his earnings from selling rice. The average production cost per kilo was P7.60, while the buying price went as low as P5.50 (in the Bicol region, during the wet season). Only 65,000 rice farmers benefit from the high buying price (P9.00) of the National Food Authority. Around 3 million rice farmers are still at the mercy of price controls set by traders and the rice cartel. During the rice crisis of 1995-1997, the domestic wholesale price per kilogram of rice soared to as high as P32.00. Thai rice was sold at P7.00 while Vietnamese rice was sold at P6.00. It was ironic then that prices were at that level when the rice production output of the Philippines (3 metric tons of palay per hectare) was higher than that of Thailands 2.7 metric tons and Vietnams 2 metric tons.
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Rice production in the Philippines is more costly compared to some neighboring countries. In 1999, the cost of paddy production in the Philippines (P34,701) was 50 percent more than the cost in Thailand, Vietnam, and Indonesia. Minus the labor cost, paddy production expenses in the Philippines were pegged at P15,124. In Indonesia, this was pegged at P7,731. In Vietnam, it was P9,695. From the point of view of the private sector, it is costly to do business in the rural areas. There is serious under-investment in rural infrastructure, especially in roads and power. The policies and regulations governing private sector investment are deemed archaic and the peace and order situation remains problematic.7 Detrimental Effect of Price Subsidy. Price subsidy through the NFA is a bad investmentstrategy for the government because of the buying high but selling low scheme, which leads to an average loss of P7.00-P8.00 per kilogram of rice. Furthermore, the NFA strategy of buying only from bulk suppliers favored traders more. Likewise, the release of imported rice to the open market put small farmers at a disadvantage. There is a need to review and reassess the existing development and management of Philippine agriculture which has been characterized as centralized.
CENTRALIZED APPROACH TO AGRICULTURAL DEVELOPMENT

National government agricultural development initiatives have been sectoral, fragmented, and commodity-oriented. 1970s-early 1980s: The Marcos government at the start gained access to foreign loans which gave countryside development a boost. Hence, the Philippines experienced one of the highest agricultural growth rates in the region during this period. This was short-lived, however, as the inability of the
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state to efficiently utilize and service such loans became evident during the early 1980s. Limited foreign capital led to a halt in the building of farm-to-market roads, irrigation facilities, and other support services. 1986-1992: Under the Aquino administration, agricultural decline continued, perhaps due to the administrations preoccupation with asserting its legitimacy and defending democratic gains. Some interventions were introduced (such as the rural credit system via the Comprehensive Agricultural Loan Fund or CALF), while rice and corn production were also enhanced. 1992-1997: For the Ramos government, agricultural programs were guided by the Medium-Term Agricultural Development Plan (MTADP). Some of its banner programs included grain production enhancement, key commercial crops development, and the Gintong Ani program, which focused on providing credit to farmers. Food security became a priority concern. The debilitating effects of the El Nio phenomenon, however, proved to be a major obstacle in agricultural development. 1997-2001: The short-lived Estrada administration included in its Ten Point Agenda the following agricultural program strategiesrevitalization of productivity programs, quick response to calamity/disaster situations, infrastructure development such as irrigation, research and development, extension and training, and rural financing. 2001 to the present: The Macapagal-Arroyo government pursues its Ginintuang Masaganang Ani programs which tackle the problems of food security and poverty alleviation. Self-sufficiency in agricultural development is implemented through four measures: modernized productivity in corn and other feed crops, diversification, livestock enterprise development, and recovery and growth of the fisheries sector. Despite efforts in devolution, local government units are still largely considered the mere extension/replica of the national government and its programs. Most LGUs still rely on the national government in the development and implementation of agricultural programs.
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Insufficient fund transfer Even after the devolution of agricultural services to local governments, 80 percent of national agricultural funds still go to central offices, while only 8 percent go to local government units. Incongruent national and local plans Programs of the Department of Agriculture rarely capture LGU priorities. Plans are also not as clearly integrated. Evidently, the national government has thus far failed to secure the necessary reforms in agricultural development. Fr. Francis Lucas of the Asian NGO Coalition for Agrarian Reform and Rural Development (ANGOC) believes that the changes should pay attention to the following: 8 Needs of Filipino citizens, majority of whom are poor Alleviation of the poor majoritys suffering For the farmers, their needs as persons rather than merely the productivity of their farms Food security and food self-sufficiency as the main ticket to survival of a nation Assuring equity instead of national economic growth that is beneficial to and controlled by a few at the expense of the majority To many observers, these changes have a higher chance of taking place if the impetus for developing agriculture were happening at the local, rather than at the national and highlycentralized level.
Hope for the Farmers: Gaining a New Perspective

CHANGING AGRICULTURAL LANDSCAPE
Rapid urbanization and industrialization, as well as asset reform (land distribution through CARP) in the countryside led to the break up of large farm estates (i.e., the haciendas) into small farmlands.
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The nature of technology, the goods to be produced, and the structure of the agricultural sector must keep up with this development. The small farms agricultural model, likened to those of the modern European agricultural models, may be adopted in the country, provided critical measures are promoted and practiced. All stakeholders must adjust to this reality. Farmers must be equipped with appropriate knowledge and skills, policies must be realigned, assets and infrastructure support must be adjusted. Farmers must also face the realities of globalization. With the inclusion of the Philippines in the World Trade Organization, international policies on market liberalization and deregulation, as well as trade liberalization in the agriculture sector will have implications on Filipino farmers. Globalization is projected to lead to greater market access and thus increase exports especially to Japan, the US, and Europe. Higher commodity prices will lead to increased export earnings. The demand to streamline processes to become more competitive is expected to cause more efficient resource allocation within agriculture, as well as across sectors. Government will need to focus on meaningful and lasting support for the farm sector. There would be higher growth in production and employment generation and benefits to consumers of processed food that are relying on traditionally highly-protected sectors (e.g., sugar and corn) Attractive and upbeat the above projections may be, globalization also poses threats and challenges to agriculture. For instance, there could be job displacements in the short-term. The dismantling of special trade arrangements that traditionally have been advantageous to some crops like sugar could shake up farmers and farm workers who are dependent on that sector and are most vulnerable to any changes. Less developed countries like the Philippines are pressured to relax quantitative restrictions (QRs) such as import quotas and tariffs. Local markets are thus flooded with cheap agricultural imports such as rice and poultry products. Finally, the global playing field is hardly level, if one were to take it from the many charges of unfair trade practices that have been leveled against developed countries.
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Not surprisingly, debates continue to rage over the advantages and disadvantages of participating in the WTO. Unless the current directions of national policyfull participation in the global orderis changed, the question that must be addressed is how best to prepare the agriculture sector for the foreseeable threats and challenges and how to position the sector so it could take advantage of the benefits. Dr. Arsenio Balisacan of the Southeast Asian Regional Center for Graduate Study and Research in Agriculture (SEARCA), believes that the rural poor need to be enabled through policy, investment, and institutional reforms. These changes will enhance the efficiency of domestic markets and provide improved access to technology, infrastructure, and education. Dr. Balisacan also admits that in successful cases of rural development and poverty reduction, the key driver to reforms has been neither globalization nor agricultural policy in developed countries. Rather, it is, by and large, the internal realization that reforms are for the benefit of the country and its citizens.9 For Fr. Lucas of ANGOC, global competition for agriculture might mean the extinction of small farmers and farming because they need to have the scale to compete. Furthermore, farming suffers from the perception that it is an aging profession. In light of the effects of globalization on agriculture, there needs to be a three-way devolution involving key players: devolution from national to local governments, from the state to civil society and from state to markets.10 Devolving power and responsibility from national government to local areas means further strengthening local governments and preparing them for the impact of globalization on agriculture. The decentralization process picked up with the passage of the Local Government Code in 1991
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and local government entities are still learning the ropes. The national government needs to invest more on and emphasize the improvement of the devolution infrastructure. Even devolution from state to civil society entails encouraging participation in agricultural programs and governance. Owing to historical experience and to prevent the further concentration of wealth in large business interests, devolution from the state to markets needs to address the following questions: (1) Can business provide agricultural services to farmers without taking over ownership of the farm and the farmers themselves? (2) How can multinational and transnational corporations be made accountable for their role in agricultural development? Business interests that have traditionally been viewed as profit-oriented are perceived as going against the equity and poverty-alleviation bias of civil society. Local government units are viewed as capable of balancing the interests of these other major players. In many cases, it is perceived that the shifts in power, participation, and resources described above will have more meaning and will stick at the local level.
LOCALIZATION OF AGRICULTURAL RESPONSIBILITIES

The Local Government Code of 1991 (RA 7160) set the current pace of devolution. In the agriculture sector, personnel, including extension workers, were devolved to the local governments. Access to funds for local development was also improved through an increase in the Internal Revenue Allotment (IRA) share of LGUs. Another major agricultural policy landmark is the Agriculture and Fisheries Modernization Act (AFMA or RA 8435) which strengthened the critical role of LGUs in agricultural production and food security. Local agricultural and fisheries modernization plans were supposed to become the primary bases for developing a national agricultural and fisheries modernization plan. Executive Order (EO) 86 paved the way for the creation of Provincial Food Security Councils, which are tasked to monitor the implementation of provincial food security programs.
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Localizing Agricultural Development

THE VISION OF LOCAL AGRICULTURAL DEVELOPMENT
From the 1970s to the present, agricultural development has been perceived to be synonymous to agricultural growth. While the latter is a main component of agricultural development, it has limited scope as it primarily focuses on productivity, performance and agricultural outputs. National government programs for agriculture, whether consciously or otherwise, tended to emphasize such parameters. Despite the reference to, and recognition of, local agricultural development (LAD), there seems to be little understanding and consensus among stakeholders over its realmeaning. There is a need to articulate a vision that would unite the many stakeholders and be the basis for interventions, initiatives, and investments in the sector. Local Government Perspective. A survey undertaken by LGSP, ANGOC and the Philippine Development Assistance Programme (PDAP) in July 2003 indicates that, on the one hand, agricultural workers of local government units associated local agricultural development with increased productivity. On the other hand, they also link it to sustainable agricultural practices. Rather telling is the low ranking given to improved agri-extension and support facilities, along with the mobilization of other stakeholders.
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Table 3: Vision for Local Agricultural Development table in LAD Discussion Paper) What is your vision of local agriculture development 1. Productivity 2. Sustainable Agriculture 3. Household food sufficiency and food security 4. Higher income for households 5. Dependent on DAs vision 6. Additional jobs and livelihood for farmers 7. Marketing and global competitiveness 8. Agro-industrialization 9. community-based agriculture 10. Improvement of farming system and diversification 11. Infrastructure development 12. Organic farming 13. Improved agri-extension and support facilitites 14. Mobilization of other stakeholders
*Number of times vision was cited by respondents * Count over total number of respondents (37)
Count* 10 10 9 6 5 4 4 4 2 2 2 2 1 1
Percent** (n=3) 27.0% 27.0% 24.3% 16.2% 13.5% 10.8% 10.8% 10.8% 5.4% 5.4% 5.4% 5.4% 2.7% 2.7%
Private Sector Perspective. From a private sector point of view, as represented by the National Agribusiness Development Center, agricultural development must be based on enterprise. It should be economically profitable and sustainable for farmers.
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Non-Government Organization Perspective. Civil society organizations, such as the PDAP, highlight the empowering capability of agricultural development. Farmers should work not merely to get by, but to develop the capacity to secure livelihood, and eventually work towards rural enterprise-based growth levels. Given these considerations, a broader and, perhaps, more relevant definition of Local Agricultural Development should include enhanced social relationships and structures, socio-economic progress, and environmental development. Agricultural development, therefore, refers to the total progress of the agricultural systems, relationships, and structures that prioritize development of the locale, that is, development that benefits the local community and local agricultural resources.
LOCAL AGRICULTURAL DEVELOPMENT FRAMEWORK

Local agricultural development requires a shifting of paradigms and mindsets. Given the decades of centralized planning and implementation, LGUs and other local stakeholders must view local agricultural development in terms of their own local realitiesrelationships, structures, resources, socio-cultural realities, requirements, and capacities. Local agricultural development entails a bottom-up approach to progress, in contrast to the topdown strategies of the national government. Inherent in this approach is an emphasis on process as against output. Consultations, dialogues, and consensus-building are used in the process. In short, it is not only the local government that is involved in local agricultural development. The process is defined, most probably, by a collaborative arrangement among the LGU, civil society, farmers and business sectors. The leadership and facilitating role of the LGU is also recognized in this arrangement.
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In practice, the shifts in paradigm will mean concrete changes in planning and managing local agricultural development. Mobilization of local stakeholders and their active participation in the process will be crucial. The survival-oriented mentality of most farmers must give way to a focus on food security/sufficiency and to increased sensitivity to market demands, along with a willingness to participate in the market. Innovations in farm management, extension services, research and development, and farmer education also need to take place. One of the goals of local agricultural development is to achieve sustainability. Shifts in technology and practices must also occur from the conventional agricultural practices (e.g., mono-cropping, high reliance on chemical inputs) to a more ecologically-friendly yet high-yielding agricultural methodologies. (See continuum of Agricultural Practices below)
Figure 1. Agricultural Practices Sustainability Continuum GOAL Low Sustainability
Conventional (monoculture, chemical inputs) Minimum tillage, fertilizer place-ments, etc. Low Input Sustainable Agriculture (LISA) Low External Input Sustainable Agriculture (LEISA)
Organic / Biological / Regenerative

Biodynamic Permaculture Nature Farming
High Sustainability
Natural Farming
External solutions to internal problems, detachment, compensatory control, unawareness, disempowerment
Higher efficiency of applied inputs
Substitution of Benign benign inputs design and management
Internal solutions to internal problems, integration, balance, awareness, responsive to feedback, complex, indirect, longterm, bio-ecological, global approaches to global problems, empowerment
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CHAPTER
LOCAL GOVERNMENT MANDATES ON AGRICULTURAL DEVELOPMENT
CHAPTER
LOCAL GOVERNMENT MANDATES ON AGRICULTURAL DEVELOPMENT
Through the decades, local government units have been encouraged to take on increasingly more active roles in agricultural development. Two major recent national policies have seen to that the 1991 Local Government Code and the 1997 Agriculture and Fisheries Modernization Act. As early as 1987, when Executive Order 116 further decentralized the Department of Agriculture through the creation of the Provincial/Municipal Agricultural Offices, policy framework, public investments and support services were already being pushed for more localized, domestic, and export-oriented agri-business enterprises.
The 1991 Local Government Code: Opportunities from Devolution and Localization
The 1991 Local Government Code revolutionized the concept of local governance in the country. Even though they had the mandate to handle local affairs, local government officials were considered before by many as mere local politicians and at best, as extensions of the national government. With the new Local Government Code, however, devolved powers and decentralized functions and responsibilities made these officials more responsible for local development. Local management and development of agriculture is one of the areas that got devolved to local governments.
SCOPE OF RESPONSIBILITIES OF THE LGUS

Under Section 17 of the Code, (a) LGUs shall endeavor to be self-reliant and shall continue exercising the powers and discharging the duties and functions currently vested upon them.
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They shall also discharge the duties and responsibilities of the national agencies and offices devolved to them. (b) Such basic services and facilities include, but are not limited to, the following: (1) For a Barangay: (i) Agricultural support services which include planting materials, distribution system, and operation of farm produce collection and buying stations; (2) For a Municipality: (i) Extension and on-site research services and facilities related to agriculture and fishery activities which include dispersal of livestock and poultry, fingerlings, and other seedling materials for aquaculture; palay, corn, and vegetable seed farms; medicinal plant gardens; fruit tree, coconut, and other kinds of seedling nurseries; demonstration farms; quality control of copra and improvement and development of local distribution channels, preferably through cooperatives; inter-barangay irrigation system; water and soil resource utilization and conservation projects; and enforcement of fishery laws in municipal waters including the conservation of mangroves; (viii) Infrastructure facilities intended primarily to service the needs of the residents of the municipality and which are funded out of municipal funds including, but not limited to, municipal, communal irrigation, small water impounding projects and other similar projects;
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LOCAL GOVERNMENT MANDATES ON AGRICULTURAL DEVELOPMENT 2
(3) For a Province: (i) Agricultural extension and on-site research services and facilities which include the prevention and control of plant and animal pests and diseases; dairy farms, livestock markets, animal breeding stations, and artificial insemination centers; and assistance in the organization of farmers' and fishermen's cooperatives and other collective organizations, as well as the transfer of appropriate technology; (vii) Infrastructure facilities intended to service the needs of the residents of the province and which are funded out of provincial funds including, but not limited to, provincial , and irrigation systems; and similar facilities; (4) For a City: All the services and facilities of the municipality and province
RESOURCE ALLOCATION AND FISCAL MANAGEMENT OPPORTUNITIES

Aside from these direct mandates for agricultural management, there are other opportunities for local government officials to flex their powers and resources in pursuit of agricultural development. They are given more leeway in terms of resource allocation and mobilization. Local government units are granted the power to raise local taxes and revenues from sand, gravel and quarry resources, and amusement to be able to source their own funds. Also, there is a provision on the increase in the share of LGUs from the Internal Revenue Allotment (IRA) from 20 percent to at least 40 percent. Moreover, there are mandatory and optional positions for local officials in each level of local government. Local chief executives have the power to appoint local personnel.
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MOBILIZATION OF OTHER STAKEHOLDERS

The private sector and civil society, through local peoples organizations, non-government organizations, cause-oriented groups, and other organizations are now given greater opportunity to participate in local decision-making and in the delivery of services. Partnerships, joint ventures, and working alliances are strongly encouraged. In concrete terms, the avenues for partnerships include the following: Allocation of seats to local bodies. Non-government organizations (NGOs) are allocated at least one-fourth of the seats in the Local Development Council, the primary policymaking and planning body for the area. The participation of NGOs provides opportunities for LGUs to consult constituents and to improve coordination efforts to secure development goals. Other local special bodies that have an agricultural orientation are the Agrarian Reform Councils (ARCs), Agricultural Food Councils (AFCs), and Fisheries and Aquatic Resource Management Councils (FARMCs). Joint ventures and undertakings. Local government units may enter into joint undertakings with NGOs in the areas of delivery of basic services, capability building and livelihood projects, local enterprise development, agriculture diversification, rural industrialization, ecological balance, and enhancement of economic and social well-being of the people.
Preparing for the 21st Century: The Agriculture and Fisheries Modernization Act
Another landmark legislation for agriculture is the 1997 Agriculture and Fisheries Modernization Act. It aims to boost the agriculture and fisheries sectors through modernization, greater involvement of small stakeholders, food security and food self-sufficiency, and people empowerment.
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The current Ginintuang Masaganang Ani (GMA) Makapagpabagong Programa Tungo sa Masagana at Maunlad na Agrikultura at Pangisdaan of the Macapagal-Arroyo administration program serves as the blueprint and guiding framework in the implementation of AFMA. One of its major strategies is the LGU-led approach to agriculture program implementation. Perhaps for the first time, local government units will spearhead the implementation of the GMA program, with the Department of Agriculture, the Department of the Interior and Local Government, and other concerned agencies providing financial and technical support.
AN INTEGRATED DEVELOPMENT APPROACH THROUGH SAFDZS

LGUs will assume leadership through the creation of the Strategic Agriculture and Fisheries Development Zones or SAFDZs. The SAFDZ refers to an identified area within the Network of Protected Areas for Agricultural and Agro-Industrial Development (NPAAD). These are selected areas for production, agro-processing and marketing activities which are expected to develop and modernize the agriculture and fisheries sector. Specific responsibilities of the LGU under AFMA: 1. Irrigation Service (AFMA Chapter 4. Sec. 31) The planning, design and management of Communal Irrigation Systems (CIS) including the management of the National Irrigation Authoritys (NIA) assets and resources in relation to CIS shall be transferred to the LGU. The budget for the development, construction, operation and maintenance of the CIS and other types of irrigation systems shall be prepared by and coursed through the LGUs. NIA will continue to render technical assistance to the LGUs even after the devolution is completed.
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2. The National Information Network (AFMA, Sec. 38) The National Information Network shall provide information and marketing services to the general public. These include: supply data, demand data, price and price trends, product standards, directory of cooperatives, traders, key market centers and other units concerned with agriculture (and fisheries) at the provincial and municipal level, resource accounting data, market forecasts, research information and technology, among others. The LGUs shall coordinate with the DA for technical assistance to accelerate the creation of information networks and training in the use of information for end-users in their respective jurisdictions. 3. Agriculture and Fisheries Infrastructure Support Services The LGU and the other departments (DPWH, DOTC and DTI) shall coordinate with the DA to address the infrastructure requirements of AFMA, such as, but not limited to: farm-to-market roads, water supply systems, public markets, and abattoirs. The LGUs will be encouraged to turn over the management and supervision of public markets and abattoirs to market vendorscooperatives. 4. Agricultural Extension The LGUs shall be responsible for delivering direct agriculture and fisheries extension services. The provincial governments shall integrate the operations for the extension services and shall undertake an annual evaluation of all municipal extension programs. The DA, together with state colleges and universities, shall assist in the LGUs extension system by improving their effectiveness and efficiency through capability-building and complementary extension activities.
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Because of the nature and extent of operations of the SAFDZ, it offers several fields for the exercise of effective leadership and innovative management. These include: a. Formulating an SAFDZ integrated development plan, which should be integrated into other local plans such as the local land use and zoning plan, local development plan, etc. b. Facilitating the preparation of a comprehensive SAFDZ integrated development plan where identified areas cross municipal and political borders. c. Streamlining and consolidating of agricultural programs and services of LGUs and national agencies, as well as other stakeholders, through the sharing of resources and complementation of roles and responsibilities. For the period of 2001-2004, an annual budget of P20 billion will be allocated to implement the AFMA. Budget distribution is shown in Table 4.
Table 4 AFMA Budget AFMA Components 1. Irrigation 2. Post-Harvest Facilities 3. Other Infrastructure 4. Credit 5. Marketing Assistance 6. Research and Development 7. Capability-Building 8. National Information Network 9. Salary Supplement for LGU Extension Workers 10. National Agriculture & Fisheries Education System 11. Rural Non-Farm Employment Training 12. SAFDZs Total Peso (Billions) 6.00 2.00 2.00 2.00 1.60 2.00 1.00 .80 1.20 1.00 .35 .05 20.00 Percent (%) 30.00 10.00 10.00 10.00 8.00 10.00 5.00 4.00 6.00 5.00 1.75 0.25 100.00
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(For more details on reference to LGUs in the AFMA, refer to the Annex.)
Monitoring Food Security Programs: Executive Order 86

In 1999, Executive Order 86 was issued, creating Food Security Councils at the national and provincial levels. The main task of these councils was to monitor the implementation of the food security programs developed at the local levels. Provincial governors were tasked to take the initiative in this monitoring function by inviting the participation of other stakeholders. Executive Order 86, together with the AFMA, further defined and strengthened local government involvement in agriculture. It spelled out the following: Agriculture and Fisheries Modernization Plans are to be developed by LGUs and funded by the national government. Resource allocation and utilization of national government agencies, particularly the DA, will be made more transparent through more frequent coordination meetings and encounters between the Office of the Provincial Agriculturist (OPA) and the DA Regional Director. Local government units are asked to recognize the imperative of updating staff managerial skills and functions; and are challenged to exercise more decisive leadership in implementing agricultural development programs.
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CHAPTER
ISSUES, CHALLENGES AND RECOMMENDATIONS IN LOCAL AGRICULTURAL DEVELOPMENT
ISSUES, CHALLENGES AND RECOMMENDATIONS
CHAPTER
On Agricultural Leadership and Governance
The sustainability and long-term implementation of agricultural programs were drastically affected by frequent transitions in government administration and political decision-making. Centerpiece programs and services tend to overlap and/or are repackaged versions of a previous administrations initiatives. For instance, the Ginintuang Masaganang Ani (GMA) does not differ much from Agrikulturang MakaMASA, which, in turn, is a reconditioned version of the Gintong Ani and Gintong Ani Plus programs of previous administrations. Economist Fermin Adriano reviewed the government strategies to address food security and agricultural productivity, citing the similarities among the programs across the various administrations. In each program, low levels of success were attributed to high program costs, regional financial crises, major policy mistakes, and currency devaluation, among others. 11 From these trends, it is obvious that on the one hand, the national framework needs to be adjusted. On the other hand, the local chief executives should exercise their autonomy and readily demonstrate their leadership and vision with respect to developing and managing agriculture in their areas of jurisdiction.
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Management and Structural Problems

In development planning, there is a tendency to utilize a reactive problem-solving, piecemeal approach (e.g., addressing specific concerns), instead of a more forward-looking, proactive approach. The low interest of most LGUs in agricultural development is reflected in the lack of a clearly articulated vision and direction for local rural development. The current management of agricultural development does not foster and nurture local initiatives. Projects are either subsumed in national program/s or are distinct initiatives supported by services available from national program/s. Initiatives in the agriculture service delivery, whether by the LGUs or by the national government, are generally sporadic, fragmented, reactive and done on a piecemeal basis. In pursuing nationally mandated programs, LGU involvement in management is reduced to producing annual requests for services (as captured in annual investment plans.) Local government officials are not prepared to take on additional responsibilities brought about by the localization of agricultural development. Operations are left to local agriculturists and veterinarians; rarely does the local chief executive take on a direct hands-on approach to agricultural development. The traditional and conservative mindsets of local chief executives (i.e., as politicians rather than leaders/development managers) are still common. A multi-stakeholder approach to agricultural development and management has yet to be institutionalized in local governments. The power and responsibility of managing local rural development is still largely perceived to be solely in the hands of LGUs.
Other Devolution/Localization Concerns

There is still no formal mechanism coordinating the regional structure of the Department of Agriculture with the local government (the PAO and the MAO).
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ISSUES, CHALLENGES AND RECOMMENDATIONS 3
There is a disparity between the plans and budget priorities prepared by the regional offices and the actual budget proposals of local governments. Many LGUs complain that they are not adequately prepared or given support by the DA in planning and implementing agriculture projects. Very few provinces invested in human resource development for devolved DA personnel. The lack of synergy between national and regional plans has left local governments to their own devices. The relatively weak technical capabilities of provincial and municipal agriculture staff resulted in the poor use of provincial allocations given the lag in project identification and preparation. There is low budget use by the DA which was attributed to the limited interaction between the regional office and the provinces in identifying priority projects. Budget allocation remains subject to partisan politics. In many areas, budget allocations for genuine priority areas were redirected to bailiwicks of political leaders. On the Implementation of AFMA: AFMA was not fully implemented due to severe budgetary constraints. The original annual P20 billion-budget of the DA shrank to P16 billion in 1999. Over-reliance on central funding hindered the implementation of projects, despite the presence of SAFDZ plans. Around 90 percent of the DA budget goes to operating expenditures, leaving only a small amount for agricultural service delivery (such as AFMA-related projects). LGUs have difficulty in providing counterpart resources. Aside from limited budget counterparts, there is a lack of extension workers at the LGUs.
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RECOMMENDATIONS
For LGUs to effectively take the lead in developing and managing local agricultural resources with the participation of local stakeholders, there must be changes in the way plans are prepared, implemented, monitored and evaluated. They should be geared towards productivity, farm management and agri-entrepreneurship, and the delivery of agricultural services. The recommendationsare focused on adjustments that can be made at the local level with the support of the stakeholders such as civil society organizations, farmers, the private sector and oversight agencies.
IMPROVEMENTS IN PLANNING AND MANAGING LOCAL AGRICULTURAL DEVELOPMENT

Strengthening participation in efforts to localize agricultural development involves a five-stage process that entails: (1) mobilizing stakeholders; (2) undertaking competitive assessment; (3) developing the local agricultural development plan in a participatory manner; (4) implementing the plan in collaboration with stakeholders; and (5) monitoring, evaluating and refining the plan in an iterative manner. Successfully mobilizing stakeholders is key to efforts to localize agricultural development. This means involving farmer organizations, cooperatives, agribusiness associations, rural women groups, local academic institutions, financing institutions such as rural banks, and line agencies, among others. They can serve as mechanisms for eliciting participation and input from parties that are acknowledged to be critical in agricultural and rural development. In particular, local special bodies such as Agrarian Reform Councils, Agricultural Food Councils, Fisheries and Aquatic Resource Management Councils can serve as venues for intelligent discourse and should be involved in strategic planning to determine the vision and direction of local agricultural development.
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Undertaking competitive assessment to determine the comparative advantage of local agriculture can help put local agricultural initiatives on track. For instance, a basic task is to compare local commodities to market specifications and requirements, as well as to match local capabilities with market demands. Afterwards, local agricultural development strategies that are consistent with the identified competitive advantage of the locality have to be formulated or selected, and, together with other local stakeholders, developed into a plan (i.e., as specific programs, projects, services and activities). The next stage is to transform the Agricultural Development Plan into concrete annual workplans and include it in the LGU budget. These workplans can be implemented if stakeholders support them and if a budget is allocated for the projects. Where resources are inadequate, LGUs should strive to enlist local support and contributions (i.e., from local stakeholders), and generate assistance from national, and, where warranted, international agencies. The last stage pertains to the monitoring and evaluation of the implementation of the Agricultural Development Plan to allow for adjustments that will improve its responsiveness. Again, multi-sectoral involvement is important.
SHIFT FROM SUBSISTENCE AND SURVIVAL MODE TO FOOD SECURITY/SUFFICIENCY PARADIGM

The paradigm in relation to food security needs to be reoriented to ensure the availability, adequacy, accessibility, and acceptability of the food supply. Local requirements must first be satisfied before focusing on an international market. The national government can set the policy direction toward this end by allocating more resources to agriculture and regulating the conversion of agricultural lands.
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PROMOTION OF FARM MANAGEMENT AND AGRI-ENTREPRENEURSHIP STRATEGIES

Subsistence farming must give way to a market-oriented, farm systems approach. This means that crop selection and production must have a direct correlation to market demands and should increase farmers income, without sacrificing food security, ecological balance, and sustainability. Farmers can venture into agri-entrepreneurship with its attendant changes in technological support, financing, organizing and social preparation. Capacity development in support of farm management, among others, is, however, needed to support this shift. Both local government officials and farmers are also encouraged to be managers. Market links and other support can emerge from the multi-sectoral partnership between LGUs, NGOs, POs, and business sector.
MORE RESPONSIVE, CLIENT-BASED AGRICULTURE EXTENSION SERVICES

Agriculture extension service must be client-based and responsive to the local realities of farmers. Agricultural research and development can also be localized through the involvement of capable volunteer-farmers and linking them with formal research institutions. This shift would require technology and systems dissemination through techno- demo farms, and the cooperation of farmers, agricultural technologists and other organizations; the provision of technical and management services; and through institutional development. The steps mentioned in this section are made feasible by changes in the political environment, particularly the enabling policies on devolution and local agricultural development.
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OPPORTUNITIES FOR LOCAL GOVERNMENT UNITS IN PROMOTING ORGANIC AGRICULTURE

As defined by the International Federation of Organic Agriculture Movements (IFOAM), organic agriculture includes all agricultural systems that promote the environmentally, socially, and economically sound production of food and fibers. By respecting the natural capacity of plants, animals and the landscape, organic agriculture aims to optimize quality in all aspects of agriculture and the environment. Organic agriculture dramatically reduces external inputs by refraining from the use of chemo-synthetic fertilizers, pesticides and pharmaceuticals. Instead, it allows the powerful laws of nature to increase both agricultural yields and disease resistance.
LGU PROMOTION OF ORGANIC AGRICULTURE CAN BENEFIT LOCAL FARMING COMMUNITIES:

1. It can INCREASE agricultural productivity through increased diversity, long-term soil fertility, high food quality, reduced pest/disease incidence, self-reliant production systems, and stable production. 2. It can IMPROVE the environment through reduced pollution, reduced dependence on nonrenewable resources, negligible soil erosion, wildlife protection, more resilient agro-ecosystems, and the compatibility of production with the environment. 3. It can IMPROVE local economic conditions through a stronger and self-reliant economy (through an increase in the income of farmers), income security, increased returns, reduced cash investments, and reduced risks. 4. It can ENHANCE the social condition of the community through improved health, better education, stronger community, reduced rural migration, gender equality, increased employment and better quality of the food supply.
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SOME TRENDS AND OPPORTUNITIES FOR ORGANIC AGRICULTURE

The current market demand is considerably higher than the supply, a situation that creates potential opportunities for developing countries in the short and medium term. The major international markets are the US, the EU and Japan. In Asia, the major market is Japan, but to a smaller degree, also Taiwan and Singapore, as well as Australia and New Zealand. The global organic market size in terms of retail sales was estimated at US$ 11 billion in 1998 and US$ 17.5 billion in 2000. With an increasing potential and annual growth rate between 20-30 percent, the global market is projected to reach US$ 100 billion in 2008. In the Philippines, the organic sector is relatively small. Although domestic production is growing at 10 to 20 percent annually, less than one percent of the agricultural hectarage in the Philippines is farmed organically, with many concentrated outside Metro Manila. In 2000, the Philippine organic exports included muscovado sugar for Germany and Japan, fresh bananas for Japan, banana chips and coconut oil and chips for Europe. In the local market, major organic products include rice, fresh vegetables and sugar, and major organic imports include honey, tea, coffee, spices, and mostly processed food. The premium price for organic products is estimated between 20-30 percent. The usual marketing channels are as follows: specialized organic outlets (Greenbelt, Alabang, TESDA, SIDCOR in Metro Manila), health shops, farmers cooperatives, and selected supermarkets for rice and muscovado. The target market for organic products covers a rangefrom the middle to upper classes.
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Organic agriculture offers a great opportunity for local farming communities and farmers organizations to explore agri-business ventures. LGUs can encourage farmer-groups to become involved in organic agriculture by: 1. Partnering with local groups such as NGOs and private sector groups that promote sustainable, organic agriculture. It is important to understand the framework and principles behind the strategy. Two NGOs SIBAT and MKAVIare already mentioned in this Resource Book. 2. Applying the framework and principles in the formulation and development of the local Agricultural Development Plan. The importance of a comprehensive plan for agricultural development is supported by the experience of Negros Occidental and Irosin in Sorsogon. 3. Being committed to implement programs and projects. Committed implementation entails fund allocation and sourcing (e.g., the Negros Occidental case); massive advocacy and social preparation (the Irosin case); and ingenuity in project development (the Davao del Norte case), among others.
OPPORTUNITIES IN MEDICINAL PLANT/HERBAL PRODUCTS

Medicinal plants/herbal products could form part of the local agricultural development strategy because of the significant demand for them in the global market. The present global market demand for herbal products is estimated at US$ 80 billion. In Malaysia, the market size is estimated at US$ 1.2 billion with an annual dynamic growth rate of 10-20 percent. Over 8,000 products have been registered and approved; the export of herbal products is over US$ 50 million. There are also over 800 herbal manufacturing companies producing herbal medicines and herbal cosmetic lines in Malaysia.
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In Germany, the estimated market size for herbal products is estimated at US$ 3.5 billion, and it continues to grow. Most of the herbs used are cultivated abroad by contract growers in Latin America and India, and then imported in bulk and packaged in Germany. The combined market size of herbal products for France, Italy, and Spain is estimated at US$ 1.5 billion. The US market size is estimated at US$ 1.5 billion. Table 5 analyzes information concerning traditional and health care in China and the Philippines.
Table 5. Comparison between traditional and health care in China and the Philippines
No. of licensed traditional doctors * No. of licensed traditional pharmacists: Hospital beds for traditional Chinese medicine patients No. of herbal manufacturing plants No. of staff employed Value of outputs of plants (or 0.1 percent of the output of China)
China (1986) 324,270 147,510 86,540
Philippines (2000) Less than 10 None None
Over 500 Approx. 100,000 US$571 M
Less than 4 Less than 100 US$ 540,000
* Natural medicine doctors registered under the Dept. of Health
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What are the local medicinal plants and herbal products available for possible agri-business ventures? In the Philippines, herbal or medicinal plants that are commonly used include lagundi in tablets for cough or asthma; sambong, a diuretic for kidney stone dissolution; ampalaya (Makiling variety) for diabetes; luya for motion sickness; akapulko as anti-fungal; luyang dilaw as anti-inflammatory in rheumatism; bawang for blood cholesterol reduction and as anti-fungal; banaba for diabetes; tsaang gubat for diarrhea and cavity prevention; yerba buena as antispasmodic; and bayabas as an antiseptic and for wound healing. Medicinal plants that are being developed with potential for use by the herbal industry include: 1. 2. 3. 4. 5. 6. 7. 8. Neem insect repellant Sweet basil sleeping aid, also used for dandruff control in shampoo Makabuhay scabies, immune system stimulant Alibungog anti-inflammatory Alagaw anti-inflammatory Takip kuhol or Takip suso immune system stimulant, wound healing Amargo (Quasia amara) digestive aid, immune system stimulant Dandelion immune system stimulant
Aromatic plants sought for essential oil extraction that are used for fragrance are: 1. 2. 3. 4. Citronella Lemongrass Patchouli Ylang-ylang
Local government units are encouraged to incorporate these in developing strategies that can be included in the planning and implementation of their agricultural development programs.
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CHAPTER
GOOD PRACTICES IN LOCAL AGRICULTURAL DEVELOPMENT
CHAPTER
GOOD PRACTICES IN LOCAL AGRICULTURAL DEVELOPMENT
The firstset of cases highlights innovative strategies employed by local government units in addressing specific agricultural concerns in their communities. These are offered in this Resource Book as references to help local government officials and other stakeholders create, develop and apply innovative approaches and strategies. Briefly, the cases mentioned tackle the following concerns that have been addressed by particular strategies.
Agricultural Concern/Issue 1. food security; lack of irrigation
Approach/Strategy Pagkaon 2000 Food Sufficiency Program (Provincial Government of Negros Occidental) - Irrigation development (diversion dams, small water impounding, etc.) - Productivity enhancement (fish distribution, carabao distribution) - Partnership with stakeholders (from barangay to provincial levels) Integrated Agrarian Reform Program (municipality of Irosin, Sorsogon) - Organization of agrarian reform beneficiaries - Skills enhancement - Inter-agency coordinated assistance approach through local special body - Fund sourcing Plant Protection Technology (provincial government of Davao del Norte) - Mass propagation of Trichogramma insect - Field demonstration and distribution - Training - Monitoring
2. land distribution
3. pest control; productivity
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The next set of cases highlights efforts of civil society and the private sector in the promotion of sustainable agriculture through a diversity of projects (e.g., capability-building, technological development, organizing, etc.).
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GOOD PRACTICES IN LOCAL AGRICULTURAL DEVELOPMENT 4
Local Government Efforts in Agricultural Service Delivery
PAGKAON 2000 FOOD SUFFICIENCY PROGRAM: NEGROS OCCIDENTAL PROVINCE THE GOAL
The province of Negros Occidental, like many rural, agricultural areas in the country, has been experiencing a steady decline in agricultural productivity, along with food shortage problems. Rice yield in 1996 was at a low 2.4 metric tons per hectare (the national average was 3 metric tons per hectare) and corn production was even lower at 1.93 metric tons per hectare. Poverty in the countryside was prevalent.
Contact Information: Office of the Provincial Governor Negros Occidental Province
To address this situation, the Office of the Provincial Governor initiated steps both at the organizational/institutional and community levels. The provincial government undertook organizational development which led to the creation of the Agricultural Engineering and Irrigation Systems Development Division. Agriculturists were assigned to different cities and municipalities in the province. Local special bodies were created and consultations were conducted to facilitate the development and implementation of the program. All of these interventions paved the way for the formulation of a local agricultural development program which effectively addressed the problems of low agricultural productivity and food security: the Pagkaon 2000 Food Sufficiency Program.
KEY FEATURES OF THE PROGRAM

Framework for local agricultural development. The various interventions introduced by the provincial government was integrated into the Pagkaon 2000 Program. The program served as the guiding framework of the sub-components of agricultural development to
49
Negros Occidental Province PAGKAON 2000 FOOD SUFFICIENCY PROGRAM
promote food security at the household level. Although the program was centered on infrastructure development, it employed other strategies such as crop diversification, fisheries and aquaculture development, nutrition program, and information and education campaigns. As a whole, the program took on the form of a comprehensive approach to the development of local agricultural resources. Infrastructure development strategies. The provincial government prioritized agricultural development. Local government structures and mechanisms were put in place, paving the way for a smooth implementation of agricultural projects. Irrigation development and construction were varied: diversion dams, small water impounding, small farm reservoirs, and pump irrigation. Social infrastructure development was also implemented through productivity enhancement strategies such as crop diversification; fisheries and aquaculture development; fish distribution; and information, education, and advocacy campaigns (e.g., School-on- the-Air). Institution-building and partnership mechanisms. By strengthening the provincial government office through the creation of the Agricultural Engineering and Irrigation Systems Development Division and other local special bodies, such as the Agricultural and Fisheries Committee and the Irrigation Development Council, the involvement of local stakeholders was institutionalized. Informal inputs also found their way into the program through barangay and district consultations/ meetings, dialogues with farmers, and technical conferences with government agencies.
STRATEGIES IN PROGRAM IMPLEMENTATION

Development of a comprehensive agricultural program (Pagkaon 2000) Creation and strengthening of institutions involved in spearheading the program, particularly the Office of the Provincial Government and local special bodies
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PAGKAON 2000 FOOD SUFFICIENCY PROGRAM
Negros Occidental Province
Fund allocation and resource management (P112 million so far has been spent for irrigation development; P18 million for pre- and post-harvest facilities; P4 million for scholarships; creation of special funds; automatic budget appropriations) Consultative and participative processes: regular meetings and consultations at the barangay, municipality, district, and provincial levels Institutionalization of monitoring and evaluation mechanisms (deployment of agriculturists per municipality/cities; monthly assessments)
GAINS/BENEFITS OF THE PROGRAM

The agricultural resource base of the province expanded as irrigated areas were increased from 31,000 hectares in 1996 to 39,000 hectares in 1999. Approximately 9,564 farmers gained from this development. In addition to this, 171 various farm equipment were distributed and post-harvest facilities were also constructed. To further augment the livelihood capacity of the farmers, 1,070 carabaos and 260,000 fingerlings of tilapia and other species were distributed. These translated to enhanced agricultural productivity after three years of implementing the program. Rice yield increased from 2.4 metric tons per hectare in 1996 to 3.35 metric tons per hectare in 1999, while corn yield improved from 1.93 metric tons per hectare in 1995 to 2.9 metric tons per hectare in 1999. Household income also increased by 30 percent to 39 percent. As a result, under-nutrition cases dropped from 12 percent in 1996 to 9 percent in 1999. In addition to these, the provincial government was able send 80 scholars to different universities nationwide. 283 farmers graduated from skills enhancement radio courses offered by the School-on-the Air program.
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INTEGRATED AGRARIAN REFORM PROGRAM: IROSIN, SORSOGON THE GOAL

Contact Information: Office of the Mayor Irosin, Sorsogon
Rural poverty in the municipality of Irosin, Sorsogon was traced to landlessness of the farmers and their lack of control over their farmlands. From this premise, local agricultural development was centered on agrarian reform. The innovation lies in the programs integrated area development approach, which covered the components of agricultural productivity and livelihood, rural infrastructure and electrification, environment, health, and gender and development.

Community organization and capability-building. The Integrated Agrarian Reform Program (IARP) of Irosin organized and enhanced the capabilities of agrarian reform beneficiaries. A series of training courses on values orientation, gender sensitivity, authentic humanism, farm planning and management and organizational development skills was conducted to prepare the farmers for effective agricultural productivity tasks. Partnership mechanisms. The Municipal Agrarian Reform Council (MARC), headed by the mayor and composed of representatives from 10 government agencies, private sector, nongovernment organizations and cooperatives/peoples organizations was organized. A common local agricultural development plan was formulated then guided and monitored by the MARC. Organizational development. The MARC had operational structures that facilitated the implementation of various tasks and functions. The MARC Management Committee took
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INTEGRATED AGRARIAN REFORM PROGRAM
Irosin, Sorsogon
charge of accessing to resources and using them, while the finance committee managed fund use. A coordinated assistance approach defined the working relationships of MARC institutional members. Funding support. Irosin did not rely solely on national government funding for its IARP. Having been declared as an Agrarian Reform Community, the municipality gained access to various sources of funds which amounted to P10 million a year. The regular funding of projects led to the development of infrastructure and support services.
PROGRAM IMPLEMENTATION STRATEGIES

Formulation of an Integrated Agrarian Reform Program Creation of local special bodies (e.g., Municipal Agrarian Reform Council, MARC Management Committee, Finance Committee) to spearhead program implementation Multi-sectoral consultation and planning Massive information campaign on the benefits of agrarian reform Hands-on negotiation with absentee landowners to fast-track land distribution Fund allocation and resource mobilization (LGU allocation of P2 million; P2 million from Land Bank; at least P10 million a year from external sources and NGOs) Effective partnership and networking (e.g., support from LIKAS, a non-government organization, reached a total of P15 million; this was used for the development of cooperatives, health services, promotion of sustainable agriculture, gender and development, and post-harvest facilities)

As a result of the agricultural development interventions, land was distributed in Irosin at a faster pace compared to the other municipalities of Sorsogon province. As of November 1998, around 75-85
53
Irosin, Sorsogon INTEGRATED AGRARIAN REFORM PROGRAM
percent of lands eligible for distribution through CARP were covered by Certificate of Land Ownership Awards or CLOAs. This benefited at least 75 percent of the municipalitys agrarian reform beneficiaries. The organizational and farm management capabilities of participating farmers and their groups were also enhanced. Infrastructure and other support systems in the form of farm-to-market roads, irrigation, credit programs, and water systems helped develop local agricultural relations and performance in Irosin.
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PLANT PROTECTION TECHNOLOGY DEVELOPMENT PROGRAM: PROVINCE OF DAVAO DEL NORTE THE GOAL
One of the main agricultural problems in the province of Davao del Norte has been the heavy use by farmers of hazardous, synthetic chemical pesticides for the control of harmful insects in corn, rice, cacao, and vegetables. Such dependence was caused by decades of agricultural practice that relied on pesticides to increase productivity.
Contact Information: Office of the Provincial Governor Office of the Provincial Agriculturist Davao del Norte Province
The provincial government of Davao del Norte, through the Office of the Provincial Agriculturist (OPA), developed and implemented a natural, environment-friendly strategy to fend off agricultural pests and insects harmful to crops: the use of Trichogramma in its Plant Protection Technology Program.

Local Research and Development. The provincial agriculturist piloted the breeding of the Trichogramma insect in a laboratory. With ample support from different sources, the production of the insect expanded. Social acceptance strategies. With the participation of cooperatives, field demonstration trials were conducted to demonstrate the plant protection technology. Farmers, after training, were also involved in the pilot studies through monitoring and data-gathering activities.
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Davao del Norte Province PLANT PROTECTION TECHNOLOGY DEVELOPMENT PROGRAM
Funding and technical support. The provincial government allocated funding for the development and implementation of the technology (P450,000 for the laboratory and equipment, P111,000 for operations, and P155,000 for demonstration farms), and was able to tap other funding sources. The private sector was involved through technical assistance provided by Nestle Philippines.
PROGRAM IMPLEMENTATION STRATEGIES

Laboratory pilot-testing and production of Trichogramma by the provincial agriculturist Provincial government support through funding and other fund-sourcing activities Field demonstration trials and training that involved cooperatives Mass propagation and distribution of Trichogramma cards Monitoring by farmers through the Trichocards

The natural plant protection technology did improve agricultural productivity for the program participants. Yields in corn jumped from 1 metric ton per hectare to 3 metric tons per hectare and yields in cacao soared from 250 kilograms per hectare a year to 600 in 1994. Costs of agricultural production also dropped as farmers recorded savings that averaged P900 to P1,000 per hectare. As the program reduced the exposure of farmlands to the hazards of chemical pesticides, agricultural sustainability was also ensured.
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Civil Society and Private Sector Promotion of Sustainable Agriculture Strategies
SUSTAINABLE AGRICULTURE PROGRAM: SIBOL NG AGHAM AT TEKNOLOHIYA (SIBAT) THE GOAL

Sibol ng Agham at Teknolohiya (SIBAT), a non-government organization, focuses its agricultural services program on enhancing farmers organized and conscious capability for sustainable agriculture.
Contact Information Executive Director SIBAT Tel: (02) 926-8971/ 410-2354
Its goal is to mitigate the negative effects of conventional or modern agriculture, which has resulted in the lack of sustainability and the loss of control by poor farmers over food production and agro-ecological systems.
PROGRAM COMPONENTS
Rural Ecological Farm Planning and Development Capability-building Genetic Resource Protection through Integrated Community Seed-banking Urban Food Production Watershed Management Water Systems Development
PROGRAM STRATEGIES
Stakeholders consultation Participatory situational/needs analysis
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Sibol ng Agham at Teknolohiya (SIBAT) SUSTAINABLE AGRICULTURE PROGRAM
Participatory planning and program/project development Strengthening of farmer organization Preference for appropriate technology
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BIODIVERSITY CONSERVATION IN COMMERCIAL BANANA PRODUCTION THE GOAL

Mt. Kitanglad Agri-Ventures, Inc., a business entity, produces highland sweet bananas for export to Asia and the Middle East. As part of its corporate aims, it endeavors to conserve soil, water, and other environmental resources for the preservation of the ecosystem.
Contact Information Operations Manager Mt. Kitanglad AgriVentures, Inc. (MKAVI) Alanib, Lantapan, Bukidnon Tel: (084)822-1138; (0916)336-2124
During the ventures pre-development stage, ecological baseline information was determined from the project site. Due to market demands and the declining environmental condition in the area, conservation techniques were incorporated in the production and management of banana exports.
PROGRAM COMPONENTS
Ecosystem Conservation Wildlife Conservation Integrated Pest Management Conservation of Water Resources Soil Conservation Collaboration with Stakeholders
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Mt. Kitanglad Agri-Ventures, Inc. BIODIVERSITY CONSERVATION IN COMMERCIAL BANANA PRODUCTION
STANDARDS AND PRINCIPLES FOLLOWED

This is based on the Better Banana Project, an international environmental certification similar to ISO certification: Ecosystem Conservation Wildlife Conservation Fair treatment and good conditions Good community relations Integrated Pest Management Integrated Waste Management Water Conservation Soil Conservation Planning and Monitoring
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LOCAL RAM PUMP MANUFACTURING FOR SMALL-SCALE IRRIGATION AND UPLAND COMMUNITIES THE GOAL
The Alternative Indigenous Development Foundation, Inc. (AID Foundation) is a non-government organization engaged in the development of agricultural technology for upland communities. Its goal is to facilitate technology transfer so that upland farms can be developed and production enhanced.
PROGRAM COMPONENT
Contact Information Executive Director Alternative Indigenous Development Foundation, Inc. (AID Foundation) Lot 30, Block 12 Puentevella Subd. Brgy. Taculing, Bacolod City Tel: (034) 4354691 Fax: (034) 4462330
Development of Water Pumps. Different types of water pumps were designed for upland farming. A hydraulic ram pump was eventually developed and promoted as a low-cost, low maintenance, environment-friendly technology that could transform rainfalldependent farms into integrated ones. Main Features of the Hydraulic Ram Pump Utilizes the momentum of a large flow of water under a small head to raise a smaller quantity of water to a higher elevation A valve is arranged to close suddenly, creating a water hammer of high pressure that forces water to a higher elevation
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AID LOCAL RAM PUMP MANUFACTURING FOR SMALL-SCALE IRRIGATION AND UPLAND COMMUNITIES
Requires a minimum fall of at least 75 centimeters and a minimum flow of water of at least 8 liters per minute Advantages of the Ram Pump Use of renewable energy (falling water) Very minimum operation cost; no need for electricity or fuel Pumps automatically on a 24-hour basis Durable Minimal number of moving parts Can pump up to 120 meters elevation Able to use many sources of water: springs, streams, irrigation canals, etc. Spare parts can be easily fabricated The output will depend on several factors: flow of water intake, pump size, fall of water and the delivery height.
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AGRICULTURAL EXTENSION SERVICES PROGRAM THE GOAL

The Pambansang Kilusan ng mga Samahang Magsasaka (PAKISAMA) seeks to provide agricultural extension services to its farmer-members. Its main strategy is to train and deploy a select group of farmers from among its member people's organizations to lead and provide agricultural extension services to ensure viable farming systems among its members.
PROGRAM COMPONENTS
On Farm School Systems - situation-oriented, on-site learning centers offering three experiential courses Extension Services - organization of farmer-members into farmer field school units and orientation on program and services Support Inputs and Facilities - part of extension services in the form of provision of seeds, fertilizer, starters/breeders, etc. Marketing
Contact Information Executive Director Pambansang Kilusan ng mga Samahang Magsasaka (PAKISAMA) Rm. 202 Partnership Center 59. C. Salvador St., Loyola Hts., Quezon City Telefax: (02) 4361689 Email: pakisama@codewan.com
OPERATIONAL STRATEGIES
Selection, recruitment, training and deployment Conversion of candidate farms into model farms Installation of at least 3 farmer-trainers/extensionists (FXs) per barangay
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PAKISAMA AGRICULTURAL EXTENSION SERVICES PROGRAM
Two-day immersions per week of FXs Ensuring mobility of FXs and provision of incentives Ensuring guidance and supervision of FXs

As of 2000, a total of 144 farmer-trainers/extensionists were developed by the program through skills enhancement and capability-building to undertake agricultural extension services to other farmermembers.
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CHAPTER
REFERENCES AND TOOLS
REFERENCES AND TOOLS 5
Recommended Sites for Study Tours

RECOMMENDED SITES
Geo Farm
HIGHLIGHTS
Integrated Appropriate Technologies Home gardening, agro-forestry, integrated farming Biogas, solar panels and windmill Total waste management Herbal medicine, spirulina and holistic healing Agro-ecology Organic farm Food processing center Products passion fruit juice, assorted jellies and jams and tablea Food processing made from indigenous fruits Organic farming
CONTACT DETAILS
The Management Geo Farm Barrio Mangayao, Bayambang, Pangasinan Tel: (075) 592-3349 Email: geofarm@mozcom.com
Kablon Farm
Manager Kablon Farm Tupi, South Cotabato 9505 Telefax: (083) 228-8508 Email: ernestopantua@yahoo.com Executive Director Kalahan Educational Foundation Sta. Fe, Imugan, Nueva Vizcaya
Kalahan Educational Foundation
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RECOMMENDED SITES
Gourmet Farms, Inc.
HIGHLIGHTS
Organic vegetable farm Food processing center Organic market Gourmet Restaurant
CONTACT DETAILS
Chief Operating Officer Gourmet Farms, Inc. 52 Aguinaldo Highway, Lalaan 2, 4118 Silang, Cavite Tel: (046) 414-0137 to 38 Fax: (046) 414-0613 Email: gourmetfarms@pacific.net.ph Manager Sustainable Upland Agriculture Resource Center (SUARC) Guba, Cebu Executive Director Don Bosco Diocesan Youth Center, Inc. Makilala, North Cotabato Executive Director MBRLC Bansalan, Davao del Sur Operations Manager Mt. Kitanglad Agri Ventures, Inc. Alanib, Lantapan, Bukidnon Tel: (02) 926-8971/410-2354
Mag-Uugmad Foundation, Inc.
Sloping agricultural land technology (SALT) farming Organic vegetable production Agro-forestry Bio-dynamic farming Microbial technology Sloping agricultural land technology (SALT) farming (14) Diversified commercial banana plantation practicing sustainable agriculture certified by rainforest alliance under ECO OK fair trade label
Makilala, North Cotabato
Mindanao Baptist Rural Life Center (MBRLC) Mt. Kitanglad Agri Ventures, Inc.
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Contact Details for Organic, Herbal and Natural Products Development
OPPORTUNITIES / REQUIREMENTS
1. Organic certification and inspection for local markets 2. Advisory/support for organic certification for export markets
CONTACT DETAILS
Executive Director Organic Certification Center of the Philippines, Inc. Golden Shell Pavilion Roxas Blvd. - Gil Puyat Ave., Pasay City 1300, Metro Manila Tel: (02) 831-2483 Fax: (02) 832-3965 Email: occphils@yahoo.com Natural Products Division Chief Center for International Trade Expositions and Missions (CITEM) Golden Shell Pavilion Roxas Blvd - Gil Puyat Ave., Pasay City 1300, Metro Manila Tel: (02) 831-2483 Fax: (02) 832-3965 Email: nproducts@citem.com.ph Department Head Dept. of Horticulture UPLB, Los Baos, Laguna
1. Herbal development program 2. Product licensing program 3. Export promotion of organic, herbal and natural products
1. 2. 3. 4.
Herbal agriculture Production trial Feasibility studies Contract growing
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OPPORTUNITIES / REQUIREMENTS
1. 2. 3. 4. Herbal processing Technical assistance Technology transfer Referral service
CONTACT DETAILS
Director General Philippine Institute of Traditional and Alternative Health Care Bldg 10, San Lazaro Compound Santa Cruz, Manila Metro Manila Fax: (02) 781-8838
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Reference Materials and Practical Tools

A. Integrated Area Development Tools 1. Conceptual Review Community-Based/ Area-Based Conceptual Framework 2. Selection of project area Poverty indicators Ecosystems assessment tools, including GIS, transect, etc. 3. Assessment of project area Participatory Rural Appraisal Environmental mapping Community mapping Scoping SWOT 4. IAD Planning Technology of Participation ZOPP Logical Framework Environment & Natural Resources Accounting Extended Cost-Benefit Analysis Environmental Impact Assessment 5. Project Implementation Operations Manual Computerized MIS
71
CO/CD Manuals Benefits Monitoring and Evaluation B. University of the Philippines Los Baos Agro-forestry Program Soil and Water Conservation: A Training Manual. 1994 C. DAR-UNDP SARDIC Programme (1999) Compendium on Sustainable Agriculture. Perspectives and Strategies of Advocates and Practitioners in the Philippines. 208 pp. D. Galing Pook Foundation (2001) Kaban Galing. The Philippine Case Bank on Innovation and Exemplary Practices in Local Governance. Volume 1. Striving for Good Local Governance. 95 pp. Volume 2. Managing the Environment. 85 pp. Volume 3. Transforming the Local Economy. 129 pp. Volume 4. Fighting Poverty Together. 101 pp. Volume 5. Promoting Excellence in Urban Governance. 55 pp. Volume 6. Institutionalizing Child Friendly Governance. 119 pp. E. International Rice Research Institute (IRRI) (1991) Pandey, R.K. A Primer on Organic-Based Rice Farming. 201 pp. F. PAKISAMA (2001) Sustainable Agriculture. The Pakisama Viewpoint. 39 pp.
72
G. Pilipinas Shell Foundation, Inc. (1989) Pama-agi sa Mainuswagon Nga Pagpanguma para sa Benepisyaryo sa Repormang Agraryo. 230 pp. H. International Institute of Rural Reconstruction Publications and Communications Department, International Institute of Rural Reconstruction Y.C. James Yen Silang, Cavite 4118 Tel: (046) 4142417 Fax: (046) 4142420 Email: publications@iirr.org or bookstore@iirr.org 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Shifting Cultivation: Towards Sustainability and Resource Conservation Enhancing Ownership and Sustainability: A Resource Book on Participation 2001 Going to Scale: Can We Bring More Benefits to More People More Quickly? Enhancing Sustainability of Rice Economy in the Philippines FarmersChanging the Face of Technology: Choices and Adaptations of Technology Options, 1999. Environmental Health: A sourcebook of materials, 1999. Participatory Monitoring & Evaluation: Experiences & Lessons Creative Training: A Users Guide, 1998. Resource Management In Rain-fed Dry Lands: An Information Kit, 1997. Environmentally Sound Technologies For Women in Agriculture, 1996. Recording And Using Indigenous Knowledge: A Manual, 1995. Resource Management for Upland Areas in Southeast Asia, 1995. Ethno-Veterinary Medicine in Asia: An Information Kit on Traditional Animal Health Care Practice, 1994.
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14. 15. 16. 17. 18. 19. 20.
The Bio-Intensive to Small-Scale Household Food Production, 1993. Environment, Agricultural and Natural Resources Management: Basic Concept, 1993. Environment, Agricultural and Natural Resource Management: Ideas for Action, 1993. Agroforestry Technology Information Kit, 1992. Farmer-proven Integrated Agriculture-Aquaculture. A Technology Information Kit, 1992. Low-External Input Rice Production Technology Information Kit, 1990. Towards Better Enterprises: Business Development, Marketing & Microfinance Practices
I. Philippine Rice Research Institute Email: dev_comm@philrice.gov.ph 1. Technoguides a. b. c. d. e. f. g. h. i. j. k. l. m. n. 10 Steps in Compost Production (English, Ilocano, Tagalog) Pagpaparami ng Purong Binhi ng Palay Rodents Management Controlled Irrigation Management of Zinc-deficient Soils Management of Golden Apple Snail Minus-one Element Technique Management of the Rice Black Bug Leaf Color Chart (English, Tagalog, Ilocano editions) Equipment for Rice Production and Processing 40-kilogram Certified Seeds Per Hectare Characteristics of Popular Rice Varieties Rice Stem Borers in the Philippines Rice Tungro Virus Disease
74
2. Manuals/catalogs a. b. c. d. e. f. g. h. Genetic Rice Resources Field Guide on Harmful & Useful Organisms in the Philippine Rice Fields Let's Produce More Rice (A Training Manual) NCT Manual for Rice: Guidelines and Policies Pagpaparami ng Binhing Haybrid na Palay Philippine Seedboard Rice Varieties Rice Field Weeds in the Philippines Virus and Virus-like Diseases of Rice in the Philippines
3. Books/Proceedings/Others a. b. c. d. e. f. g. h. i. A Recipe Book on Traditional Rice Food Products in the Philippines Highland Rice Production in the Philippine Cordillera Host index of Plant Diseases in the Philippines Advances and Challenges in Hybrid Rice Technology in the Philippines GO-NGO Collaboration: Towards People Empowerment Philippine Rice Statistics (1970-1996) Regional Rice Statistics (1970-1992) Rice Statistics Handbook (1970-1997) Mga Katawagan sa Agrikultura (May Diin sa Pagpapalayan An English-Filipino Dictionary)
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ENDNOTES
1Reaction to Philippine Agriculture: Are We Ready for the Competition?by Fr. Francis Lucas of the Asian NGO Coalition for Agrarian Reform and Rural Development at the Department of Agriculture and UP Program in Development Economics Lecture Series, Bureau of Soils and Water Management, Quezon City, 17 July 2003 2Ibid. 3Ibid. 4Ibid. 5Ibid. 6Philippine Agriculture: Are We Ready for the Competition? A Paper presented by Dr. Arsenio M. Balisacan at the Department of Agriculture and UP Program in Development Economics Lecture Series, Bureau of Soils and Water Management, Quezon City, 17 July 2003. 7Ibid. 8Fr. Francis Lucas 9Dr. Balisacan 10Fr. Francis Lucas
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11Adriano, Fermin P. The State of Philippine Agriculture and the Role of Local Government. A thematic paper on agriculture included in the policy booklet entitled, Food Security from Below. Strengthening National Government-Local Government Partnership in Grains Production. (1999)
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ANNEXES
REFERENCES TO LGUs IN THE AGRICULTURE AND FISHERIES MODERNIZATION ACT OF 1997 (RA 8435)
TITLE 1 PRODUCTION AND MARKETING SUPPORT SERVICES
Chapter 1 Strategic Agricultural and Fisheries Development Zones SEC. 7. Model Farms. The Department, in coordination with the local government units (LGUs) and appropriate government agencies, may designate agrarian reform communities (ARCs) and other areas within the SAFDZ suitable for economic scale production which will serve as model farms. SEC. 9. Delineation of Strategic Agriculture and Fisheries Development Zones. The Department, in consultation with the Department of Agrarian Reform, the Department of Trade and Industry, the Department of Environment and Natural Resources, Department of Science and Technology, the concerned LGUs, the organized farmers and fisherfolk groups, the private sector and communities shall, without prejudice to the development of identified economic zones and free ports, establish and delineate based on sound resource accounting, the SAFDZ within one (1) year from the effectivity of this Act.
Chapter 2 Agriculture and Fisheries Modernization Plan SEC. 19. Role of Other Agencies. All units and agencies of the government shall support the Department in the implementation of the AFMP.
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LOCAL AGRICULTURAL DEVELOPMENT
The Department of the Interior and Local Government shall provide assistance to the Department in mobilizing resources under the control of local government units. Chapter 3 Credit SEC. 23. Scope of the Agro-Industry Modernization Credit and Financing Program (AMCFP). The Agroindustry Modernization Credit and Financing Program shall include the package and delivery of various credit assistance programs for the following: i) Privately-funded and LGU-funded irrigation systems that are designed to protect the watershed; Chapter 4 Irrigation SEC. 31. Communal Irrigation Systems (CIS). The Department shall, within five (5) years from the effectivity of this Act, devolve the planning, design and management of CISs, including the transfer of NIA's assets and resources in relation to the CIS, to the LGUs. The budget for the development, construction, operation and maintenance of the CIS and other types of irrigation systems shall be prepared by and coursed through the LGUs. The NIA shall continue to provide technical assistance to the LGUs even after complete devolution of the Irrigation Systems to the LGUs, as may be deemed necessary. Chapter 5 Information and Marketing Support Service SEC. 39. Coverage. A market information system shall be installed for the use and benefit of, but not limited to, the farmers and fisherfolk, cooperatives, traders, processors, the LGUs and the Department.
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ANNEXES
SEC. 43. Initial Set-up. The Department shall provide technical assistance in setting-up the NIN at the local level through the cooperatives and LGUs: Provided, That, at the local level, a system that will make marketing information and services related to agriculture and fisheries will be readily available in the city/municipal public market for the benefit of the producers, traders and consumers. SEC. 44. Role of Government Agencies. The Bureau of Agricultural Statistics will serve as the central information server and will provide technical assistance to end-users in accessing and analyzing product and market information and technology. The Department of Transportation and Communications shall provide technical and infrastructure assistance to the Department in setting up the NIN. LGUs shall coordinate with the Department for technical assistance in order to accelerate the establishment and training of information end-users in their respective jurisdictions. Chapter 6 Other Infrastructure SEC. 46. Agriculture and Fisheries Infrastructure Support Services. The Department of Public Works and Highways, the Department of Transportation and Communications, the Department of Trade and Industry and the LGUs shall coordinate with the Department to address the infrastructure requirements in accordance with this Act: Provided, That, the Department and the LGUs shall also strengthen its agricultural engineering groups to provide the necessary technical and engineering support in carrying out the smooth and expeditious implementation of agricultural infrastructure projects. SEC. 52. Farm-to-Market Roads. The Department shall coordinate with the LGUs and the residentfarmers and fisherfolk in order to identify priority locations of farm-to-market roads that take into account the number of farmers and fisherfolk, and their families who shall benefit therefrom and the amount, kind and importance of agricultural and fisheries products produced in the area.
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Construction of farm-to-market roads shall be a priority investment of the LGUs which shall provide a counterpart of not less than ten percent (10%) of the project cost subject to their IRA level. SEC. 55. Water Supply System. The Department shall coordinate with the DPWH and the LGUs for the identification and installation of water supply system in the locality for agro-industrial uses to enhance agriculture and fisheries development in the area. SEC. 58. Public Market and Abattoirs. The Department shall encourage the LGUs to turn over the management and supervision of public markets and abattoirs to market vendors' cooperatives and for that purpose, the appropriation for post-harvest facilities shall include the support for market vendors' cooperatives. The Department shall coordinate with the LGUs in the establishment of standardized market systems and use of sanitary market facilities, and abattoirs, intended to ensure food safety and quality.
TITLE 2 HUMAN RESOURCE DEVELOPMENT

SEC. 71. Counterpart Funding from LGUs. The LGUs shall, within two (2) years from the effectivity of this Act, provide at least ten percent (10%) of the Maintenance and Other Operating Expenses (MOOE) budget for the operation of the provincial institutes within their area of responsibility. In consultation with the LGUs, the CHED shall develop a provincial-national partnership scheme for a reasonable sharing of financial support taking into account social equity factors for poor provinces.
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ANNEXES
TITLE 3 RESEARCH DEVELOPMENT AND EXTENSION

Chapter 2 Extension Services SEC. 90. The Role of Local Government Units. The LGUs shall be responsible for delivering direct agriculture and fisheries extension services. The provincial governments shall integrate the operations for the agriculture extension services and shall undertake an annual evaluation of all municipal extension programs. The extension programs of state colleges and universities shall primarily focus on the improvement of the capability of the LGU extension service by providing: a) b) c) d) e) Degree and non-degree training programs; Technical assistance; Extension cum research activities; Monitoring and evaluation of LGU extension projects; and Information support services through the tri-media and electronics.
SEC. 92. The Role of Government Agencies. The Department, together with state colleges and universities shall assist in the LGU's extension system by improving their effectiveness and efficiency through capability building and complementary extension activities such as: a) technical assistance; b) training of LGU extension personnel; c) improvement of physical facilities; d) extension cum research; and e) information support services.
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SEC. 95. Extension Communication Support for LGUs. The Department, in coordination with the public and private universities and colleges, shall develop an integrated multimedia support for national and LGU extension programs. The Department shall assist the LGUs in the computerization of communication support services to clients and linkages to the NIN.
TITLE 4 RURAL NON-FARM EMPLOYMENT

Chapter 1 SEC. 98. Principles. The Department, in coordination with the appropriate government agencies, shall formulate the Basic Needs Program to create employment and cushion the effects of liberalization based on the following principles: a) No credit subsidies shall be granted. The normal rules of banking shall apply to all enterprises involved, provided that existing credit arrangements with ARBs shall not be affected; b) Enterprises can use training, information, advisory and related services of the Government free of charge; c) The participation of the private sector shall be voluntary. Teams composed of specialists from government agencies and the private sectors shall develop pilot programs in selected locales to establish the planning, implementation and evaluation procedures. SEC. 99. Participation of Government Agencies. The replication of the program shall be the responsibility of the local government units concerned in collaboration with the appropriate government agencies, and the private sector. The local government units shall bear the costs of promoting and monitoring the basic needs program for which their IRA shall be increased accordingly as recommended by the Secretary of the Department: Provided, That the appropriate national government agencies shall continue to provide the necessary technical as well as financial assistance to the LGUs in the replication of the program.
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ANNEXES
Chapter 3 Rural Industrialization Industry Dispersal Program SEC. 101. Role of Government Agencies. The appropriate government agencies, under the leadership of the LGUs concerned, shall provide integrated services and information to prospective enterprises under the one-stop-shop concept. Local government units are authorized to undertake investment and marketing missions provided that the costs of such missions are borne by the LGUs concerned. In making their land use plans, the LGUs, in consultation with the appropriate government agencies concerned, shall identify areas for industrial parks. Chapter 4 Training of Workers SEC. 104. Role of TESDA. TESDA shall organize local committees that will advise on the scope, nature and duration of training for the above-mentioned programs. TESDA is authorized to request the additional budgetary resources for these programs: Provided, That after a reasonable period, the task of coordinating the training is transferred to the LGUs concerned.
GENERAL PROVISIONS
SEC. 111. Initial Appropriation. For the first year of implementation of this Act, the amount of Twenty billion pesos (P20,000,000,000.00) is hereby appropriated. The Department is hereby authorized to realign its appropriations in the current year of the date of effectivity of this Act to conform with the requirements of this Act: Provided, That the amount shall be allocated and disbursed as follows: 7) Five percent (5%) for capability-building of farmers and fisherfolk organizations and LGUs for the effective implementation of the agriculture and fisheries programs at the local level;
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Re-Envisioning Local Agricultural Development - A Guide For Development Managers

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Re-Envisioning Local Agricultural Development - A Guide For Development Managers

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AGRICULTURE Writer Gerry de Asis Editor Chay Florentino-Hofilea Project Management Amihan Perez Ateneo Center for Social

Re-envisioning Local Agricultural Development:

Department of the Interior and Local Government (DILG)

National Economic and Development Authority (NEDA)

Canadian International Development Agency

Agriteam Canada www.agriteam.ca

Federation of Canadian Municipalities (FCM) www.fcm.ca

A ROUGH ROAD TO TRUDGE

EXPANDING THE SCOPE

OVERVIEW OF THE AGRICULTURE SECTOR

Philippine Agriculture in Crisis: A Troubling Scenario

PROFILE OF AGRICULTURAL CROPS

1 LOCAL AGRICULTURAL DEVELOPMENT

Source of Data: National Statistical Coordination Board (NCSB) in Adriano (1999).

OVERVIEW OF THE AGRICULTURE SECTOR 1

DECLINING TRENDS IN AGRICULTURE

1 LOCAL AGRICULTURAL DEVELOPMENT

OVERVIEW OF THE AGRICULTURE SECTOR 1

EFFECTS OF DOWNTREND IN AGRICULTURE

SOME REASONS BEHIND THE DOWNTREND

1 LOCAL AGRICULTURAL DEVELOPMENT

OVERVIEW OF THE AGRICULTURE SECTOR 1

CENTRALIZED APPROACH TO AGRICULTURAL DEVELOPMENT

1 LOCAL AGRICULTURAL DEVELOPMENT

OVERVIEW OF THE AGRICULTURE SECTOR 1

Hope for the Farmers: Gaining a New Perspective

1 LOCAL AGRICULTURAL DEVELOPMENT

OVERVIEW OF THE AGRICULTURE SECTOR 1

1 LOCAL AGRICULTURAL DEVELOPMENT

LOCALIZATION OF AGRICULTURAL RESPONSIBILITIES

OVERVIEW OF THE AGRICULTURE SECTOR 1

Localizing Agricultural Development

1 LOCAL AGRICULTURAL DEVELOPMENT

LOCAL AGRICULTURAL DEVELOPMENT FRAMEWORK

1 LOCAL AGRICULTURAL DEVELOPMENT

Organic / Biological / Regenerative

External solutions to internal problems, detachment, compensatory control, unawareness, disempowerment

Higher efficiency of applied inputs

Substitution of Benign benign inputs design and management

LOCAL GOVERNMENT MANDATES ON AGRICULTURAL DEVELOPMENT

SCOPE OF RESPONSIBILITIES OF THE LGUS

2 LOCAL AGRICULTURAL DEVELOPMENT

LOCAL GOVERNMENT MANDATES ON AGRICULTURAL DEVELOPMENT 2

RESOURCE ALLOCATION AND FISCAL MANAGEMENT OPPORTUNITIES

2 LOCAL AGRICULTURAL DEVELOPMENT

MOBILIZATION OF OTHER STAKEHOLDERS

LOCAL GOVERNMENT MANDATES ON AGRICULTURAL DEVELOPMENT 2

AN INTEGRATED DEVELOPMENT APPROACH THROUGH SAFDZS

2 LOCAL AGRICULTURAL DEVELOPMENT

LOCAL GOVERNMENT MANDATES ON AGRICULTURAL DEVELOPMENT 2

2 LOCAL AGRICULTURAL DEVELOPMENT

Monitoring Food Security Programs: Executive Order 86

ISSUES, CHALLENGES AND RECOMMENDATIONS

On Agricultural Leadership and Governance

3 LOCAL AGRICULTURAL DEVELOPMENT

Management and Structural Problems

Other Devolution/Localization Concerns

ISSUES, CHALLENGES AND RECOMMENDATIONS 3

3 LOCAL AGRICULTURAL DEVELOPMENT

IMPROVEMENTS IN PLANNING AND MANAGING LOCAL AGRICULTURAL DEVELOPMENT

ISSUES, CHALLENGES AND RECOMMENDATIONS 3

SHIFT FROM SUBSISTENCE AND SURVIVAL MODE TO FOOD SECURITY/SUFFICIENCY PARADIGM

3 LOCAL AGRICULTURAL DEVELOPMENT