Sarangani

Transcription

Sarangani

SARANGANI PROVINCE
PROVINCIAL COMMODITY INVESTMENT PLAN
I. DEVELOPMENT BACKGROUND
The province of Sarangani is located in the southernmost part of the island of
Mindanao between latitudes 05°33’41” and 06°32’04” North and longitudes 124°21’39.6”
and 125°35’11” East. The province is situated on both sides of Sarangani Bay. The
intersecting jurisdictional area of the chartered City of General Santos, situated by the
head of the bay, separated the province into two parts. The province’s longitudinally
elongated western section faces south to the Celebes Sea with its back to the Daguma
Range and South Cotabato. It borders on the province of Sultan Kudarat to the west and
on the province of South Cotabato to the north. The province’s latitudinally elongated
eastern section in a north-south direction is eastern flanked against Davao del Sur and
Alip Range. Its western side is bounded by the province of South Cotabato, General Santos
City, and Sarangani Bay.
Map 1.Geographical Location
Alienable and disposable lands refer to those lands of the public domain which have been
the subject of the present system of classification and declared as not needed for forest
purposes. A total of 1,262.31 square kilometers or 31.7 percent is considered as A&D
areas in the province. An estimate of 90% of the total alienable and disposable land is
devoted to agricultural crops. The remaining 2,724.33 square kilometer or 68.3 percent
of the total land area of the province are forestland. Classified forest lands include forest
reservations, Forest Timberland (Forest Production), National Parks, Military/Naval
Reservation, Civil Reservation and Fishpond. In this sub-classification, only Fishpond and
Forest Timberland are present in Sarangani Province which constitutes 55.7% of the total
forestland. All other areas not falling under Alienable and Disposable Areas and Classified
Forest lands are Unclassified Forest Lands.
The province’s population in 2010 increased to 498,904 from 410,622 in 2000. It grew
by about 1.97 percent annually for the last ten years, lower than the 3.79 percent annual
growth rate registered for the period 1990 to 2000. The highest annual growth rate in
2000-2010 was posted by Malapatan at 3.00 percent while Malungon recorded the lowest
at 0.19 percent.
Sarangani Province posted a poverty incidence among families of 36.7 % (34,205
families) in 2003 with a decrease in 2006 of 34% (33,202 famIlies) and posted an
increase in 2009 of 40.7% (39,182 families). The data is based on the refined
methodology by National Statistical Coordination Board – source of official poverty
statistics. This means that in 2003, 37 out of 100 families in Sarangani were poor, 34
families in 2006 and in 2009 it increased to 41 families from out of 100 families who
are poor or with income below poverty threshold. A decrease of 3% between 2003 and
2006 was noted, while in 2009 it posted an increase of 4% over 2003 poor families in the
province. Poverty incidence refers to those families or households with income below
poverty threshold. In 2009 a person living in Sarangani needed an annual income of at
least P14,987 to satisfy his/her basic food/non-food needs.
In 2003, table shows that Sarangani ranked No. 11 among the poorest Provinces in the
country based on the official poverty statistics by NSCB then in 2006 it showed an
improvement and lowered to rank No. 17, however in 2009 the Province ranked No. 12
among the poorest Provinces.
Comparing the two Community-based Monitoring System (CBMS) Results, in 2011 CBMS
initial results, poverty incidence among households is 61.3% which showed a decrease of
3.3% over 2007 with 64.6.
Among the factors that contribute to a slight decrease in poverty incidence are the
following : increase in population; in 2006-2009 – rice price increase, in 2008- Global
financial crisis and in 2009 - El Nino.
Table 1. Poverty Incidence 2003-2009 & 2007 & 2011, Sarangani Province
Population
2003
Poverty Incidence
Among Families
442,246
RANK
Magnitude of
Poor Families
36.7
11
34,205
Annual per Capita
Poverty Threshold
(Php)
9,780
2006
469,929
34.0
17
33,202
11,953
2009
495,021
40.7
12
39,182
14,987
64.6
57,384 households
13,531
61.3
62,356 households
14,987
2007*
2011*
474,949
515,384
Sources :
- National Statistical Coordination Board , 2003, 2006 & 2009 using the official poverty
refined methodology
* CBMS Results 2007 & CBMS 2011 Results, Sarangani Province
II. DEVELOPMENT VISION AND FRAMEWORK OF THE PROVINCE
Vision
“Sarangani as a community of empowered people living in a safe and self-sustaining environment
supported by a globally competitive economy through God-centered governance”
The elements of this vision are articulated in the table below:
Representatives of the different social and economic sectors in the province pointed to the
following initially proposed success indicators for the elements of the vision, which need further
consultation with stakeholders:
VISION ELEMENTS
Self – sustaining
Agro
–
industrial

DESCRIPTORS
sufficient staple food

work for employables

enjoying a balanced and healthful ecology

high – value fruits, fish, livestock and other agro
economy
Globally competitive
products


superior products at competitive cost
highly competent human resources
satisfying
or meeting globally-accepted standards
Empowered people

strengthened capability for effective participation
in policy and plan formulation, implementation and
evaluation

People are provided with basic services

primary health care

free elementary education

affordable staple food

shelter subsidy to poor

infrastructure

other mandated basic services

proactive approach

reach out to the people
Transparent governance

God-centered

Citizen’s right and access to information and
scrutiny of government’s acts
trust in divine providence
governance

ethical behavior

respect for every person
III. PRIORITY COMMODITY CHAIN DEVELOPMENT: VIRGIN COCONUT OIL
A. Commodity Profile
Sarangani, a young province, is identified as among the poor provinces in the Philippines
inhabited by various ethnic groups like B’laans, T’boli, Kalagan, and Kaolo, a good number
of Muslims who are mostly occupying the coastal areas, and different settlers from the
Visayas and Luzon. High hopes rest on the PRDP in touching the lives of the impoverish
indigenous peoples and those belong to the poorest of the poor in coconut farming
communities.
Coconut is the major crop of Sarangani Province that’s why it is the priority commodity
of consideration covered under PRDP. Other than copra which is the traditional produce
of coconut farmers, Virgin coconut Oil (VCO) is the subject of value chain analysis.
According to the Coconut Industry Situationer (PCA, 2010) the Philippines has 3.57
million hectares planted to coconut with 3.5 million coconut farmers, who are either
landowners, landowner-tillers, tenant-tillers or farm workers. Almost 30 million
Filipinos or one-third (⅓) of the Philippine population benefit directly or indirectly from
the coconut industry.
For centuries, the Philippines prided in as the world’s “King of Coconuts”, but the baton
took by Indonesia who surpassed land area planted with coconut. However, the former
maintains its status as the world’s premiere exporter of coconut products, quite opposite
to the Indonesians who consume most of their coconut produce. The Philippines used to
export 80% of its coconut products while Indonesia consumes 80% of their produce.
Unlike the Philippines, Indonesia’s coconut industry is not at the mercy of foreign buyers.
The SOCCSKSARGEN Region (Region XII, 2012 coco statistics) has a contribution of
224,700 hectares planted with 22,991,536 coconut trees toiled by 105,599 farming
families. The existing 17,856,072 bearing coconut trees produce 1,274,837,593 annual
nut production translated into 318,152 metric tons in copra terms.
Sarangani Province is Region XII’s champion for coconut. It accounts to 43% of the
Region’s coconut production. The 2013 coconut statistics of Sarangani Province marked
a total of 92,727.16 hectares cocal area planted with 9,272,716 coconut trees. Out of
which, 7,603,356 bearing coconut trees produce an annual production of 545,954,327
nuts translated into 121,323.18 metric tons in copra terms produced by 51,689 coconut
farming families (Tables 7, 8, & 9).
Like all coconut farming communities in the Philippines, the majority coconut farmers in
Sarangani Province are small landholders (at 2.00 has.) who depend largely on copra
sales for livelihood by just throwing away coconut water and husks to waste. Financially
constraint, 50% of coconut farmers resort to sun drying that produce worst copra during
bad weather in terms of high moisture content, aflatoxin-related molds infection,
contamination with dust, dirt, and other foreign matter, and the presence of rubberized
copra as result of harvesting premature nuts. The traditional “tapahan” is used by about
45% of coconut farmers in drying copra. It is effective in drying but the copra produced
is black due to smoke as a result of direct or semi-direct firing. Further blanching,
bleaching, and deodorizing processes are needed at oil mills in order to remove the
polycyclic aromatic hydrocarbons (PAH) on black copra, of which costs redound to the
decrease in farm gate prices.
Handed down from their forefathers, the suki system is already part of their lives when
coconut farmers rely most of their financial and providential needs to their suki (copra
traders), quid pro quo, purchase of copra at reduced prices. The Filipino value of strong
sense of gratification (utang-na-loob) blinded coconut farmers to access to fair copra
buyers or to whole nut buyers.
Where there are big coconut plantations are also the number of tenant-tillers who are
designated by landowners to do copra making at agreed sharing arrangements, usually
at 33.33% (one-third) of copra sales. The two-thirds share are the net proceeds of the
landowner. More agrarian disputes result to untimely and unabated cutting of productive
coconut trees, or resort to land/crop conversion just to rid of tenants.
For various reasons, there is low productivity and unprofitability of production due to
monocropping, poor cultural practices, high costs of production, and low farm gate prices.
Farmers cut productive coconut trees, converted coconut plantations to commercial,
industrial, and residential uses and changed to other crops as immediate means for cash.
On the other hand, over a million coconut trees are already economically unproductive
due to senility, especially in Glan, but coconut farmers opted not for replanting.
Really, monocropping by just relying on copra sales pushes the majority small coconut
farmers, even the big landholders, to the long list of the poorest of the poor. A case-full of
bottlenecks chook the farmers’ necks to poverty. But this can be remedied by coconut
farms diversification, adoption of proven cultural practices, provision of technical and
logistical support for entrepreneurship in coconut-based processing and value-adding
and ultimately marketing of high value coconut finished products and by-products.
Thence premised, that this Value Chain Approach for Virgin Coconut Oil (VCA-VCO)
unleash the coconut farmers from the bondage of poverty while toiling the “Tree of Life”.
Considering the 1,001 uses of the coconut tree, the coconut farmers need not be poor!
B. INVESTMENT PLAN
To sustain Sarangani Province as the champion of coconut in the region’s position as the
leading copra producer and eventually to VCO processing and its by-products and boost
its competitive edge in the international market. However, major foreign buyers and
users of Virgin Coconut Oil like the Bioriginals Food Sciences Corporation have started
to require their suppliers for product certification from international certifying bodies
like Rainforest Alliance, FairTrade etc. Buyers would like to be assured that the raw
materials that they are using conform to standards that meet certain economic, social and
ecological considerations. The certification will guarantee the future of VCO. Hence, to
improve Sarangani’s VCO competitiveness, the stakeholders identified the following key
objectives for the next five years:
a) Set up Sarangani Integrated Coconut Processing ( for VCO production, Coco flour
production, Coco Coir Production, Coco peat production, Coco Vinegar production and
other by-products) for Sustainable intensification of coconut production through
improvement of farm productivity and set-up of agribusiness clusters and trading
center for whole nut buying and trading including utilization of by products.
b) Increase in production volume primarily through productivity improvement
c) Consistent supply of good quality whole nuts’
d) Increased productivity and utilization of by-products.
e) Adoption of sustainable production practices and ethical trading practices and
achievement of certification
Key Gap/Constraint
in VC Development in
the Province
(from the national &
regional VCA results)
Brief Description of
Potential Intervention
(subrojects: enterprise or
infrastructure, business
enabling program, etc.)
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Proposed Lead
Player (& Other
Players for
subproject
implementation)
Estimated
Project
Cost
INPUT SUPPLY
Lack of access to
disease-resistant
high yielding
coconut varieties
Low uptake/
adoption of nursery
produced planting
materials by the
farmers. Hence,
traditional planting
method still
adopted by
collecting their own
produced for
seedling
propagation
Strengthening of local
commercial production and
distribution of high yielding
and disease resistant
planting materials
Provision of
Trainings/Seminars re:
-Integrated Pest
Management for Coconut
production
-Organic/Natural farming
system/Farmer Field
School (FFS) for Coconut
- Technical and financial
assistance for the
establishment and/or
upgrading of coconut
nurseries.
- Technical and financial
assistance for the
strengthening of tissue
culture initiatives
Disease resistant
and high yeilding
coconut varieties
Upgraded
Coconut
Nurseries
established
Provincewide
/Coconut
producing
areas with #
of farmers
beneficiaries
Provincewide
/Coconut
producing
areas with #
of farmers
beneficiaries
PCA/DA-PRDP
- Financial and
technical
assistance
P200T
(subsidy)
P100T
PLGU/MLGU
- Technical and
monitoring
support
P200T
(subsidy)
Risk & Risk
Management
Remarks
Rank
Key Gap/Constraint
the Province
*Limited access to
financial institutions
*High cost of inputs
(Inorganic
Fertilizers)
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Provision of
Trainings/Seminars re:
-Good Agricultural
Practices (GAP)
-Values formation/Kaibigan
Seminar
-Cultural practices for
Coconut Production
Members/Farmer
s’ capacity on
Good Agricultural
practices
enhanced and
values enriched
MMPC Cluster
Members/Far
mers
-Technology enhancement
Capacity development
-Farmers Entrepreneurial
Skills training
-Capacity
Enhancement to
identified
beneficiaries
Provincewide
/ coconut
producing
areas
-Technical support
accessing
-Provision of additional
subsidy on inputs
-Establishment of bioorganic fertilizer plant
Subsidy provided
for inputs and
bio-organic
fertilizer plant
Proposed Lead
Player (& Other
Players for
subproject
implementation)
DA-PRDP /
PLGU / MMPC
Estimated
Project
Cost
Risk & Risk
Management
Remarks
P100T
Malapatan
Multipurpose
Cooperative
P100T
(capacity)
No
Counterpart
from Coops
PLGU/DA/
MLGU
P7M
(subsidy)
Access to
province and
municipalities
Subsidy will
be provided
on the
second year
after
assessment
Rank
Key Gap/Constraint
the Province
PRODUCTION
Low technological
capacity and lack of
access to
providers/services
to improve
agronomic practices,
reduce incidence of
pests and diseases
and post-harvest
losses
Low uptake and
adoption of good
agronomic
practices/sustainabl
e farming practices.
Vast underutilized
land potential for
coconut expansion
for production.
High cost (economic
and environment) of
chemical fertilizer
and pesticides.
Occurrence of pest
and diseases
Development and/or
strengthening of local
extension services
-Support the set-up of
model farms to showcase
benefits and venue for
learning
-Support conduct of
knowledge transfer/
learning and innovation
events such as competitions
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Proposed Lead
Player (& Other
Players for
subproject
implementation)
Estimated
Project
Cost
Local extension
services
strengthened and
developed
Provincewide
/Coconut
producing
areas with #
of farmers
beneficiaries
PCA, DA-PRDP
MMPC
P100T
(Capacity
Enhance
ment)
Model Farm
established
Cluster
PCA, DA-PRDP
MMPC
P100T
(subsidy)
Uilization of Land
for coconut
production
maximized
Provincewide
PCA, OPAg,
OMAg
Risk & Risk
Management
Remarks
Rank
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Proposed Lead
Player (& Other
Players for
subproject
implementation)
Establishment of VCO
Processing Plant
VCO Processing
Plant established
Upper Lasang,
Poblacion
Malapatan
DA-PRDP, PLGU,
MLGU, MMPC
P5M
2014
Acquisition of Processing
Facilities/Equipments
Functional
Processing Plant
Upper Lasang,
Poblacion
Malapatan
DA-PRDP, PLGU,
MLGU, MMPC
P27M
2014
Stockroom established
Quality Control
Malapatan
DA-PRDP, PLGU,
MLGU, MMPC
P1M
2015
Key Gap/Constraint
the Province
Low use of organic
fertilizer/ Lack of
willingness to spend
on organic fertilizer
as coconut stand
still without
fertilization
-Development of supplier of
salt and organic fertilizer
aligned to needs and
purchasing capacity of
coconut farmers
*Absence of VCO
Processing Plant
*Absence of
Processing
Facilities/Equipmen
ts
*Inadequate Farm
Machineries/Equip
ment
*Inefficient/Lack of
Farm to Market
Roads
Construction/Rehabilitatio
n/Opening of Farm to
Market Roads
Construction of Kyumad
Bridge, Maasim
Improvement of NHW Jct..
Lumasal-Tubak Prov’l. Rd
-Increased
agricultural
productivity
-poverty
reduction
Provincewide
/Coconut
producing
areas with #
of farmers
beneficiaries
Kyumad,
Maasim
Estimated
Project
Cost
Risk & Risk
Management
Remarks
Rank
Counterpartin
g on Labor
and
Maintenance
PEO/MEO
P42M
P30M
2014
Road right of
way
clearances/ce
rtification
2014
Key Gap/Constraint
the Province
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Improvement of Coastal Rd.
(Mabay Section &
Kiambing), Maitum
Maitum
NHW Jct Datu Dani-GasiKapanal-Boundary T’boli
Prov’l. Rd, Kiamba
Improvement of NHW Jct
Ilaya-Datalbukay-LanaoKapanglao Rov’l. Rd.
Malapatan
Improvement of NHW Jct.
Calabanit-E. Alegado Prov’l.
Rd, Glan
Improvement of Lun MaslaKinam Boundary Don
Marcelino (DDS) Prov’l. Rd,
Malapatan
Maribulan-Alegria Prov’l.
Rd., Alabel
Nagpan-Ampon-TambanBoundary Alabel Prov’l. Rd.
Malungon
Improvement of Luan
Bulat-Café Rd., Maitum
Sapu Masla-Upper Lasang
Prov’l. Rd, Malapatan
Proposed Lead
Player (& Other
Players for
subproject
implementation)
Risk & Risk
Management
Remarks
Rank
P34.612
2014
Kiamba
P30M
2014
Malapatan
P40M
2015
Glan
Malapatan &
Glan
PEO/MEO
Estimated
Project
Cost
P40M
P50M
2015
2015
Alabel
P15M
2015
Malungon
P30M
2015
Maitum
P20M
2015
P20M
2015
Malapatan
Key Gap/Constraint
the Province
Kayupo-Maligang-Sitio
Malayo Prov’l. Rd, Kiamba
Improvement of Mutag
FMR, Maasim (with MLGU
Counterpart (1Million)
Construction/Opening of
Masbong 1-Malkahi FMR,
Malapatan
Concreting of Poblacion Alegria Road
Concreting of KawasSpring-Pob-BagacayMaribulan Diversion Road
Concreting of PoblacionLadol Road
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Kiamba
Proposed Lead
Player (& Other
Players for
subproject
implementation)
Risk & Risk
Management
Remarks
Rank
P35M
2015
Maasim
P25M
2015
Malapatan
P25M
2015
Alabel
Alabel
Alabel
PEO/MEO
Estimated
Project
Cost
P60M
P150M
P30M
2016-2018
2016-2018
2016-2018
Concreting of SimanParaiso Proper Road
Alabel
P30M
2016-2018
Concreting of PoblacionSpring Road
Alabel
P25M
2016-2018
Improvement of AlegriaDatal Anggas Road
Alabel
P200M
2016-2018
Improvement of Sitio SofanNew Canaan Road
Alabel
P90M
2016-2018
Key Gap/Constraint
the Province
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Remarks
Rank
2016-2018
Alabel
P40M
2016-2018
Kiamba
P54M
2016-2018
Kiamba
P35M
2016-2018
Maasim
Maasim
Maasim
Maasim
Maasim
Maasim
P63M
P70M
P50M
P75M
P35M
P20M
2016-2018
2016-2018
2016-2018
2016-2018
2016-2018
2016-2018
Maasim
P30M
2016-2018
Alabel
Abnahaw -Tapantao FMR
Risk & Risk
Management
P75M
Rehab. Of Kawas-Sitio Nop
Road
Road Opening of KawasSpring-Bagacay-Paraiso
Road
Rehab. & Improvement of
Datu Dani-Gasi-Kapanal Rd.
w/ 60 linear meter bridge
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Estimated
Project
Cost
2016-2018
Alabel
Proposed Lead
Player (& Other
Players for
subproject
implementation)
P100M
Rehab. Alegria-Pait Road
Opening & Impovement of
Kapate-Komapil-Kansan
FMR w/ RC Revetment F/C
Mutag - Tahakayo FMR
Mangelen - Libas FMR
Blat - Bongo FMR
Kablacan - Tahakayo
Mutag - Kyumad FMR
Lebe - Makmal
Kanalo - Nomoh FMR
Key Gap/Constraint
the Province
Target Areas
to be covered
(Mun. & Bgys.)
Target Areas
to be covered
(Mun. & Bgys.)
Maasim
PEO/MEO
Proposed Lead
Player (& Other
Players for
subproject
implementation)
Estimated
Project
Cost
P50M
Risk & Risk
Management
Remarks
Rank
2016-2018
Lebe - Langaran FMR
Lebe - Datal Basak FMR
Langaran - Datal Fofo FMR
Kyumad - Tahakayo FMR
Libas - Kyumad FMR
Improvement of LRLC Road
Improvement of Edenton
Road
Improvement of Saguel
FMR
Improvement of Pinol Cave
Road
Improvement of TalaguyoLatiken FMR
Improvement of UpoKalaong FMR
Improvement of Sison-Zion
FMR
Improvement of Dimaguel
Road
Improvement of Marang
FMR
Improvement of LomutanUpper Kalaneg FMR
Construction/Opening of
Masbong 1-Malkahi FMR
with 30 mtrs. Reinforce
Concrete Deck Girder
(RCDG)
Key Gap/Constraint
the Province
Maasim
Maasim
Maasim
Maasim
Maasim
Maitum
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
P35M
P60M
P50M
P35M
P70M
P3M
2016-2018
2016-2018
2016-2018
2016-2018
2016-2018
2016-2018
Maitum
P7.2M
2016-2018
Maitum
P24M
2016-2018
Maitum
P0.24M
2016-2018
Maitum
P13.40M
2016-2018
Maitum
P22.32M
2016-2018
Maitum
P3.64M
2016-2018
Mmaitum
P21.12M
2016-2018
Maitum
P19.2M
2016-2018
Maitum
P49.44M
2016-2018
Malapatan
P46.26M
2016-2018
Target Areas
to be covered
(Mun. & Bgys.)
PEO/MEO
Proposed Lead
Player (& Other
Players for
subproject
implementation)
Estimated
Project
Cost
Risk & Risk
Management
Remarks
Rank
Construction of Daan
Suyan-Upper Suyan-Kinam,
FMR
Construction of Daan
Suyan-Upper Suyan RCDG
Concreting/Line canal of
NHW jct to Masbong 1
Barangay Road
NHW Jct. Lun Masla-KinamBoundary Don Marcelino
Upper Suyan-Kihan
Boundary Pag-asa Alabel,
FMR
Kihan Proper-Sulkili
Banlas-Upper Suyan Proper
Malapatan
Malapatan
Malapatan
Malapatan
P45.5M
2016-2018
P26M
2016-2018
P4M
2016-2018
P50M
2016-2018
P20M
2016-2018
P30M
2016-2018
P25M
2016-2018
P25M
2016-2018
P13M
2016-2018
P17.1M
2016-2018
P2.85M
2016-2018
P9.5M
2016-2018
Malapatan
Malapatan
Malapatan
Baldangi-Malyang-Aspang
Jct. Panangolon HiwayMalakahi FMR
Improvement of Malabod
Proper-Linay-MalbuligBalnigue FMR
Improvement of Junction
Kalonbarak to New Antique
FMR
Improvement of Brgy.
Kawayan to Sitio Tama
(Bagong Silang) FMT
Improvement of San Miguel
to Upper Lilan FMR
Key Gap/Constraint
the Province
PEO/MEO
Malapatan
Malungon
Malungon
Malungon
Malungon
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Proposed Lead
Player (& Other
Players for
subproject
implementation)
Estimated
Project
Cost
Risk & Risk
Management
Remarks
Rank
Improvement of Campo
Logging to Purok 8-9-11,
Kibawalan
Improvement of J.P. Laurel
Nat'l. Highway Junction to
Sabangan
Improvement of
Kalonbarak Junction to Sitio
Alngihan
Farm to Market Road (New
Aklan
Farm to Market Road (
Small Margus)
Construction of Road
(Baliton)
Graveling of Brgy Road
(Baliton)
Construction of Farm to
Mrkt Road (Baliton)
Farm to Market Road
(Datalbukay)
Farm to Market Road (
New Aklan)
Aklan)
Aklan)
Aklan)
Key Gap/Constraint
the Province
Farm to Market Road
(Gumasa)
Malungon
PEO/MEO
Malungon
Malungon
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Glan
Proposed Lead
Player (& Other
Players for
subproject
implementation)
2016-2018
P11.4M
P17.1M
2016-2018
P2.85M
2016-2018
P1M
2016-2018
P20M
2016-2018
P15M
2016-2018
P03M
2016-2018
P7.5M
2016-2018
P1.5M
2016-2018
P1.0M
2016-2018
P2M
2016-2018
P2M
2016-2018
P1M
2016-2018
Estimated
Project
Cost
P3M
Risk & Risk
Management
Remarks
Rank
2016-2018
Concreting of Tourism
Road (Gumasa)
Construction & Opening of
Brgy. Road (Datalbukay)
Concreting of Brgy. Road
(Datalbukay)
Market Road (Datalbukay)
Opening & Construction of
Prov’l. Road (Datalbukay)
Opening of Farm to Market
Road (Datalbukay)
Market Road (Datalbukay)
Farm to Market Road
(Tapon)
Opening of Barangay Road
(Congan)
Opening of Brgy. Road
(Glan Padidu)
(Batulaki)
(Burias)
Construction of Brgy Road
(San Jose)
Concreting of Brgy. Roads
(Calabanit)
Key Gap/Constraint
the Province
Rehabilitation of Brgy.
Roads (Calabanit)
Glan
PEO/MEO
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Glan
Proposed Lead
Player (& Other
Players for
subproject
implementation)
P5M
2016-2018
P2M
2016-2018
P2M
2016-2018
P3M
2016-2018
P2M
2016-2018
P0.5M
2016-2018
P0.5M
2016-2018
P10M
2016-2018
P1M
2016-2018
P0.5M
2016-2018
P1M
2016-2018
P10M
2016-2018
P0.5M
2016-2018
P2M
2016-2018
Estimated
Project
Cost
P0.5M
Risk & Risk
Management
Remarks
Rank
2016-2018
Const. of Provincial Road
(Laguimit)
Farm to Market Road
(Pangyan)
Repair & Maint. Of Brgy.
Road (Ilaya)
Construction of Alley Road
(Ilaya)
Graveling of Brgy Road
(Ilaya)
Concreting of Brgy Road
(Ilaya)
Concreting of Brgy road
(Ilaya)
(Ilaya)
Repair & Rehab of Brgy.
Road (Cablalan)
Concreting of Brgy Roads
(Cablalan)
Farm to Market Road
(Calpidong)
Farm to Market Road
(Calpidong)
Farm to Market Road
(Batotoling)
Market road (Cross)
Key Gap/Constraint
the Province
(Cross)
Glan
PEO/MEO
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Glan
Proposed Lead
Player (& Other
Players for
subproject
implementation)
P15M
2016-2018
P7M
2016-2018
P0.5M
2016-2018
P0.1M
2016-2018
P0.2M
2016-2018
P0.5M
2016-2018
P0.5M
2016-2018
P0.3M
2016-2018
P0.5M
2016-2018
P2M
2016-2018
P5M
2016-2018
P10M
2016-2018
P5M
2016-2018
P2M
2016-2018
Estimated
Project
Cost
P0.5M
Risk & Risk
Management
Remarks
Rank
2016-2018
Mrkt. Road (Cross)
Repair & Maint. Of Brgy
Road (San Jose)
Road (San Jose)
Road (San Jose)
Road (San Jose)
(Mudan)
Rehabilitation of Farm to
Market Road (Mudan)
(Tapon)
Maintenance of Brgy. Road
(Tapon)
Widening & Graveling of
Tapon Congan Road
(Tapon)
Opening of Road &
Graveling (Tapon)
Construction of Tapon
Congan Road (Tapon)
Completion of Tapon
Congan Road (Tapon)
Maintenance of Brgy. Road
(Tapon)
Key Gap/Constraint
the Province
(Tapon)
Glan
PEO/MEO
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Glan
Proposed Lead
Player (& Other
Players for
subproject
implementation)
P1M
2016-2018
P0.2M
2016-2018
P0.1M
2016-2018
P0.1M
2016-2018
P0.1M
2016-2018
P0.2M
2016-2018
P1M
2016-2018
P1M
2016-2018
P2M
2016-2018
P1.5M
2016-2018
P0.2M
2016-2018
P2M
2016-2018
P2M
2016-2018
P0.2M
2016-2018
Estimated
Project
Cost
P2M
Risk & Risk
Management
Remarks
Rank
2016-2018
(Tapon)
Concreting of brgy Road
(Tapon)
Farm to Market Road
(Lago)
Glan
Glan
Glan
Glan
Concreting of Road (Lago)
Rehabilitation of Brgy Road
(San Vicente)
Rehabilitation of Brgy Road
(San Vicente)
Const. of Pangyan to
Tabgao Road (Baliton)
(Kaltuad)
Rehab/Improvement of
Brgy. Road (Kaltuad)
Concreting of Road
(Kaltuad)
(Rio del Pilar)
Rehab of Brgy Road (Rio del
Pilar)
Graveling of Brgy Road (Rio
del Pilar)
Opening of Brgy Road (Rio
del Pilar)
Key Gap/Constraint
the Province
Rehab of Brgy Road (Rio del
Pilar)
PEO/MEO
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Glan
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Glan
Proposed Lead
Player (& Other
Players for
subproject
implementation)
P2M
2016-2018
P2M
2016-2018
P2M
2016-2018
P10M
2016-2018
P1M
2016-2018
P0.5M
2016-2018
P1M
2016-2018
P1.5M
2016-2018
P0.5M
2016-2018
P20M
2016-2018
P3M
2016-2018
P2M
2016-2018
P0.5M
2016-2018
P1M
2016-2018
Estimated
Project
Cost
P0.5M
Risk & Risk
Management
Remarks
Rank
2016-2018
Graveling of Road (Rio del
Pilar)
Farm to Market Road (Big
Margus)
Farm to Market Road (Big
Margus)
Glan
Glan
Glan
*Inadequate Labor
supply
Labor & Employment
No. of Employed
*Lack of Mobility &
Logistics
Mobility & Logistics
Mobility for
logistics
available/easy
*Unexperienced
Manpower on VCO
processing
Key Gap/Constraint
the Province
ASSEMBLY
Provision of
Trainings/Seminars:
-5S (Sort, Set in order, Shine,
Standardize, sustain)
-Current Good Manufacturing
Practices
-Hazard Analysis Critical Control
Point (HACCP)
-Sanitation Standard Operating
Procedures (SSOP)
-Leadership training for
Supervisor & QC
-Financial Management Training
-Values Formation/Kaibigan
Seminar
-Benchmarking activity/Cross
visit
-Orientation on Government
mandated benefits (SSS,
Philhealth, & Pag-ibig)
PEO/MEO
Capacity
Enhanced and
market developed
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
VCO Plant
Manpower,
Upper Lasang,
Malapatan
Target Areas
to be covered
(Mun. & Bgys.)
DA-PRDP /
PLGU
Proposed Lead
Player (& Other
Players for
subproject
implementation)
P0.5M
2016-2018
P2M
2016-2018
P4M
2016-2018
P200T
2015
Estimated
Project
Cost
Risk & Risk
Management
Remarks
Rank
*Weak
organizational/
Non-Fedeated
Conduct trainings for
organizational
strengthening
No. of
cooperatives
enhanced capacity
*Tied up to traders
(suki system)
Establish linkage with
financing institution
No. of coops
accessed to
financial
institutions
Benchmarking
Processing Plant
(P5M)/DENR-BFAD and
ISO compliant/accredited
ISO compliant
facility with
various
accreditation and
halal certification
Provincewide
/ coconut
producing
areas
Malapatan
Multipurpose
Cooperative
P70T
MMPC / NGO
P100T
P10M
TRANSFORMATION
*Long distance to
the current
consolidator and
processing
area/outside the
Province
*No established east
and west cluster
collection area
*VCO Product
Quality not yet
tested
Techno Trainings
P100T
Laboratory Test compliance
per volume/produce &
export delivery
P10T
MARKETING
*Lack of
transportation
facilities and FMR
*High cost of
transportation/Haul
ing expenses
Key Gap/Constraint
the Province
Provision of mobility
Reduction of time
and transport
MMPC/NGOs/
NGAs
Reduction of Cost
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Proposed Lead
Player (& Other
Players for
subproject
implementation)
Estimated
Project
Cost
Risk & Risk
Management
Remarks
Rank
*VCO product
labelling/value
adding
financing institution; Link
with DTI and DOST
*Lack Capability
Bldg/Technology
Quality cost Value
added product
P100T
Conduct trainings for
organizational
strengthening
Capability / ISO
compliance
P100T
Provision of mobility
Time reduce
FINAL MARKET
*Lack of adequate
market info or
network for price
detail
*No coordination
among
agencies/entities
involved in the
promotion of the
product local and
export
*Inorganized
marketing system
resulting to trading
monopoly
Key Gap/Constraint
the Province
SUPPORT SERVICES
financing institution; Link
with DTI and DOST
Capability on ISO
compliance
Partnership forging and
other market linkage
established
MMPC/NGOs/
NGAs
P5T
Info system
installed
Established
linkage
P25T
Capacity
enhanced
Partnership
forged
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Proposed Lead
Player (& Other
Players for
subproject
implementation)
Estimated
Project
Cost
Risk & Risk
Management
Remarks
Rank
Lack of know-how
to develop
sustainable system
for embedded
services
Key Gap/Constraint
the Province
Build up capacity for the
development of business
models, services, and
delivery schemes
thru trainings/seminars re:
-Capacity Building of
Executives on
Microenterprise
Development and Value
Chain Approach
-Result-Based Monitoring &
Evaluation (RBME)
-Project Designing Using
Value Chain Analysis
-Business Plan/Feasibility
Study Preparation
-Rural Enterprise
Development &
Management
-Environmental and Social
Impact Assessment
-Updating of Sarangani
Infrastructure Master Plan
-STAAD
-Bridge Designing &
Updating
-Updating on Building
Designs
Technical
assistance
provided
Increase in
number of
providers and
services
PLGU/MLGU/
MMPC
DA-PRDP / DTI
P700T
Sustainable
system developed
Target
Result/Outcome
(including # of
farmers/fisherfolk
reached, if
applicable)
Target Areas
to be covered
(Mun. & Bgys.)
Proposed Lead
Player (& Other
Players for
subproject
implementation)
Estimated
Project
Cost
Risk & Risk
Management
Remarks
Rank
-Road Designing &
Updating
-Water System
Development & Designing
(Updating
-Designing Using
Primavera-bridges, roads,
buildings, survey, etc
-Construction Supervision
& Management
-Quality Control related
seminar & updating
-Related seminars on
proper maintenance of
roads & bridges latest
updates
POLICY
Absence of
certifying body in
the
locality/Mindanao
re: Organic
Organization of Local
Coconut Industry Council
Facilitate accreditation
Policy support
body to the
coconut industry
established
Organic System
Institutionalized
Provincewide
OPAG/OMAG
P50T
Provincewide
OPAG/OMAG
P150T
IV.
INSTITUTIONAL ARRANGEMENTS FOR PRDP-FUNDING
A. Implementation/ implementation supervision
To effectively and efficiently implement PRDP PCIP, the Provincial Government of Sarangani
through the Provincial Agriculture Office shall take the lead role in the implementation,
monitoring and evaluation of the specific programs, projects and activities identified under
the PCIP in coordination with concerned agencies. Other departments of the provincial
government and lower LGUs shall be tapped to provide support and feedback mechanism in
the course of its implementation.
B. Organization and Management
The effective implementation of the PRDP Provincial Commodity Investment Plan (PCIP) of
the Province of Sarangani entails the following stakeholders to undertake their respective
tasks:
1. National Program Coordination Office (NPCO), headed by the DA Undersecretary for
Operations, shall handle overall coordination and support, particularly in information
and external communications. It shall coordinate Program management information
and monitoring and evaluation and shall serve as the interim Program Support Office
(PSO) for Mindano Cluster.
2. Regional Program Advisory Board, headed by Regional Executive Director, shall
provide guidance to the Regional Program Coordination Office (RPCO) and ensure
that policy directions are carried out in project planning and implementation. It shall
review and approve for funding I-Build and I-Reap subprojects endorsed by RPCO
and shall review, approve and endorse PRDP annual regional work and financial plan
to the National Program Coordination Office.
3. Program Support Office (PSO) shall oversee the regional cluster operations and
support services, disburse funds and prepare reports related to fund management
and support the NPCO in ensuring achievement of Program milestones.
4. Regional Program Coordination Office (RPCO), established in DA-RFU with guidance
and support from PSO and NPCO, is the key implementing unit of Philippine Rural
Development Program (PRDP) for Mindanao Cluster. It shall ensure full play of RFU,
including mobilization of DA-related agencies. It shall review, evaluate and validate
subproject proposals submitted by Local Government Units (LGUs) for endorsement
to RPAB. RPCO shall monitor the physical and financial progress of PRDP components
following reporting arrangements prescribed in the Program Monitoring and
Evaluation System.
5. Philippine Rural Development Program – Provincial Program Management and
Implementing Unit (PRDP-PPMIU) of the Province of Saranani, shall oversee the
implementation of the Program in the Province. It shall determine the necessary
interventions to ensure timely delivery of government commitments to the Program.
It shall coordinate program requirements with concerned national government
offices, LGUs and the private sector, if necessary PRDP-PPMIU shall resolve issues and
concerns relative to the implementation of the Program and shall require regular
submission to appropriate authorities of accomplishment reports by the Program
Action Teams.
There shall also be organized Action Teams that shall spearhead all activities of the
Program components.
I-Plan Team shall lead the formulation of the Provincial Commodity
Investment Plan and prepare other related documents.
I-Build Team shall implement the PRDP infrastructure projects.
I-Reap Team shall carry out the investment plan in rural enterprises and
agri- fisheries productivity.
I-Support Team shall ascertain sufficient allocation, timely disbursement
and proper utilization of the local counterpart funds for the Program. It
shall also ensure that the Program components and objectives are
implemented and achieved and DRR-CCA dimensions are integrated in
the PRDP plan of the Province.
6. The project proponents shall be responsible for timely submission of required
reports and documents pertinent to project performance and operation status.
C. Monitoring & Evaluation
The PRDP standard monitoring and evaluation system shall be utilized by the Provincial
Planning and Development Office through the Monitoring and Evaluation Division. There
shall be periodic submission of web-based monitoring reports to concerned agencies.
Results and recommendations shall be used in the improvement or modification necessary
to enhance project management.
D. Social and Environmental Safeguards (SES)
The social and environmental safeguards (SES) is one of the support activities that will be
undertaken to ensure that all subprojects to be implemented are not only technically,
economically and financially viable, but are also environmentally and socially sound and
sustainable.
The SES will operate according to the provisions of the existing Philippine Government
policies, framework and guidelines (including local policies) as well as other Donor
governing policies concerning the sub-project implementation.
SES consideration will
ensure that the people and the environment will not be adversely affected by any subprojects implementation.
Thus, all PRDP sub-projects under the I-BUILD and I-REAP components shall undergo
environmental
screening
conforming
to
the
environmental
guidelines.
Project
implementation will also determine if construction activities cause to displace and affect
persons such that appropriate resettlement, compensation and rehabilitation plans in
accordance to land acquisition, resettlement and rehabilitation framework are to be
formulated for sub-project affected persons. Moreover, affected rural communities,
particularly involving the indigenous peoples and communities will be involved at the start
of the planning and design stage of sub-project in accordance with the provisions in the IP
policy framework.
All necessary compliance concerning the social and environmental assessment will be
adopted and will be discussed in detail in the social and environmental section of each subproject Feasibility Study or Business Plan.
V.
PDC and/or SP Resolution endorsing the PCIP and the PLGU commitment for
budget counterparting.
P ROVINCIAL
C OMMODITY
I NVESTMENT
P LAN
Sarangani Province
2014-2018
Table 10. PCIP for Abaca
Value Chain
Key Gaps / Constraints in
Segments
the Value Chain
and Services
Development
(col.
(col. 2)
1)
INPUT PROVISION
Potential
Intervention
s
(col.
3)
Majority of farmers not used Documentation and
to purchasing planting
dissemination of emerging
materials from nurseries and good practices
do not appreciate benefits of
doing so.
Dissemination of success
stories and emerging good
practices
Programs / Projects /
Activities (PPAs)
Target Results / Outcomes
(col. 4)
Indicators
Quantity
Target Areas
to be Covered
(col. 5)
Province
wide
Proposed
Lead and
Other
Players (col.
6)
Philfida, LGU
(OPAg,
OMAg), DA
Estimated Project
Costs
(col. 7)
100,000.00
Source/s
LGU, DA,
PHILFIDA
Risks and Risks
Management (col
8)
Production of IEC
IEC materials
materials and
produced (no.)
Dissemination of
information thru multifrequecy of radio
media
broadcasting (no.)
3,000
Promotion activities
through multi-media.
Success stories
promoted (no)
7
Province wide DA,
OPAg,
OMAg
200,000.00
PRDP. DA,
LGU, PO
Risk: Unwillingness of
famer to share success
stories due to some
reasons(e.g. tax); Risk
Mgt. : Offer rewards
system or conduct
seach/contest with
prizes.
Conduct trainings on
good agricultural
practices
Conduct of Farmers
Field Schools (FFS)
No. of trainings
7
252,000.00
LGU, DA,
PHILFIDA,
PRDP
FFS conducted (no.)
7
MAKIMA
Cluster &
ALMAMA
Cluster
Risks: Unimproved
farming practices
Risk management:
Constant monitoring/
evaluation of farm areas
Conduct of Trainors
Training
TOT conducted (no.)
1
12
Remarks
(col. 9)
Rank
(col.
10)
YR 1-3
Risk: Lack of skilled
manpower; Risk Mgt:
Train manpower;
Upgrading of IEC team
and facilities/
equipments
Cost incurred
will be for
packaging
IEC/promotional
materials and
other
advertisement
costs.
YR 1-3
FARMING
Low technological capacity
and lack of access to
providers/services to
improve agronomic
practices, reduce incidence
of insects and diseases
Development of local capacity
to provide services that will
enable farmers to adopt good
agronomic practices including
assistance to achieve
sustainability certification (e.g.,
Rainforest Alliance
certification).
Low uptake and adoption of (1) Development of
good agronomic
community- based providers/
practices/sustainable
trainors on sustainable
farming practices
farming practices and
enterprise management
including delivery and
Lack of capacity to comply financial sustainability
with Rainforest Alliance
schemes
certification requirements
Philfida,
LGU, DA
DA,
PhilFIDA,
LGU
350,000.00
1,200,000.00
DA,
PhilFIDA,
LGU
YR 1-3
with
obervation
tour
(2) Support the set-up of model
farms to showcase good abaca
farming technologies and
venue for learning
Establishment of model No. of model farms
abaca farms to
established
showcase improved
farming technology for
learnings
2
Tuanadatu
Maligang
DA,
PhilFIDA,
LGU
(3) Support conduct of
knowledge transfer including
learning and innovation
events such as competitions.
Conduct of Search for Search conducted
model farms
(no.)
2
Tuanadatu
Maligang
DA,
PhilFIDA,
LGU
3
Province wide
DA,
PhilFIDA,
LGU
150
Province wide
(4) Foster closer partnerships Conduct of consultative Consultation mettings
with lead firms (e.g., New
meetings
conducted (no.)
Tech Pulp) and encourage a
Participants (no.)
shift of approach to supply
chain development from price
to capacity building
perspective
(5) Matching grant to help
Assist the POs in the
municipalities achieve
GAP certification
Rainforest Alliance certification (rainforest alliance)
POSTHARVEST OPERATION
PO assisted (no.)
farms certified (no.)
400,000.00
LGU, DA,
PHILFIDA,
PRDP
400,000.00
67,500.00 LGU, DA,
PHILFIDA,
PRDP
DA,
PhilFIDA,
LGU
3
United
Maligang
MPC
Tuanadatu
Farmers
Assn
DASIG MPC
DA,
PhilFIDA,
LGU
900,000.00
LGU, DA,
PHILFIDA,
PRDP
Risk: Maintenance of
200,000/model
model farms is
Farm
sometimes jeopardized
or unattended in later
stages: Risk Mgt: select
model farmer that exhibit
willingness and
commitment to take care
of its farm.
YR 1-3
Risk: Unwillingnes to
participate of farm
owners to participate
due to some reasons
(e.g. cost of complying
the requirements,
submission of ITR; Risk
Mgt: Inculcate values
formation (complying
with obligations);
Attractive
prizes/incentives
YR 1-3
Risk: ;Lack of
once a year
cooperation from lead
firms;
Risk Management: Seek
dialogues; Motivate thru
incentives from the gov't.
YR 1-3
Risk: Inaffordability of
certification fee;
Risk Management:
Provision of subsidy;
Seek assistance from
lead firms
YR 1-3
Lack of access to drying and Establishment and/or
postharvest facilities
strengthening of
collective enterprises
specializing in
postharvest operations
and
consolidation
(1) abaca
Support
the upgrading of Provision of abaca
No. of spindle
existing collective enterprises spindle stripping
stripping machines
and/or set-up of GMP
machines to accessible
compliant common service
& compact abaca
facilities (stripping machine,
farms
dryer, storage facility, and
transportation services)
56
MAKIMA
Cluster &
ALMAMA
and Glan
Cluster
LGU,
PHILFID
A, DA
8,400,000.00
LGU, DA,
PHILFIDA,
PRDP
Risk: Farmers
resistance to adapt
technology
Risk Management:
Massive IEC
50% of the
targetted area
will use
spindle
machine
YR 1-3
Provision of improved No. of Improved
hand stripping devise decorticator
with solar dryer and
storage area to abaca
areas with difficult
terrains
No. of recipients
12
MAKIMA
PHILFID
Cluster
A, DA
& ALMAMA and LGU
Glan CLuster
600,000.00
LGU, DA,
PHILFIDA,
PRDP
Risk: Sustainability/
Maintenance of
machineries;
Risk Management: Close
monitoring & supervision
YR 1-3
Construction of
Processing facilities
No of processing
facilities
1
United Maligang PHILFID
MPC
A, DA
LGU
2,000,000.00
LGU, DA,
PHILFIDA,
PRDP
Maintenance of
PHF;
Risk Management:
Close monitoring &
supervision
1 HA /farmer
intended for
areas w/ difficult
terrain estimated
to be
50% of the total
area targeted
for abaca; 1
unit/2 farmers
Construction of
Warehouse
No. of
Warehouse
1
MPC
A, DA
LGU
2,500,000.00
LGU, DA,
PHILFIDA,
PRDP
Maintenance of
PHF;
Risk Management:
Close monitoring &
supervision
24
YR 1-3
YR 1-3
Provision of tarpaulin
canvas
Poor farm to market roads
No. of unit
56
Farmers
PHILFID
Organizations A, DA
within MAKIMA LGU
& ALMAMA &
Glan Cluster
(2) Build capacity of
Conduct of skills
operators of common service trainings of strippers
facilities to provide technical
and tinagak making
assistance to clients/strippers
training conducted
(no.)
14
500
PHILFID
A, DA
LGU
280,000.00
Participants (no.)
MAKIMA &
ALMAMA &
Glan Cluster
(3)Support the organizational
development of associations/
cooperatives including
facilitating increase in
membership base
Council created
1
Provincewide
PHILFIDA,
DA
LGU/City
Council,
and other
stakeholder
s
1.5
- Brgy.
Taunadatu
DA, DPWH,
CEO,
CPDO,
CAO
Facilitate the creation
of ABACA
Development Council
560,000.00
LGU, DA,
PHILFIDA,
PRDP
Risk: Maintenance
of tarpaulin canvas
Risk Management:
Close monitoring &
supervision
LGU, DA,
PHILFIDA,
PRDP
Risk: Farmers resistant
to adapt technology
Risk Management:
Massive IEC
300,000.00 LGU, DA,
PHILFIDA
Risk: Financial
constraints; Lack of
commitment of council
members; personal
interest prevails;
Risk Management:
Expenses to council
activities should be
covered by the govt.
Use as shed for
the spindle
stripping
machine;
Use for drying of
abaca fiber
YR 1-3
YR 1-3
meetings,
consultation
s
YR 1-3
Construction and/or repair
of farm to market roads in
key abaca producing areas
Cost contribution to repair
and/or construction of farm to
market roads
1) Concreting of Centro Road constructed
Tuanadatu to Sitio
(km)
Yama Farm to Marmet
Road
15,000,00.00
LGU, DA,
PRDP
- Right of way
acquisition: Brgy.
Certification, DENR
Certification
- Socio-Economic
Concerns: ECC
Compliance, IPRA
- Peace and Order :
Existing Peace & Order
Program of the LGU
YR 1-3
2) Concreting of Alegria Road constructed
to Datal Anggas Farm to (km)
Market Road
32
- Brgy. Alegria DA, DPWH,
CEO,
- Brgy Datal
CPDO,
Anggas
CAO
Conduct of training on trainings conducted
hands-on abaca fiber (no)
grading and
classifications
Particpants (no.)
30
Province wide PHILFID
A, DA
LGU
Province wide PHILFID
A, DA
LGU
- Right of way
acquisition: Brgy.
Certification, DENR
Certification
- Socio-Economic
Concerns: ECC
Compliance, IPRA
- Peace and Order :
Existing Peace & Order
Program of the LGU
YR 1-3
810,000.00 LGU, DA,
PHILFIDA,
PRDP
Risk: Unwillingness of
the farmers;
Risk Management: Give
price incentives on good
quality fiber ; Discourage
all-in buying (no grading
of fiber)
YR 1-3
150,000.00
Risk: Price information
not updated or with
limited outreach;
Risk Management:
Regular price data
collection; Provision of
logistics in data
collection; Partnership
with network providers
320,000,000.00
PRDP. DA,
LGU, PO
MARKETING
Dominance of all-in
Harmonization of
procurement which provides interpretation of standards
disincentives for upgrading and corresponding price
differentials including
development of enforcement
mechanism
(1) Technical assistance in
the harmonization of
interpretation of standards and
pricing structure and its
implementation/ enforcement
(2) Strengthen capacity of
existing formal and
informal information
systems to disseminate
accurate price information
Establish a broadcast
price monitoring
system
frequency (no.)
900
144
LGU, DA,
PSA
freq.- once/week
YR 1-3
3) Support to Marketing
and Trading
Provision of Capital
for Marketing and
Trading of Abaca
Fibers, Tinagak and
by-products
No. of Recipients
1
Farmers MPC A, DA
LGU
5,000,000.00 LGU, DA,
PSA
Conduct of consultative Market matching
meetings between
conducted (no.)
traders and farmers
12
Provincewide
OPAg,
OMAg,
PHILFID
A, LGU
126,000.00
Yr 1
Interfirm Relationships and Supply Chain Governance
(1) Dominance of spot
transactions
Promotion of direct/modular
relationships between lead
firms and abaca communities
(1) Broker marketing
agreements between
cooperatives and lead
firms
.
LGU, DA, Risk: Pole vaulting;
DA
Volume required not
met;
Risk Management: Strict
implementation of MOA
Participants (no.)
MOA Facilitated/
Forged (no)
(2) Promotional and
Participate in the trade Trade fairs
investment campaign directed fairs
participated (no)
to lead firms highlighting
competitive and comparative
advantage of key abaca
producing municipalities.
30
6
2
Provincewiide
DTI, LGU,
PHILFID
A, DA
400,000.00
(3.) Product and/or market
development support to lead
firms as incentive and to
ensure continuous orders for
farmers/farmer groups
6
Provincewide
DTI,
LGU,
PHILFID
A, DA
162,000.00 LGU, DA,
PHILFIDA,
PRDP
Conduct of trainings on trainings conducted
quality improvement
(no)
(quality control)
Participants (no.)
180
LGU, DA,
PHILFIDA,
PRDP
Guaranteed
pricing
agreement to a
certain period of
time
YR 1-3
Risk: Lack of manpower; National/
Financial constraints;
Regional level
Risk Management:
Subsidize cost of
participation
YR 1-3
Risk: Volume and
quality required not met
by the farmers;
Risk Management: Strict
implementation of MOA;
Improve/ maintain
product quality of of
farmers
YR 1-3
In the Philippines, abaca is grown in 56 provinces. According to the Bureau of Agricultural
Statistics (BAS)/Philippine Statistics Authority (PSA), the country produced 68,510.46 MT of abaca
fiber in 2012. As per PhilFIDA’s data, Philippines produced a total of 64,806.06 MT of abaca fiber
(Table 1).
Table 1. Abaca Production in the Philippines, PhilFIDA and BAS data, 2011 – 2012
PhilFIDA
BAS/PSA
2011 Production Volume
73,274.00
68,612.68
2012 Production Volume
64,806.06
68,510.46
% Share to World Market
83%
88%
(12%)
(0.15%)
% Change in Production: 2012/11
Abaca is cultivated in 138,369 hectares in 2013 (Table 2). Collectively, Mindanao accounted for
32% of the area planted to abaca. Total national production was reported at 64,952 MT with the highest
production in Bicol Region at 24,078 MT followed by Eastern Visayas with 16,597 MT. Three of the six
regions in Mindanao namely: Davao Region, Caraga, and ARMM are among the top 5 abaca producing
regions in the Philippines. Mindanao regions accounted for 34% of the total production.
Table 2. Abaca Production in the Philippines ranked according to Volume. 2013
Region
Volume (MT)
Area (Ha)
Yield (MT/ha)
% to RP Vol
PHILIPPINES
64,952
138,369
0.47
100%
Bicol Region
24,078
44,509
0.54
37.07%
Eastern Visayas
16,597
36,237
0.46
25.55%
Davao Region
7,269
13,187
0.55
11.19%
Caraga
5,828
10,437
0.56
8.97%
ARMM
4,974
8,067
0.62
7.66%
Northern Mindanao
2,244
5,381
0.42
3.45%
Western Visayas
1,741
6,530
0.27
2.68%
SOCSKSARGEN
954
5,924
0.16
1.47%
Zamboanga Peninsula
590
1,965
0.30
0.91%
Region
Volume (MT)
Area (Ha)
Yield (MT/ha)
% to RP Vol
Central Visayas
415
3,325
0.12
0.64%
Mimaropa
121
1,434
0.08
0.19%
Central Luzon
113
543
0.21
0.17%
Calabarzon
15
331
0.05
0.02%
CAR
13
499
0.03
0.02%
Source: BAS/PSA
Between the period 2009 and 2013, Philippine abaca production decreased by 1% (Table
3). Total production in Mindanao in 2013, however, decreased by 7% over 2009 performance.
Among Mindanao regions, Davao had the highest percentage decrease in production at -29%.
On the other hand, Zamboanga Peninsula registered the highest percentage increase at 198%,
but with the lowest volume and area planted among Regions in Mindanao.
Table 3. Abaca Production in Mindanao, 2009 and 2013
Production Volume (MT)
2009
2013
% Change
2013/2009
PHILIPPINES
65825.41
64951.6
-1%
MINDANAO
23594.71
21858.03
-7%
Zamboanga Peninsula
198.11
589.54
198%
Northern Mindanao
1741.23
2243.88
29%
Davao Region
10212.45
7268.63
-29%
SOCSKSARGEN
800.34
953.65
19%
Caraga
5861.19
5827.89
-1%
ARMM
4781.39
4974.44
4%
Regions
Source: BAS/PSA
Table 4. Production Volume (in MT): Abaca
CY 2008 – 2012/Sarangani Province
Country/Region/
Province
PHILIPPINES
2008
2009
2010
2011
2012
% Inc
2012/2008
68,385.77
65,825.41
66,511.75
68,612.68
68,510.46
0.18%
Table 4. Production Volume (in MT): Abaca
CY 2008 – 2012/Sarangani Province
Country/Region/
Province
2008
2009
2010
2011
2012
% Inc
2012/2008
6,084.38
5,861.19
6,058.64
6,030.78
5,965.03
-1.96%
272.10
187.20
420.80
155.30
217.17
-3.88%
1,409.95
1,369.53
1,392.86
1,509.56
1,505.16
6.75%
28.9
25.42
22.6
17.61
10.7
-62.98%
% Contribution of
Sarangani Province to
R12 Production
4,095.00
3,923.68
4,095.10
3,995.25
3,920.00
% Contribution of
RP Production
1%
South Cotabato
Sarangani Province
North Cotabato
ARMM
-4.27%
1%
1%
1%
1%
Source: BAS
During the period 2008 to 2012, average annual production of abaca fiber in Sarangani
was at 250 metric tons. Average annual growth rate was at -0.46%. 2009 production decreased
by 3.7% over 2008 figures. In 2010, production increased by 3.4% with volume slightly lower
than 2008. Starting 2011, production volume was in a decreasing trend.
Between 2008 and 2012, abaca fiber production in Sarangani Province decreased by
3.88%. Average annual production was at 446.44 metric tons. Annual growth rate was at -1%
caused by the abaca viral diseases that affected some of the abaca farms and the slowdown in
international trade demand brought about by the global economic recession beginning in the
latter part of 2008, considered as the most severe downturn since the Great Depression in the
1930s.
Table 5. Yield (in MT): Abaca
CY 2008 – 2012/Region XII
2008
2009
2010
2011
2012
% Inc
2012/2008
PHILIPPINES
0.50
0.49
0.49
0.49
0.49
-0.54%
South Cotabato
0.61
0.59
0.51
0.55
0.60
-1.95%
Sarangani Province
0.27
0.19
0.42
0.15
0.22
-18.52%
North Cotabato
0.44
0.43
0.43
0.47
0.47
6.55%
ARMM
0.08
0.07
0.08
0.08
0.11
34.03%
Country/Region/ Province
Caraga Region, ARMM, and Davao have the highest yield per hectare at 600 – 610
kilograms per hectare. The average yield of Caraga is about 22% higher than the national average
yield of 490 kilos/hectare. Average yield per hectare in Sarangani Province increased by 92.24%
between 2008 and 2012. Average yield during the 5 year period was at 207 kilos/hectare. The
2012 average yield of 330 kilos/hectare is 46% below the region’s average yield. In Ecuador,
average yield per hectare is about 1,500 kilos per hectare. Caraga is targeting a 2,000 kilos
average yield per hectare.
Table 6.Area Planted (in Hectares): Abaca
CY 2008 – 2012/Region XII
Country/Region/
Province
PHILIPPINES
2008
2009
2010
9,912.00
9,920.00
11,780.00
Sarangani Province
2468.24
2646.37
2712.98
North Cotabato
3,180.00
3,190.00
362
3,120.00
% Contribution of
R12 Production
% Contribution of
Sarangani Province to RP
Total Areas Planted to
Abaca
Source: BAS
2012
137,519.69 135,081.37 135,089.83 138,990.96 138,523.46
South Cotabato
ARMM
2011
% Inc
2012/2008
0.73%
10,949.00
9,911.00
-0.01%
3,230.00
3,229.00
3,186.00
0.19%
360
300
220
100
-72.38%
3,120.00
5,000.00
5,000.00
5,000.00
60.26%
2%
2%
2%
2%
1%
For the whole Caraga Region, area planted to abaca decreased by 1% in 2012 over 2008
figures. In Sarangani Province, area planted to abaca increased from 2,468.24 hectares in 2008
to 2,712.98 hectares in 2010 or a 50% decrease in hectarage.
As per data from the FIDA Region XI, area planted to abaca in Sarangani Province as of
December 2012 was at 3,044.44 hectares. The top 5 abaca producing municipalities in terms of
hectarage are Kiamba, Alabel, Maitum, Maasim and Malungon.
Table 7. Area Planted to Abaca (in hectares) by Municipality
CY 2012 Sarangani Province
Municipality
No. of Hectares
Alabel
597.00
Malapatan
55.50
Glan
10.75
Maasim
264.80
Kiamba
1,333.00
Maitum
697.50
Malungon
85.85
Total
3,044.40
Source: FIDA-X!, Davao City
In 2013, hand stripped abaca fiber comprised 61% of the 5,457 bales produced in
Sarangani Province. Spindle stripped fiber, which made up the remaining 39%, is generally
perceived to be of higher quality than hand-stripped fibers and, thus, command a higher price in
the market.
Abaca farming in Sarangani has been an activity for a very long time ago in the upland
communities mostly by the Indigenous Peoples (IPs) like the T’bolis and B’laans who lived in the
mountainous and forested areas of Sarangani Province. More than ninety percent of abaca
farmers of Sarangani are Indigenous Peoples. Abaca farming has been a culture and tradition of
Indigenous Peoples. Even before the abaca fiber have not yet reached the commercial market, it
has been already used by the IPs especially the T’bolis as material in weaving an abaca cloth
which is now popularly known as Tinalak, a traditional clothings of the T’bolis. It was noted by
the pioneer settlers of Brgy. Maligang, and Brgy. Kling that abaca farming was already been
practiced by the people of Sarangani especially in Kiamba even before the time of Japanese
colonization during World War II.
Abaca industry in Sarangani province is very potential Enterprise. With the Global market
trend of the abaca industry as well as the availability of local supply and production areas, a
provincial-wide and coordinated Production , Processing and Marketing Enterprise of abaca fiber
will be very viable business.
Production in 2013 accounted for 175 metric tons confined in 1,600 hectares with 18.35% of the
region’s total production of 953.65 metric tons. Area planted is 1,600 hectares (PSA 2015).
Figure 1. Total Area Planted for Abaca, SARANGANI PROVINCE, 2009-2013
Source : Philippine Statistics Authority
Abaca farming is best suited activity for the farmers in the mountainous areas of the province.
Because it is the only commodity that have less maintenance cost and has higher price in the market.
Abaca farming is also the way of T’bolis in preserving their culture as Indigenous People, just like
abaca cloth weaving. Their clothing made of abaca fibers is being preserved.
Maximizing of abaca production areas and applying abaca proper production
technologies would help regain the production volume of the whole province as well as the whole
region of SOCSKSARGEN from 600 Kilogram per Hectare to 1,500 Kilograms per hectare.
Investment Plan
The Abaca plant (Musa textilis) also known as Manila hemp is indigenous to the
Philippines. The Abaca fiber is mainly used for the manufacture of corsage, crafts and various
kinds of specialty papers.
The low productivity of abaca farms in the Philippines has been attributed to use of poor
quality of planting materials and disease incidence. Viruses such abaca bunchy top, abaca mosaic,
and abaca bract mosaic are the top three diseases affecting abaca farms.
SARANGANI ABACA FIBERS VALUE CHAIN
EXPORT
PROCESSING
EXPORTER
CHING BEE/TAG
EXPORTER
(NEWTECH)
EXPORTER
((
Grading &
Baling
Cash advances
LOCAL
PROCESSOR S
Establishments
(GBEs) and
SemiProcessor
Regional/
Provincial
Trading
REGIONAL/PROVINCIAL TRADERS
COOPS
LOCAL TRADERS
Rental of Stripping
machine cash advance
Cash advance
Local Trading
FARMERS
FARMING
INPUT
PROVISION
Flow of abaca fiber
COOPS
Inputs and planting materials
INPUT SUPPLIES
Flow of services; transportation, cash advances
Figure 2. SARANGANI PROVINCE ABACA FIBER VALUE CHAIN MAPPING
Figure 4. Value Chain Map of Abaca Industry in Mindanao
Abaca Industry Key Payers & Functions
Abaca production in Sarangani Province largely involved the indigenous people
communities who cultivated it as main crop, or if not, as secondary crop. Effective and potential
areas at about 4,308.86 hectares, more than half of which is located at the western portion of
the province composed by the towns of Maitum, Kiamba and Maasim (FIDA Sarangani).
In 2014, abaca fiber traded in the province reaches 558 metric tons in which 458 metric
tons use handstrip and 100.25 metric tons use stripping machine which translate into more or
less Php 25 million sales. Average buying price in 2014 is Php 45.00 per kilo (FIDA Sarangani).
There are twelve (12) existing FIDA- registered abaca traders and two(2) Abaca Farmers
Cooperatives engaged in abaca trading in the province. Abaca fibers are delivered to the market
outlets or buyers in General Santos City , South Cotabato, Lanao del Norte and Davao City. (see
list of Market outlet/buer of abaca)
There are 12 licensed abaca traders in Sarangani Province of which 2 licensed traders are
registered as cooperative.
Table 8 . Licensed Abaca Fiber Traders
Sarangani Province
Company
Address
Category
Jaime Tatad
Lagao, General Santos City
Class A Trader
Gida Tinalak International
Hi-way, General Santos City
Class A Trader
Arlene P. Lucero
Lagundi, Kiamba, Sarangani
Province
Class A Trader
Carmelita B. Esteban
Sarangani Povince
Class A Trader
Maria Elenita M. Mascariñas
Lagundi, Kiamba, Sarangani
Province
Class B Trader
Analyn Cornel
Poblacion, Maitum
Class B Trader
Lito Bolisay
Pob. Hi-way, Maitum
Class C Trader
Leopoldo Catayoc
Pob. Kiamba, Sarangani
Province
Class D Trader
United Maligang Farmers MPC
Maligang, Sarangani Province
Cooperative
Teresita Sañudo
Kayupo, Sarangani Province
Class D Trader
Rey Paquera
Class D Trader
Elsa Degollado
Class D Trader
Notes
Class A Trader
Trading more than 75,000 kilos a year
Class B Trader
Class C Trader
Class D Trader
Trading 25,000 and below kilos a year
Source: FIDA Caraga Region
Cooperatives largely rely on their membership base as their source for abaca fibers. Nonmembers also supply but loyalty is not guaranteed. UMFMPC has no buying stations in other
areas except in Barangay Maligang specifically in Sitio Malayo. The Coop directly buys the fiber
produced by members and non-members within Maligang and in the boundary of South
Cotabato, specifically in Barangay Tudok. The abaca fibers are delivered to the collecting site/
warehouse by the farmers/strippers. Poor road conditions significantly increase delivery cost.
Main constraint faced by cooperative intermediaries and the traders in general is the high degree
of variance in terms of volume and quality of fibers. In addition to problems at the farm and
stripping levels, poor storage conditions also contribute to quality deterioration. Traders who are
unable to consolidate at least 15 tons per delivery sell their fibers to higher level intermediaries.
Commodity Investment Plans (CIP)
Sarangani Province has identified five (5) priority commodities, namely; coconut, abaca,
cacao, coffee and milkfish. The intervention strategies indicated in the CIP for each commodity
were ranked during the conduct of consultation among the Value Chain Key Players in Sarangani
Province. The results of the said ranking shown on Table 9.
Table 9. ABACA: Ranking and Prioritization of intervention Strategy
Intervention Strategy
Ranking
Strengthening of local commercial production and distribution of high yielding and
disease resistant planting materials
1
Development and/or strengthening of local extension services and assistance to
achieve Rainforest Alliance certification
2
Establishment and/or strengthening of collective enterprises specializing in
postharvest operations , fiber processing, tinagak processing, abaca consolidation,
trading and marketing
3
Construction and/or repair of farm to market roads in key abaca producing areas
4
Harmonization of interpretation of standards and corresponding price differentials
including development of enforcement mechanism
5
Reduce cost of fertilizer use through local production and increased usage of certified
good quality organic fertilizer as well as adoption of proper fertilizer application and
management
6
Promotion of direct/modular relationships between lead firms and abaca
communities
7
The Provincial Commodity Investment Plan (PCIP) prioritized abaca as second commodity
after coconut. It accounted total abaca farms of 3,044.40 hectares in which farmers has a great
opportunity to invest for fiber processing, more than 90% of these is still in backward hand
stripping method of fiber processing which resulted to a low quality abaca fiber production. This
situation throughout the province is favorable for the investment on mechanized fiber processing
and trading.
Figure 4. Abaca Suitability Map – Sarangani Province
Table 10. Provide the PCIP matrix for the abaca commodity. The Value Chain Analysis for
was the basis in identifying interventions to address the identified key gaps or constraints for the
following value chain segments: Input Provision, Farming, Processing, Marketing and Inter-firm
relationship. Programs and Projects were proposed with corresponding targets. The time-frame
of the investment plan is three (3) years. Budgetary Requirement for each project was estimated.
Possible funding sources to fund programs and projects in this plan will be from the World Bank
– PRDP thru the Department of Agriculture (D.A.), Regular Funds of the D.A., Other National
Government Agencies (NGAs), Local Government Unit (LGU), financial institutions (banks), NonGovernment Organizations (NGOs) and Private Sector.
E-VSA Tabular Data for Abaca
Source: DA RFU XII
Sarangani Abaca Suitability Map
Source: DA RFU XII
Sarangani Abaca Total Production Area
Source: DA RFU XII
Sarangani Abaca Volume of Production
Source: DA RFU XII

Sarangani

Transcription

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